Egor Krasnoperov · May 24, 2025 · 8 min read
What they pay attention to during screening interviews
How well you match your resume. There will be questions about your experience and possibly general technical questions.
How interested you are in the position. What’s your motivation for job searching? What are you looking for and why?
How well you align with the company’s cultural values. There will be behavioral questions here: how you interact with the team, how you resolve conflicts.
Recommendation: Don’t think you don’t need to prepare for a screening interview! You absolutely do need to prepare, and it’s especially important to have a clear answer about your work experience. Use the STAR method.
So, here are the questions:
How interested you are in the position. What’s your motivation for job searching? What are you looking for and why?
How well you align with the company’s cultural values. There will be behavioral questions here: how you interact with the team, how you resolve conflicts.
Recommendation: Don’t think you don’t need to prepare for a screening interview! You absolutely do need to prepare, and it’s especially important to have a clear answer about your work experience. Use the STAR method.
So, here are the questions:
Hey there! My name is Egor, I’m a design director and co-founder of mockin.work. I’ve been in the design industry for over 18 years, and I’ve been on both sides of the fence — as a designer who was being hired, and as a hiring manager who interviewed designers myself.
I can tell you that the screening stage is one of the most important parts of the interview process.
Why?
It’s simple: at this stage, the HR manager asks general questions, and your answers determine your track. Whether you’ll continue to the next stages of the interview process or not.
I can tell you that the screening stage is one of the most important parts of the interview process.
Why?
It’s simple: at this stage, the HR manager asks general questions, and your answers determine your track. Whether you’ll continue to the next stages of the interview process or not.
9 Screening Interview Questions for UX/UI and Product Designers You Need to Be 100% Ready For
1. Tell me about your professional experience. What experience do you consider most significant?
This is a basic question that allows the HR manager to assess how you position yourself, your self-presentation skills, how confidently you talk about your experience, and allows them to see your professional development.
How to answer this question
Don’t dive deep into the weeds of your experience — talk about 2−3 places with relevant experience specifically for this position. In your answer, highlight how your area of responsibility changed, what problems you solved, and what results you achieved.
Imagine you’re pitching an idea to investors and need to tell them in 5 minutes about the problem your product/service solves, what value your product brings. Only in this case, you’re talking about yourself and your experience.
What to avoid
Don’t devalue your experience and only say "WE did this." If you’re not visible behind the results, it won’t hook the HR manager. But what you definitely shouldn’t do is lie or make up fictional facts. All of this can be verified.
How to answer this question
Don’t dive deep into the weeds of your experience — talk about 2−3 places with relevant experience specifically for this position. In your answer, highlight how your area of responsibility changed, what problems you solved, and what results you achieved.
Imagine you’re pitching an idea to investors and need to tell them in 5 minutes about the problem your product/service solves, what value your product brings. Only in this case, you’re talking about yourself and your experience.
What to avoid
Don’t devalue your experience and only say "WE did this." If you’re not visible behind the results, it won’t hook the HR manager. But what you definitely shouldn’t do is lie or make up fictional facts. All of this can be verified.
2. What was your role in the team at your last job or project? What were you responsible for?
This question can be combined with the first question. By answering this question, you highlight how well your experience matches the job requirements and candidate profile. Use the STAR+L method to make your answer fact-based.
How to answer this question:
S — Situation. Set the context: describe who you communicated with on the team, who evaluated your work results.
T — Task. Describe your area of responsibility. What was expected of you?
A — Action. Briefly list what you did, demonstrate your area of responsibility through concrete actions.
R — Result. List the main results that your actions led to. Try to make the results measurable, for example: "I developed 10 components for the design system and accelerated the delivery process for 3 adjacent product teams."
Pro tip: L — Learning. At the end of your answer, draw a conclusion about what you learned and what you’re now ready for, for example: "At my last job, I learned to conduct UX research, and now I’m ready to run design sprints and test complex hypotheses."
How to answer this question:
S — Situation. Set the context: describe who you communicated with on the team, who evaluated your work results.
