How to Use the Hotel Assistant Manager Interview Template

Why structured hotel assistant manager interviews matter

The assistant manager role is the most misunderstood position in hotel management. Too many hotels treat it as a glorified duty manager or a placeholder until the GM returns. The best assistant managers are the operational backbone of the property - they bridge day-to-day execution with strategic direction, manage the departments the GM can't always be present for, and make the tough calls at 11pm on a Saturday when a pipe bursts and there are 200 guests in-house.

Getting this hire wrong is expensive. A weak assistant manager creates a bottleneck where every decision waits for the GM, staff morale drops because there's no consistent leadership presence, and guest complaints escalate because nobody feels empowered to resolve them. A strong assistant manager frees the GM to focus on strategy, owner relations, and commercial growth while knowing the operation is in safe hands.

This template ensures you assess every candidate consistently across the competencies that predict assistant manager success: cross-departmental hotel experience, supervisory capability, guest service instincts, independent decision-making, and operational ownership. The 45-minute format gives enough time to probe these areas properly while the weighted scoring helps you distinguish between candidates who talk a good game and those who can actually run your hotel.

Pre-Interview Preparation

Before the candidate arrives, work through this checklist to give yourself the best chance of a productive interview.

Review candidate CV and hotel experience - Look for breadth of departmental exposure, not just depth in one area. An assistant manager who has only ever worked in front office will struggle with F&B operations, housekeeping standards, and maintenance priorities. Note any progression from supervisory to management roles and the size of properties they've worked in.

Prepare interview area - This is a senior role, so the interview environment matters. A quiet office or meeting room away from operational noise signals that you take the role seriously. Avoid conducting interviews in the lobby or restaurant where staff and guests create interruptions.

Have scoring sheets and pen ready - Document responses as they happen. When you're comparing three or four candidates across a week of interviews, your notes are the only reliable record. Memory alone introduces bias.

Ensure 45 minutes uninterrupted time - Brief your duty team that you're unavailable. An assistant manager candidate who watches you take three phone calls during their interview will question whether the hotel values this role.

Review hotel operations and team structure - Refresh yourself on current departmental challenges, staffing levels, and upcoming priorities. This helps you assess whether the candidate's experience is relevant to your specific needs and allows you to give realistic answers about the role.

Customisation tips:

• Add "Review current assistant manager's handover notes on key operational issues"
• For branded hotels, add "Confirm candidate's awareness of brand standards and management structure"
• For properties with specific challenges (renovation, rebranding, seasonal), add "Prepare briefing on current hotel context"

Candidate Details

Record the candidate's full name exactly as they prefer to be called. This becomes your reference for all subsequent documentation and communication.

Document when the interview took place. This is essential when comparing multiple candidates interviewed over several days and for any follow-up correspondence.

Hotel Experience

Why this question matters:

Assistant managers need cross-departmental credibility. If your housekeeping team sees the assistant manager walk past a clearly unserviced room without noticing, they'll never respect operational directives from that person. If the front desk watches the assistant manager panic during a walk-in rush because they've never worked a PMS, authority evaporates. This question reveals whether the candidate has the breadth of experience to supervise departments they haven't personally worked in - and whether they understand the interconnections between front office, housekeeping, F&B, and maintenance that keep a hotel running.

What good answers look like:

• Describes specific departments they've worked in with concrete responsibilities ("I managed a front office team of 12, then moved into a rooms division role covering housekeeping and front desk")
• Shows progression from operational to supervisory roles with clear examples of increasing responsibility
• Demonstrates understanding of how departments interact ("When housekeeping fell behind, I'd coordinate with front desk to manage guest expectations and reassign check-in times")
• References specific PMS systems and operational tools they've used (Opera, Mews, Protel, HotSOS)
• Acknowledges gaps in experience honestly and explains how they've compensated ("I hadn't run F&B directly, so I spent two weeks shadowing the restaurant manager to understand their workflow")
• Mentions property sizes and types that demonstrate relevant scale

Red flags to watch for:

