30 process improvement interview questions (with answers)

Process improvement interview questions help your organization gain a better understanding of the role employees play in optimizing elements of your business.

Process improvement should never be a top-down initiative that doesn’t involve the employees who actually participate in the processes. Instead, it should include their feedback and suggestions as they can provide details that others may not have considered.

Whether you’re checking in with your existing employees about process improvement ideas or hiring new employees and want to learn their experiences with process improvement, these questions can help guide your conversation.

Process improvement interview questions

1. Why?

This simple question is one of the best ways to understand the potential root causes of issues that your organization is facing. If something goes wrong, ask your employees why they think it happened. Based on their answers, ask why again. Continuing to ask why can lead to a foundational understanding of the issue.

Why you should ask it: To understand if an employee can explain the reasoning behind their actions, decisions, or recommendations. You want to see if they think critically, make intentional choices, and aren’t just following instructions without understanding the bigger picture.
What to look for in an answer: Clarity and directness. The employee or interviewee should explain the reasoning behind their action, decision, or suggestion — focusing on the goal they were trying to achieve, the problem they were solving, or the value they were aiming to add. It’s important that they show their choices are thoughtful and purposeful.
Example answer: “I regularly apply the ‘5 Whys’ technique, which helps identify the true causes of any issues we face. For example, when customer complaints spiked, we asked ‘why’ several times. Initially, we learned that it was due to a mismatch in product features, but further investigation revealed that communication breakdowns between our marketing and product teams were fueling the problem.”

2. What defines the success of our process improvement?

The results of a process improvement initiative are key, and employees and business leaders should be on the same page. For example, higher profitability or increased efficiency may be what leaders are after, but an employee involved in the actual process may reveal other suggestions — like higher customer satisfaction scores or less employee burnout.

Understanding how employees or candidates define success allows organizations to align their expectations with on-the-ground perspectives. It also helps evaluate whether success metrics focus too much on profitability or include qualitative factors like morale and satisfaction.

Why you should ask it: To understand how the person measures success after making changes. You want to see if they focus on clear, meaningful outcomes — not just the completion of tasks — and whether they can connect improvements to business value, efficiency, or customer satisfaction.
What to look for in an answer: That success is defined by measurable improvements such as faster turnaround times, reduced costs, higher quality, fewer errors, and better user or customer satisfaction. If they mention that true success also means the improvement is sustainable over time, not just a short-term fix, you could be on to a winner.
Example answer: “To me, success isn’t just measured by profitability or speed. While those are crucial, I also consider customer satisfaction and employee wellbeing. For example, when we implemented a new process, we saw fewer errors, higher customer satisfaction scores, and, importantly, improved employee engagement.”

3. How can we increase the impact of our process?

When you’re making changes to business operations, it’s vital to ensure these changes have their intended effect. Ask employees about their ideas to increase impact with process-related changes. They may share ways to improve communication or change management, which can help grow the positive effects of the process improvement initiative.

Why you should ask it: To evaluate whether the employee can think beyond small fixes and contribute to strategic improvements. You want to know if they can make processes more valuable, scalable, and aligned with broader business goals.
What to look for in an answer: Improving impact often means making processes more aligned with company priorities, reducing friction points, and introducing tools or automation where possible. It also includes getting team buy-in and ensuring changes are sustainable.
Example answer: “To increase the impact of process changes, I recommend using quick feedback loops. For instance, after each process cycle, we held short team huddles where we could discuss immediate improvements and share small wins. This iterative approach helped the team stay engaged and continuously adapt, amplifying the overall impact of the changes.”

4. In an ideal world, how would you redesign this process?

Give employees the ability to think big without boundaries, as that’s where you’ll discover some of the most creative solutions. See what kind of suggestions they provide, and decide if you can turn them into feasible solutions for your organization’s specific process-related issues.

Why you should ask it: To gauge their ability to think creatively, critically, and practically. You want to see if they can envision improvements without current constraints and whether they understand the process well enough to reimagine it for better efficiency, user experience, or outcomes.
What to look for in an answer: They should start by showing that they understand the process and its current limitations. Then you’re looking for them to explain how they’d redesign it if there were no resource or technology constraints — focusing on simplification, automation, user-friendliness, or alignment with business goals. This is a chance for them to demonstrate both insight and innovation.
Example answer: “If given a free hand to redesign the process, I would automate routine, repetitive tasks and leverage dashboards for real-time progress tracking. By doing so, we would eliminate manual errors, speed up reporting, and free up the team to focus on higher-value work like strategy and problem-solving.”