T — Task. Describe your area of responsibility. What was expected of you?
A — Action. Briefly list what you did, demonstrate your area of responsibility through concrete actions.
R — Result. List the main results that your actions led to. Try to make the results measurable, for example: "I developed 10 components for the design system and accelerated the delivery process for 3 adjacent product teams."
Pro tip: L — Learning. At the end of your answer, draw a conclusion about what you learned and what you’re now ready for, for example: "At my last job, I learned to conduct UX research, and now I’m ready to run design sprints and test complex hypotheses."
3. Tell me about the reasons for leaving your last job
This question shows well how you work with problems. For example, you reached a certain level of professional growth, and the company could no longer offer you anything more. Here you can also use the STAR+L method.
How to answer this question:
S — Situation. Tell about your agreements that you discussed at the beginning of working at the company. Set the context.
T — Task. Tell what you did within the framework of these agreements.
A — Action. Tell what proactive steps you took to fix the situation.
R — Result. What result you got (in this case, didn’t get).
L — Learning. What conclusions did you draw? And what will you take into account in the future?
Good reasons:
What to avoid
How to answer this question:
S — Situation. Tell about your agreements that you discussed at the beginning of working at the company. Set the context.
T — Task. Tell what you did within the framework of these agreements.
A — Action. Tell what proactive steps you took to fix the situation.
R — Result. What result you got (in this case, didn’t get).
L — Learning. What conclusions did you draw? And what will you take into account in the future?
Good reasons:
- Exhausted growth opportunities.
- Want to apply skills in a new field.
- Looking for more challenging tasks.
- Team/processes weren’t a good fit.
What to avoid
- Blaming or complaining about colleagues or management. To an HR manager, this may suggest that you could have been the cause of the problem.
- Making money the only reason mentioned. Since to an HR manager, this may appear that money is your sole motivation.
- Mentioning conflicts without attempts to resolve them.
4. Tell me about your failure
This question tests your ability to:
Analyze mistakes → shows professional maturity
Extract lessons → demonstrates growth mindset
Adapt quickly → important for dynamic product teams
Your goal is to show that mistakes are a development tool for you, not a reason to panic.
How to answer this question:
Use the structure "Situation → Mistake → Consequences → How we fixed it → Conclusions."
Example answer:
"In one of the projects, I was developing a new onboarding for a mobile app. We decided to make it 'innovative' — with animations, non-standard navigation, and minimal text. The team was thrilled, but after launch…
Mistake:
Consequences:
How we fixed it:
Conclusions:
'Now I always test even obviously cool ideas on real audiences.'"
What to avoid
Analyze mistakes → shows professional maturity
Extract lessons → demonstrates growth mindset
Adapt quickly → important for dynamic product teams
Your goal is to show that mistakes are a development tool for you, not a reason to panic.
How to answer this question:
Use the structure "Situation → Mistake → Consequences → How we fixed it → Conclusions."
Example answer:
"In one of the projects, I was developing a new onboarding for a mobile app. We decided to make it 'innovative' — with animations, non-standard navigation, and minimal text. The team was thrilled, but after launch…
Mistake:
- Didn’t conduct usability tests with real users (relied on internal reviews)
- Got carried away with creativity, forgetting about clarity (users didn’t understand how to skip steps)
Consequences:
- 30% of users closed onboarding without completing it
- Support received more "How does this work?" questions
How we fixed it:
- Launched an A/B test: compared "creative" and minimalist versions
- Added clear CTAs and a progress bar
- Conversion to completed onboarding increased by 40%
Conclusions:
'Now I always test even obviously cool ideas on real audiences.'"
What to avoid
- "Fake" failures — "I'm a perfectionist, so sometimes I miss deadlines" (this isn’t a failure, it’s a weakness).
- Critical mistakes — "Didn't conduct a single study in a year" (questions competence).
- Without conclusions — "Well, it happens" (interviewer expects awareness).
5. Tell me about your strengths and weaknesses
This is a great question that shows how interested you are in development and how much you reflect. And most importantly — how you work with it.