• Experience limited to a single department with no cross-functional exposure
• Cannot explain how different departments depend on each other
• Vague about actual supervisory responsibilities - may have had the title without the accountability
• Only worked in very small properties where the "assistant manager" role was essentially a receptionist
• Claims broad experience but can't provide specific examples when pressed
• No awareness of the PMS or operational systems your property uses, and no curiosity about learning them

Customisation tips:

• For city centre hotels with high volume, probe experience managing 200+ room operations and rapid turnaround
• For resort properties, ask about experience with leisure facilities, activities coordination, and longer guest stays
• For branded hotels, explore their experience with brand standards audits and compliance
• For independent properties, assess their comfort working without corporate support frameworks

How to score:

• 5 - Excellent: Multi-department hotel experience with strong supervisory track record across front office, housekeeping, and ideally F&B; clear examples of cross-departmental coordination at relevant property scale
• 4 - Good: Solid hotel supervisory experience in at least two departments with demonstrated understanding of wider hotel operations
• 3 - Average: Some hotel management exposure, possibly concentrated in one department but with awareness of broader hotel operations
• 2 - Below Average: Limited hotel experience or supervisory responsibility; unclear about cross-departmental dynamics
• 1 - Poor: No meaningful hotel management background; experience doesn't translate to assistant manager requirements

Team Supervision

Why this question matters:

An assistant manager typically supervises more staff directly than the GM does. Front-line teams - receptionists, porters, night staff, housekeeping supervisors - look to the assistant manager for daily direction, roster decisions, and performance feedback. A candidate who can't motivate a tired night team at the end of a double shift, or who avoids difficult conversations about underperformance, will create a culture where standards gradually erode. The GM won't notice until guest scores drop or staff turnover spikes.

What good answers look like:

• Gives a specific example of improving team performance with measurable outcomes ("Our check-in time averaged 8 minutes. I retrained the team on a streamlined process and we brought it down to under 4 minutes within a month")
• Describes their approach to different types of staff - new starters, experienced team members, underperformers
• Shows understanding of motivation beyond just discipline ("I noticed our night porter was disengaged, so I involved him in setting up the breakfast buffet layout - he had great ideas and it gave him ownership")
• References one-to-one meetings, team briefings, or structured feedback mechanisms they've implemented
• Demonstrates ability to handle disciplinary situations fairly and confidently
• Talks about developing successors or helping staff progress in their careers

Red flags to watch for:

• Can only describe managing people in terms of rosters and task allocation, with no leadership examples
• Avoids discussing how they've handled underperformance ("I've been lucky - my teams have always been good")
• Takes all credit for team achievements without acknowledging individual contributions
• Describes a purely authoritarian style with no evidence of developing or motivating people
• Has never conducted a formal performance review, one-to-one, or return-to-work interview
• Cannot articulate their management philosophy beyond generalities ("I'm a people person")

Customisation tips:

• For hotels with high staff turnover, probe their approach to rapid onboarding and retaining new starters
• For unionised properties, ask about their experience working within union agreements and collective consultation
• For properties with diverse international teams, explore their experience managing across language barriers and cultural differences
• For hotels with seasonal staffing patterns, discuss how they maintain standards when teams change frequently

How to score:

• 5 - Excellent: Strong supervisor with clear team development focus; provides specific examples of improving performance, handling difficult situations, and developing staff careers
• 4 - Good: Good at managing and motivating teams with solid examples of supervisory responsibility and measurable improvements
• 3 - Average: Adequate supervisory skills with some experience managing small teams, though limited evidence of proactive development or performance management
• 2 - Below Average: Limited leadership experience; mostly task-focused management without team development
• 1 - Poor: Cannot supervise effectively; no meaningful examples of leading or developing people

Guest Service

Why this question matters:

The assistant manager is often the most senior person on duty when things go wrong. A burst water pipe flooding three rooms at 2am, an overbooking on the busiest night of the year, a guest who's found a hygiene issue in the restaurant - these situations don't wait for the GM. The assistant manager's ability to recover dissatisfied guests directly impacts online reviews, repeat bookings, and your property's reputation. One badly handled complaint on TripAdvisor can cost thousands in lost revenue. This question reveals whether the candidate has the instinct, authority, and resourcefulness to turn negative situations into loyalty-building moments.