5. Who should be on the process improvement team?

While it’s important to include knowledgeable and experienced people on your process improvement team, consider opening it up to diverse thinkers or people from different business groups. Your employees may suggest people who they feel can best support your efforts.

Why you should ask it: To understand whether they know how to build a well-rounded team for sustainable improvements. You want to see if they value cross-functional collaboration and can identify the key roles needed for successful change management.
What to look for in an answer: An understanding of the importance of involving a diverse group: people who are directly involved in the process, stakeholders who are impacted by it, subject-matter experts, and sometimes a project manager to keep efforts on track. The goal is to blend hands-on experience with strategic oversight.
Example answer: “I’d ensure the team is composed of individuals from diverse backgrounds. This would include front-line workers who are closest to the process, data analysts to measure impact, and a representative from customer-facing teams to ensure we’re keeping the customer experience in mind.”

6. How can we avoid low process adoption?

Employees may not easily adopt a new process for a variety of reasons. Ask them how your organization can avoid this. Perhaps previous processes weren’t embraced because they were too difficult to implement or employees lacked the necessary details to fully execute them.

• Why you should ask it: To assess how well they understand change management and user engagement. You want to know if they can foresee barriers to adoption and take proactive steps to ensure new processes are embraced and used effectively.
• What to look for in an answer: The importance of involving users early, gathering feedback, providing clear training, and communicating the benefits of the new process. They should emphasize that making the process intuitive and showing its value to daily work are key to high adoption rates.
• Example answer: “In my experience, we were able to boost adoption by pairing each process change with clear, interactive training sessions. We also identified internal champions who could provide ongoing support to the team and answer questions as they arose. This hands-on approach helped us achieve a 30 percent increase in adoption.”

7. Do you feel comfortable sharing process-related issues with your manager?

This is a critical question to ask if you want to understand your organization’s cultural approach to problem-solving. If your employees don’t feel they can bring up process-related issues to their managers, you may be dealing with a problem that requires immediate intervention on a larger scale.

For candidates, the answer will demonstrate the extent to which they’ll contribute to your team and continuously look for ways to increase impact.

• Why you should ask it: To assess the communication culture they expect or thrive in, and whether they’re proactive about raising concerns. You want to know if they’re open to collaboration and willing to address issues early instead of letting problems escalate.
• What to look for in an answer: A focus on the importance of open communication and trust. They should know that addressing process issues early leads to faster improvements and shows commitment to team success. If they have an example of a time they successfully brought up an issue and helped fix it, even better.
• Example answer: “Yes, I feel very comfortable. When I raised concerns about workflow inefficiencies, my manager not only listened but encouraged me to take the lead on a pilot project to address the problem.”

8. Tell me about a process you’ve helped improve

Success leads to success, and asking employees about their recent wins helps increase motivation. By giving them a platform for celebrating their victories, you encourage future progress, increase engagement, and build loyalty. 

When interviewing potential candidates, this question gives you much-needed evidence that they can perform well in their role.

• Why you should ask it: To understand their problem-solving skills, initiative, and ability to drive tangible results. You want to hear a real-world example that shows they can analyze a process, identify inefficiencies, and implement effective changes.
• What to look for in an answer: A brief description of the process they improved, what challenges they noticed, the actions they took, and the results they achieved. Bonus points if they focus on measurable outcomes (like time saved, costs reduced, and efficiency gained), and keep the explanation clear and results-focused.
• Example answer: “At my previous company, I helped streamline the order-processing system by eliminating redundant steps in the workflow. This reduced processing time by 20 percent and significantly decreased the error rate. We also saw a 15 percent increase in customer satisfaction as a result of faster order fulfillment.”

9. Have you suggested a change that wasn’t implemented in a process?

Organizations may uncover some hidden gems from this approach by learning about previous ideas that weren’t ultimately implemented. Perhaps there weren’t enough resources dedicated to process improvement at the time, or maybe the suggestions just fell through the cracks.

