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Operations

Comment recruter un(e) Operations Manager

Operations Managers keep the business running efficiently. They design and optimize processes, manage cross-functional projects, and identify bottlenecks before they become crises. Great ops managers are rigorous thinkers who make complex organizations feel simple and well-coordinated.

Process ImprovementProject ManagementData AnalysisStakeholder ManagementExcel/SQLLean/Six Sigma

Ce qu'il faut rechercher

  • Process orientation: ability to map, analyze, and systematically improve operational workflows
  • Analytical skills: comfort with data, metrics, and KPI frameworks
  • Cross-functional influence: ops touches every part of the business — they need to work effectively across teams
  • Project management fundamentals: scoping, resourcing, milestones, and communication
  • Systems thinking: understands second-order effects of process changes
  • Bias for standardization and documentation — builds institutional knowledge, not silos

Le processus de recrutement

  1. 1

    Operations case study

    Give a real operational problem (e.g., customer onboarding takes too long, support tickets are backlogged). Ask for a diagnosis and improvement plan.

  2. 2

    Metrics and data interview

    What KPIs would they own in this role? How would they build a reporting framework from scratch?

  3. 3

    Cross-functional stakeholder assessment

    How do they manage competing priorities from multiple departments? Role-play a difficult stakeholder conversation.

  4. 4

    Process design exercise

    Ask them to design a simple but complete operational process for a real function (e.g., onboarding a new employee, handling a refund request).

Conseils d'entretien

  • Ask 'Tell me about a process you inherited that was broken and how you fixed it'
  • Ask how they've used data to identify a non-obvious operational problem
  • Probe on prioritization: 'How do you decide what to fix first when everything is a mess?'
  • Ask how they document processes to ensure continuity when people leave

Signaux d'alerte

  • Talks about being 'busy' rather than being 'productive' — conflates activity with outcome
  • No experience with process documentation or standard operating procedures
  • Can't give metrics for operational improvements they've made
  • Works in silos — no evidence of cross-functional collaboration
  • Reactive only: waits for problems to escalate rather than identifying them early
Assistant d'entretien IA Passisto

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How to Hire a Operations Manager — Complete Hiring Guide (2026) | Passisto