If we’re talking about strengths, everything is simple: highlight 2−3 key skills important for your position and confirm them with examples using the STAR method.
And if we’re talking about weaknesses, there are several important recommendations:
Avoid "killer" weaknesses (for example, "don't know Figma" or "can't work with feedback," "don't like users").
Choose a neutral or "reversible" flaw that doesn’t question your competence, and show how you work on it.
How to answer this question:
Use the structure "Weakness → Awareness → Concrete improvement steps → Result."
Example answer:
"I have some difficulties with delegation"
How I’m fixing it:
"At a startup, I was used to doing everything myself: from research to handoff to development. When I joined a large team, at first I didn’t trust others with stages (for example, work with design system, research). But after a couple of iterations, I learned to clearly set tasks and check results — this way I freed up time for more strategic tasks."
What to avoid
If we’re talking about strengths, everything is simple: highlight 2−3 key skills important for your position and confirm them with examples using the STAR method.
And if we’re talking about weaknesses, there are several important recommendations:
Avoid "killer" weaknesses (for example, "don't know Figma" or "can't work with feedback," "don't like users").
Choose a neutral or "reversible" flaw that doesn’t question your competence, and show how you work on it.
How to answer this question:
Use the structure "Weakness → Awareness → Concrete improvement steps → Result."
Example answer:
"I have some difficulties with delegation"
How I’m fixing it:
"At a startup, I was used to doing everything myself: from research to handoff to development. When I joined a large team, at first I didn’t trust others with stages (for example, work with design system, research). But after a couple of iterations, I learned to clearly set tasks and check results — this way I freed up time for more strategic tasks."
What to avoid
- Saying you don’t know your weaknesses or that you don’t have any (this can be perceived as not being reflective and not accepting feedback and not working with it).
- Talking about strengths without concrete results. Remember that these results should be outstanding compared to other results.
6. Who and how evaluated the effectiveness of your work?
A good question, the answer to which shows that your work is measurable, data-based, and aligned with key stakeholders.
How to answer this question:
Use the structure "Who evaluated → How they evaluated → Example from experience."
Who evaluated?
Name specific roles (product managers, developers, users, analysts).
How did they evaluate?
Metrics, processes, tools.
Example from experience
A concrete case with results. Here also use the STAR method.
What else you can add:
Evaluation flexibility: "In startups, there often aren’t clear metrics, so I would propose KPIs/success metrics for design myself (for example, reducing steps in a key scenario) and agree on them with the CEO."
What to avoid
How to answer this question:
Use the structure "Who evaluated → How they evaluated → Example from experience."
Who evaluated?
Name specific roles (product managers, developers, users, analysts).
How did they evaluate?
Metrics, processes, tools.
Example from experience
A concrete case with results. Here also use the STAR method.
What else you can add:
Evaluation flexibility: "In startups, there often aren’t clear metrics, so I would propose KPIs/success metrics for design myself (for example, reducing steps in a key scenario) and agree on them with the CEO."
What to avoid
- "Nobody evaluated me, I just did design" — sounds unprofessional.
- "Only evaluated by CEO’s subjective opinion" — better to mention data.
7. How do you work with objections?
This question allows checking several key skills:
Communication — can you argumentatively defend design decisions?
Collaboration — are you able to find compromises with the team and stakeholders?
Flexibility — can you reconsider your position if objections are justified?
Empathy — do you understand the motives of those who disagree with you?
How to answer this question:
Use the structure "Objection → Your reaction → Result" and give an example using the STAR method.
Example answer
"I believe that objections are part of a healthy process. My strategy:
First, I listen and clarify. For example, if a PM says: 'This interface is too complex,' I ask: 'Which specific steps seem unnecessary?' or 'What data concerns you?'
I provide arguments. If the objection is subjective, I rely on research (usability tests, metrics, best practices). For example, in one project, the client wanted to remove the progress bar from a form, but I showed an A/B test where it reduced the percentage of abandoned carts.
I look for compromise. If the objection is justified, I propose alternatives. For example, developers said the animation would take too long to implement — we simplified it together while preserving the essence."