• Why you should ask it: To see how they handle situations where their ideas aren’t accepted. You’re looking for emotional intelligence, resilience, and a team-first attitude — not just whether their ideas were good, but how they responded professionally.
• What to look for in an answer: An example where they suggested a change, but it wasn’t adopted — and importantly, an explanation of how they reacted. Look out for signs that they stayed positive, understood the bigger picture, and continued supporting team goals without letting it affect their motivation.
• Example answer: “I once proposed an automation tool to help streamline our data-entry process. Unfortunately, the budget wasn’t available, but I made sure to document the use case and shared it with the team. The idea is being revisited now that budgets have shifted, and I’m optimistic about its potential.”

10. Tell me about a process-related mistake you’ve made at work

This question is an effective way of figuring out where processes may be too confusing or risky. If you notice employees making errors in the same places of the same process, a change is likely needed.

When interviewing, this question helps you determine whether a candidate is comfortable with accountability and strives for continuous improvement.

• Why you should ask it: To understand how they handle mistakes, learn from them, and prevent them from happening again. You’re less concerned about the mistake itself and more interested in their accountability, problem-solving skills, and resilience.
• What to look for in an answer: A brief description of the mistake without overexplaining or blaming others. They should focus mainly on what they learned from the experience and the steps they took to fix the issue or prevent it in the future. If they keep the tone positive and growth-oriented, you’ll know they have the right attitude.
• Example answer: “I skipped a sign-off step once, which delayed shipment. I helped create an approval checklist so it wouldn’t happen again.”

11. What’s one process you think we could automate?

Repetitive manual tasks can drain time and increase the risk of errors. This question helps identify areas where automation could reduce workload and improve consistency across your organization.

• Why you should ask it: To evaluate their ability to spot inefficiencies and think about how technology can create smarter workflows. You want to see if they can identify routine, repetitive tasks that could be streamlined to save time, reduce errors, and free up resources for higher-value work.
• What to look for in an answer: A common, logical process that often benefits from automation — like data entry, approvals, reporting, or scheduling. They should explain why automating it would add value, mentioning benefits like faster turnaround times, fewer mistakes, or better employee focus.
• Example answer: “I once overlooked a sign-off step in a process, which caused a delay in shipment. After the mistake, I worked with the team to implement a checklist for the approval process, ensuring every step was followed.”

12. How do you usually identify process bottlenecks?

Process bottlenecks slow down productivity and create inefficiencies. This question uncovers how someone would detect these issues and their analytical approach to resolving them.

• Why you should ask it: To understand how analytical and observant they are when it comes to process improvement. You want to know if they have a structured approach for spotting inefficiencies and solving the right problems — not just treating symptoms.
• What to look for in an answer: That they combine data analysis with direct observation and team feedback. They should talk about looking for patterns like delays, repeated errors, handoff gaps, or capacity overloads, and mention that they prioritize understanding the root cause before proposing solutions.
• Example answer: “I begin by analyzing throughput reports, looking for points where work gets delayed. I also engage with the team to get feedback about where they experience friction, such as handoffs or waiting for approvals.”

13. How do you encourage team members to suggest process improvements?

An open feedback culture is key to continuous improvement. This question reveals leadership styles and how employees foster collaboration within teams.

• Why you should ask it: To see if they can encourage a culture of continuous improvement. You want to know if they value input from all levels and can create an environment where team members feel safe, motivated, and empowered to share ideas.
• What to look for in an answer: Strategies like creating open communication channels, recognizing contributions, and making it clear that suggestions are valued rather than judged. They should mention practices like regular feedback sessions, anonymous suggestion boxes, or celebrating small wins to build trust and momentum.
• Example answer: “I implemented a weekly ‘process spotlight’ where team members propose ideas anonymously.”

14. What metrics do you track when evaluating process performance?

Measuring process performance is essential for making informed improvements. This question gauges the interviewee’s ability to assess results using data.

• Why you should ask it: To understand whether they take a data-driven approach to process management. You want to see if they know how to measure success objectively and use the right indicators to guide improvements over time.
• What to look for in an answer: Acknowledgment that the specific metrics depend on the process, but there are common key indicators like cycle time, error rates, throughput, cost efficiency, and customer or employee satisfaction. They should explain that tracking a combination of quantitative and qualitative data gives a full picture of performance.
• Example answer: “I focus on metrics like cycle time to measure how long processes take, error rates to gauge the accuracy of the process, and customer satisfaction to see how well the process impacts the end-user experience. These may vary depending on the process, but they’re key indicators that guide improvements.”

