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6 min read

What HR should ask - and what HR should not

A practical list of questions that help HR decide fairly and support people well, and questions that are unfair, unlawful, or simply unhelpful.

Benefits

  • Fairer decisions and fewer legal risks.
  • More trust between employees and HR.
  • Quicker, calmer handling of tricky situations.
  • A more professional HR function.

Part 1

Why it matters

Questions shape trust. The right ones show that HR cares about the work and the person; the wrong ones can feel invasive, expose the company to discrimination claims, and push good people away. The test is simple: is this question needed to assess the job, support the employee, or meet a legal duty?

Part 2

In interviews: good questions

  • Walk me through a project you are proud of and your part in it.
  • Tell me about a time you disagreed with a colleague. What happened?
  • How do you prioritise when everything is urgent?
  • What kind of manager and team help you do your best work?
  • Are you able to meet the working hours, location, and travel this role needs?

Part 3

In interviews: avoid

  • Marital status, plans for marriage, children, or pregnancy.
  • Religion, caste, community, native place, or political views.
  • Age or birth details beyond what is needed to confirm eligibility to work.
  • Health history or disability, unless it relates to a genuine job requirement - and then through a proper, consistent process.
  • Current salary as a way to cap the offer - ask about expectations instead.
  • Anything you would not ask every candidate for the same role.

Part 4

Day to day with employees: good questions

  • How is your workload this month? Is anything blocking you?
  • What would make your work easier or your team stronger?
  • Is there anything about your role, manager, or workplace you would like to raise?
  • Do you have what you need to do your job well?

Part 5

Day to day: avoid

  • Probing personal relationships, family plans, or finances.
  • Asking someone to explain a medical condition beyond what a leave or accommodation request needs.
  • Asking about a colleague’s private matters, or sharing what one employee told you in confidence.
  • Asking for social media passwords or personal device access.

Part 6

References and exits

Ask referees only about work performance and conduct, and tell the candidate you will contact them. In exit interviews, ask what worked and what did not; do not press for names or reasons the person is not comfortable giving.

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