What objections you can mention:
From product manager: "This doesn’t match our metrics" → Answer: "I show how design affects KPIs (for example, reduces task completion time)"
From developers: "This is impossible to implement on time" → Answer: "I simplify the solution without losing value (for example, replace custom component with library one)"
From stakeholder/CEO: "I don’t like this" → Answer: "I translate subjective assessment into objective criteria ('Which specific elements cause discomfort?')"
What to avoid
Communication — can you argumentatively defend design decisions?
Collaboration — are you able to find compromises with the team and stakeholders?
Flexibility — can you reconsider your position if objections are justified?
Empathy — do you understand the motives of those who disagree with you?
How to answer this question:
Use the structure "Objection → Your reaction → Result" and give an example using the STAR method.
Example answer
"I believe that objections are part of a healthy process. My strategy:
First, I listen and clarify. For example, if a PM says: 'This interface is too complex,' I ask: 'Which specific steps seem unnecessary?' or 'What data concerns you?'
I provide arguments. If the objection is subjective, I rely on research (usability tests, metrics, best practices). For example, in one project, the client wanted to remove the progress bar from a form, but I showed an A/B test where it reduced the percentage of abandoned carts.
I look for compromise. If the objection is justified, I propose alternatives. For example, developers said the animation would take too long to implement — we simplified it together while preserving the essence."
What objections you can mention:
From product manager: "This doesn’t match our metrics" → Answer: "I show how design affects KPIs (for example, reduces task completion time)"
From developers: "This is impossible to implement on time" → Answer: "I simplify the solution without losing value (for example, replace custom component with library one)"
From stakeholder/CEO: "I don’t like this" → Answer: "I translate subjective assessment into objective criteria ('Which specific elements cause discomfort?')"
What to avoid
- "I'm always right, they just don’t understand" — sounds like lack of flexibility.
- "I agree with everyone just to avoid arguing" — shows weak position.
8. What guides you when choosing a new company? Why are we specifically interesting to you?
When answering this question, it’s important to show awareness of your choice, alignment of values, and specific interest in the company.
How to answer this question:
Use the structure "Company selection criteria → Why this specific company → Connection with your experience and goals."
"My selection criteria: A product that solves real problems. I’m interested in working on projects where design affects users and business metrics.
Collaborative work culture. I value companies where design is part of the product, not 'decoration,' where there’s dialogue between designers, developers, and product managers.
Growth opportunity. I’m looking for an environment where I can learn from strong colleagues, try new approaches (for example, design sprints, working with data).
Why your company? Your product impressed me. For example, [specific feature or approach] shows that you think about user experience deeply. I studied [case study/reviews/analytics] and saw how you [solve problem X].
Your approach to design aligns with mine. In the job description, I noticed that you pay attention to [research/design systems/metrics] — this is exactly what I want to do.
Team and culture. I read an interview with your [design lead/CEO], and I relate to the idea about [specific principle, for example, "data-driven design" or "fast experiments"].
Connection with my goals: "I want to develop in [direction, for example, product design/UX research], and your company is a great place for this. For example, your blog mentioned that you’re implementing [JTBD/DesignOps], and I’d like to apply this in work. Additionally, I value that you [give designers the opportunity to influence strategy/work with international audience] — this is my next career step."
What to avoid
How to answer this question:
Use the structure "Company selection criteria → Why this specific company → Connection with your experience and goals."
"My selection criteria: A product that solves real problems. I’m interested in working on projects where design affects users and business metrics.
Collaborative work culture. I value companies where design is part of the product, not 'decoration,' where there’s dialogue between designers, developers, and product managers.
Growth opportunity. I’m looking for an environment where I can learn from strong colleagues, try new approaches (for example, design sprints, working with data).
Why your company? Your product impressed me. For example, [specific feature or approach] shows that you think about user experience deeply. I studied [case study/reviews/analytics] and saw how you [solve problem X].
Your approach to design aligns with mine. In the job description, I noticed that you pay attention to [research/design systems/metrics] — this is exactly what I want to do.