15. What steps do you take after identifying a broken process?

Recognizing a flawed process is only the first step. This question explores an employee’s or a candidate’s follow-through and action planning.

1. Why you should ask it: To evaluate how they move from problem identification to practical action. You want to know if they follow a structured approach to solving issues, involve the right people, and ensure changes are sustainable — not just quick fixes.
2. What to look for in an answer: That after spotting a broken process they focus on understanding the root cause, involving stakeholders, brainstorming solutions, testing changes on a small scale if possible, and then rolling out improvements with clear communication and follow-up monitoring.
3. Example answer: “Once I identify a broken process, I first gather input from stakeholders to fully understand the problem. I then map out a new process, test it on a small scale, and analyze its effectiveness. If the test is successful, I roll out the new process across the organization and make adjustments if necessary based on ongoing feedback.”

16. When did you help improve collaboration in a cross-functional process?

Cross-departmental processes often require extra coordination. This question uncovers collaboration strategies and communication tools that help streamline complex workflows.

• Why you should ask it: To assess their ability to work across teams, break down silos, and drive collective success. You want to know if they can communicate effectively with different departments, manage competing priorities, and align everyone toward a common goal.
• What to look for in an answer: A situation where they improved communication or coordination between teams. They should focus on what challenges they noticed, what steps they took (such as setting up shared tools, clarifying responsibilities, or improving workflows), and the positive outcome that resulted.
• Example answer: “In a previous role, we improved cross-functional collaboration between the product and marketing teams by implementing shared dashboards. We also held weekly syncs to align priorities, which significantly improved communication and reduced delays in product launches.”

17. What do you do when a process change isn’t delivering expected results?

Sometimes even well-designed improvements don’t produce the intended outcomes. This question helps evaluate adaptability and how current or future employees respond to failed experiments.

• Why you should ask it: To understand how they respond to setbacks. You want to see if they’re proactive, analytical, and flexible — and whether they can course-correct without losing momentum or morale.
• What to look for in an answer: That they start by reviewing performance data and gathering feedback to understand why the change isn’t working. They should talk about reassessing assumptions, involving the team for insights, and being open to adjusting or even reversing the change if necessary, with a focus on continuous improvement rather than blame.
• Example answer: “When a process change doesn’t deliver the expected results, I go back to the data and analyze where things might have gone wrong. I also solicit feedback from team members and stakeholders to identify any overlooked issues. From there, I iterate small changes, re-test, and adjust before rolling out anything further.”

18. How do you document new or updated processes?

Documentation ensures consistency and smooth onboarding. This question highlights organizational habits and communication practices.

• Why you should ask it: To assess whether they understand the importance of clear, accessible process documents. You want to see if they can create materials that help ensure consistency, make onboarding easier, and support continuous improvement.
• What to look for in an answer: That they use clear, step-by-step formats, often supplemented by visuals like flowcharts or checklists. They should mention that they involve relevant stakeholders to validate accuracy, keep the language simple and actionable, and ensure the documentation is easy to find and regularly updated.
• Example answer: “I document new or updated processes using visual standard operating procedures in Confluence. Each process includes clear ownership, step-by-step instructions, and a timeline for periodic updates.”

19. How do you ensure process improvements are sustained over time?

Lasting improvements require consistent oversight. This question uncovers strategies for long-term success and accountability.

• Why you should ask it: To see if they think beyond short-term wins. You want to know if they can implement changes that last, meaning they focus on adoption, accountability, continuous monitoring, and adaptation when needed.
• What to look for in an answer: That sustaining improvements involves clear documentation, proper training, regular monitoring of key metrics, and building feedback loops. They should emphasize that creating ownership among team members is crucial, so the process becomes an integral part of the daily routine and culture, not just a one-time change.
• Example answer: “To sustain process improvements, I assign a process owner responsible for ongoing oversight and continuous monitoring. I schedule quarterly audits to review the process and ensure it remains efficient as well.”

20. How do you handle resistance to process changes?

Even the most effective process improvements can face resistance from employees — especially if the changes are poorly communicated or not well understood. This question helps reveal how the interviewee manages change, addresses concerns, and builds trust among stakeholders during transitions.

• Why you should ask it: To evaluate their change-management skills and emotional intelligence. You want to see if they can manage resistance thoughtfully — addressing concerns, building trust, and encouraging adoption rather than forcing change.
• What to look for in an answer: That they first listen to understand the concerns behind the resistance. They might then focus on how they offer clear communication about why the change is happening, how it benefits the team, and how their input can shape the final outcome. They should also emphasize patience, support, and involving people early to create a sense of ownership.
• Example answer: “When I introduced a new digital tool to track project tasks, some team members were hesitant. I held small group sessions to gather concerns and demonstrate benefits, which led to full adoption within two weeks.”

21. Can you describe your approach to continuous improvement?

Continuous improvement isn’t a one-time project — it’s a mindset. This question gives insight into whether the employee or candidate treats improvement as a routine practice and whether they follow a structured approach like plan, do, check, act (PDCA) or lean.

• Why you should ask it: To understand if they’re proactive about identifying growth opportunities and how they maintain momentum over time. You want to see if they have a structured mindset for driving small, consistent changes that add up to significant improvements.
• What to look for in an answer: An awareness that continuous improvement involves regularly reviewing performance, gathering feedback, identifying small and actionable opportunities, and creating a culture where change is seen as positive. Listen out for mentions that they combine data-driven insights with team collaboration to keep refining processes without overwhelming the organization.
• Example answer: “I follow the PDCA model: Plan the change, implement it, check the results, and then act based on what we learned. This helped reduce quality defects in one workflow by 25 percent.”

22. How do you validate that a process change is working?

Not every process improvement delivers results as expected. This question helps assess how a candidate or employee evaluates success, identifies lagging areas, and ensures that implemented changes are having a measurable, positive impact.

• Why you should ask it: To evaluate whether they rely on structured, objective methods to measure success — not just assumptions. You want to see if they track performance properly, gather feedback, and adjust if the change isn’t fully meeting expectations.
• What to look for in an answer: That they compare pre-change and post-change metrics, collect feedback from those directly involved, and monitor for both immediate and longer-term impacts. They should stress that validation isn’t just about data — it also includes qualitative feedback to make sure the change truly fits the team’s needs.
• Example answer: “I compare key performance indicators like cycle time or error rates before and after the change. I also conduct user interviews to confirm the new process is easier to follow.”

23. How do you align process improvements with business goals?

Siloed process changes can create inefficiencies if they don’t align with the organization’s broader strategy. This question helps determine how well the candidate or team member connects their work with company-wide goals.

• Why you should ask it: To see if they understand the bigger picture: that process improvements should support broader company objectives like growth, efficiency, customer satisfaction, or profitability. You want to know if they prioritize changes that truly add value.
• What to look for in an answer: That they start by understanding the company’s current priorities and challenges. They then evaluate potential improvements based on how well they support key goals, such as improving customer experience, reducing costs, increasing speed, or enhancing quality. The person should emphasize that alignment requires regular communication with leadership and stakeholders.
• Example answer: “I always ask how a change supports key goals like cost reduction or customer satisfaction. For instance, we revised our scheduling process to align with our company’s efficiency targets.”

24. What’s one small change you’ve made that had a big impact?

Small tweaks can lead to significant improvements. This question explores the interviewee’s awareness of leverage points within processes and their ability to spot opportunities that others may miss.

• Why you should ask it: To gauge their ability to spot simple, practical improvement opportunities that lead to meaningful results. You want to see if they understand that impactful changes don’t always have to be massive overhauls — sometimes small adjustments can drive big wins.
• What to look for in an answer: A specific example of how a small process, communication, or workflow tweak made a noticeable difference. They should focus on what they observed, what they changed, and the measurable impact it had — such as saving time, improving quality, or boosting satisfaction.
• Example answer: “I introduced color-coded labels in our shared folders, which reduced file retrieval time by 40 percent and improved team efficiency.”

25. How do you learn about new process improvement tools or techniques?

Process optimization tools evolve quickly, and staying up to date is essential. This question helps evaluate a person’s learning habits and how proactively they seek knowledge in their field.

• Why you should ask it: To see if they’re proactive about staying current and continuously expanding their skills. You want to know if they actively seek out new ideas and are committed to improving how they work, not just relying on what they already know.
• What to look for in an answer: That they stay updated through a mix of professional development techniques, like reading industry articles, attending webinars, completing certifications, joining professional groups, or learning from peers. They should highlight that they’re always looking for practical ways to bring new knowledge into real work environments.
• Example answer: “I subscribe to newsletters and attend virtual webinars about Six Sigma tools and agile workflows to stay current.”