Team and culture. I read an interview with your [design lead/CEO], and I relate to the idea about [specific principle, for example, "data-driven design" or "fast experiments"].
Connection with my goals: "I want to develop in [direction, for example, product design/UX research], and your company is a great place for this. For example, your blog mentioned that you’re implementing [JTBD/DesignOps], and I’d like to apply this in work. Additionally, I value that you [give designers the opportunity to influence strategy/work with international audience] — this is my next career step."
What to avoid
- Generic phrases: "Your company is cool, I want to work here" (without details).
- Insincerity: don’t say you’re interested in fintech if all your experience is in edtech (better to be honest: "I want to apply my [X] skill in a new industry").
- Money as main motive: better to focus on growth opportunities.
9. Do you have any questions?
This is your chance to show interest, depth of understanding of the role, and professional awareness. Good questions can leave a strong final impression, while their absence can create a sense of indifference.
How to answer this question:
Ask 3-5 meaningful questions, dividing them into categories:
About team and processes
Shows that you think about collaboration, demonstrates that you want to fit into workflow and understand the importance of processes. Identifies potential risks (for example, if it turns out that design decisions are made only by CEO without data).
About product and design approach
Reveals your expertise and shows that you think like a product designer, not just "draw mockups."
About your role and expectations
Important for understanding fit and helps assess how well you suit each other, and reduces risks of surprises after hiring.
About culture and development
Shows long-term interest, convinces that you're not just looking for a job, but a place to grow.
Questions based on interview results
Reinforces your involvement and provides clarity.
What to avoid
How to answer this question:
Ask 3-5 meaningful questions, dividing them into categories:
About team and processes
Shows that you think about collaboration, demonstrates that you want to fit into workflow and understand the importance of processes. Identifies potential risks (for example, if it turns out that design decisions are made only by CEO without data).
- "How is the interaction process between designers and product managers and developers set up? Are there regular design reviews?"
- "How are design decisions made? Based on data, hypotheses, or key stakeholder opinions?"
- "What tools does the team use (Figma, Miro, Jira)? Is there access to analytics (Amplitude, Hotjar)?"
About product and design approach
Reveals your expertise and shows that you think like a product designer, not just "draw mockups."
- "What are the biggest design challenges in the product right now? For example, scaling the design system or improving usability metrics?"
- "How do you measure design success in the company? What metrics are important (conversion, NPS, task completion time)?"
- "Does the team have access to users for research (interviews, tests)? How often are they conducted?"
About your role and expectations
Important for understanding fit and helps assess how well you suit each other, and reduces risks of surprises after hiring.
- "What key tasks will I be solving in the first 3 months?"
- "Does the design team have a mentor or design lead from whom I can get feedback?"
- "What skill or experience is especially important for this position? For example, in-depth UX research or working with design systems?"
About culture and development
Shows long-term interest, convinces that you're not just looking for a job, but a place to grow.
- "How does the company support professional growth of designers (conferences, courses, internal workshops)?"
- "What's the communication style in the team? For example, how often is feedback given and received?"
- "What do you like most about working here?" (personal question creates human connection)
Questions based on interview results
Reinforces your involvement and provides clarity.
- "You mentioned that you're working on [X]. Are you planning [specific solution]?"
- "What are the next steps in the hiring process? When should I expect feedback?"
What to avoid
- Basic things that are easy to find on the company website (for example, "What does your company do?").
- Only about salary and benefits (this is discussed later, unless explicitly asked).
- Closed questions (for example, "Do you have a design system?" → better "How is your design system structured?").
This is the foundation not only for designers, but for all competencies looking for new opportunities. And if you want to be the best candidate and get feedback on your answers, then practice in Mockin, where we've collected over 200 questions that will help you get your dream offer!
Good luck with your interviews!
Remember: preparation is half the success.
Good luck with your interviews!
Remember: preparation is half the success.
Don’t just dream — prepare!
Use Mockin today, succeed tomorrow
Use Mockin today, succeed tomorrow
June 4, 2025
June 8, 2025
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