26. What does “efficiency” mean to you?

Efficiency can be interpreted differently depending on context and can involve speed, cost savings, accuracy, or even team morale. This question uncovers what values and priorities the candidate or employee associates with process performance.

• Why you should ask it: To understand personal definition of efficiency and how they apply it in their work. You want to see if they balance speed with quality, and whether they focus on smart resource use rather than just working faster.
• What to look for in an answer: That they describe efficiency as achieving the best possible outcome with the least waste — whether that’s time, effort, or resources. They should emphasize that true efficiency also means maintaining quality and not cutting corners just to move faster.
• Example answer: “Efficiency means delivering high-quality results with the least waste of time and effort — but never at the expense of accuracy or team well-being.”

27. How would you help a new hire learn a complex process?

Knowledge transfer is a vital part of sustainable improvement. This question uncovers whether the person you’re interviewing can effectively coach others and simplify complex workflows for onboarding and training.

• Why you should ask it: To assess their communication skills, mentoring ability, and understanding of how people learn. You want to know if they can break down complex ideas into manageable parts and set someone up for success without overwhelming them.
• What to look for in an answer: That they would break the process into smaller, logical steps, use clear documentation and visual aids, and provide hands-on practice. They should stress the importance of regular check-ins, encourage open questions, and adjust their approach based on the new hire’s learning style and pace.
• Example answer: “I break the process down into milestones and pair the new hire with a mentor. We also use a process flowchart and hands-on training to build confidence.”

28. What process would you improve first if you joined this team?

This question tests how well the interviewee understands your organization and how quickly they can spot inefficiencies. It also gives a glimpse into their critical thinking and sensitivity to organizational culture.

• Why you should ask it: To see if they can quickly assess priorities, spot improvement opportunities without rushing to judgment, and approach change thoughtfully. You want to know if they balance a fresh perspective with respect for existing systems.
• What to look for in an answer: That before suggesting changes they would spend time observing, asking questions, and understanding the team’s workflows and goals. They should then mention that they would focus first on processes that clearly impact team productivity, collaboration, or customer outcomes — emphasizing a collaborative, not critical, approach.
• Example answer: “From what I’ve seen, your internal communication process could benefit from a centralized platform like Slack or Microsoft Teams. I’d start by mapping current pain points through a team survey.”

29. What’s your long-term strategy for process improvement in your role?

Short-term fixes are helpful, but lasting change comes from long-term vision. This question reveals how the candidate or employee approaches strategic planning, scaling improvements, and ensuring continuous refinement.

• Why you should ask it: To understand whether they approach process improvement as an ongoing practice, not just a one-time project. You want to see if they can think long-term about building sustainable systems that keep evolving with business needs.
• What to look for in an answer: That their strategy includes continuously monitoring performance; creating a culture of feedback and innovation; prioritizing improvements based on business impact; and ensuring that documentation, training, and ownership are built into every change. They should mention that continuous learning and adaptability are key to long-term success.
• Example answer: “My strategy is to build a culture of feedback and data-driven change. I schedule monthly retrospectives and use key performance indicators to guide decision-making over time.”

30. What’s your least favorite process to follow and why?

Some processes may have cumbersome steps, while others may use resources ineffectively. Pay attention to the reasons why employees or candidates don’t like to follow certain processes to determine areas of improvement.

• Why you should ask it: To uncover whether the candidate can identify inefficiencies without being dismissive. This question reveals how they handle frustrating or outdated workflows and whether they can turn critique into constructive suggestions. It also shows if they understand the purpose behind a process—even one they dislike.
• What to look for in an answer: Look for honesty paired with thoughtfulness. A strong answer identifies a specific process, explains why it’s frustrating, and—most importantly—offers insight into how it could be improved. The candidate should show respect for organizational structure while expressing a desire to make things better.
• Example answer: “My least favorite process is when expense reports require multiple manual approvals and paper forms. It slows down reimbursements and eats up admin time. I’d prefer a more automated system with digital approvals to reduce delays and improve accuracy.”

Make process improvement an ongoing strategy

Involving employees in your process improvement initiatives can help uncover valuable information and feedback from your team. Be sure to ask these process improvement interview questions frequently and consult different teams for the best responses.

Remember, gathering feedback and candidate answers or conducting performance reviews can be made simpler with Jotform. Explore our form templates and get started for free today.