What good answers look like:

• Describes a specific guest recovery with the steps taken, resources used, and outcome achieved ("A couple arrived for their anniversary to find their room wasn't ready. I personally upgraded them to a suite, arranged complimentary champagne, and wrote a handwritten note - they left a five-star review mentioning me by name")
• Shows understanding of empowerment levels - when to resolve immediately, when to escalate, and when to involve the GM
• References proactive guest service, not just reactive complaint handling ("I'd review the next day's arrivals every evening, flagging VIPs, repeat guests, and special occasions")
• Demonstrates awareness of the financial impact of guest satisfaction on RevPAR and reputation
• Mentions systems for tracking guest preferences and feedback (CRM tools, guest history notes, TripAdvisor monitoring)
• Shows genuine passion for hospitality rather than treating guest service as a box-ticking exercise

Red flags to watch for:

• Can only describe reactive complaint handling, never proactive guest experience improvement
• Sees guest complaints primarily as a nuisance rather than an opportunity
• Always escalated issues to the GM rather than resolving them independently
• Offers compensation (room discounts, free meals) as the first and only recovery tool
• No examples of training staff in guest service standards
• Cannot describe how they'd handle a difficult guest who's being unreasonable or aggressive

Customisation tips:

• For luxury properties, probe their experience with high-net-worth guests and personalised service expectations
• For business hotels, explore their understanding of corporate client retention and conference guest management
• For properties with strong online presence, ask about their approach to managing and responding to online reviews
• For boutique hotels, discuss how they'd maintain a personal, intimate guest experience at scale

How to score:

• 5 - Excellent: Exceptional guest recovery skills with specific, compelling examples; proactive approach to guest experience; understands the commercial link between satisfaction and revenue
• 4 - Good: Strong guest service orientation with good recovery examples and evidence of training staff in service standards
• 3 - Average: Adequate guest handling with basic complaint resolution skills, but limited proactive approach or commercial awareness
• 2 - Below Average: Limited guest focus; mostly reactive, relies on discounts and escalation rather than personal resolution
• 1 - Poor: Cannot handle guest issues confidently; no meaningful examples of guest recovery or service improvement

Problem Resolution

Why this question matters:

This is the question that separates real assistant managers from supervisors with an inflated title. Every hotel faces situations that can't wait - a no-show chef on a night with 150 covers, a fire alarm evacuation at 3am, a group cancellation that blows a hole in next week's revenue, a staff member who's clearly under the influence on shift. The assistant manager who freezes, defers everything to the GM, or makes poor snap decisions under pressure creates operational chaos and reputational risk. You need someone who can assess a situation quickly, make a sound judgement call, and take ownership of the outcome even when the decision wasn't perfect.

What good answers look like:

• Describes a genuinely difficult operational problem they resolved without the GM, including their thought process ("The restaurant lost power during a full Saturday service. I moved guests to the bar, arranged candles to create atmosphere, and offered complimentary starters while the maintenance team worked on the fusebox")
• Shows a structured approach to decision-making under pressure - gathering information, weighing options, acting decisively
• Takes ownership of decisions that didn't work out perfectly, and explains what they learned
• Demonstrates awareness of which decisions they can make independently and which require GM involvement
• References situations involving safety, compliance, or financial impact where getting it wrong has serious consequences
• Shows comfort with ambiguity and incomplete information

Red flags to watch for:

• Every example involves calling the GM for approval before acting - this person won't function independently
• Only describes minor problems (late supplier delivery, printer jam) rather than genuinely challenging situations
• Takes credit for decisions that were actually made by someone else
• Shows poor judgement in the examples they choose - a decision that seems reckless or poorly considered
• Cannot describe their decision-making process beyond "I just went with my gut"
• Blames poor outcomes on other people rather than reflecting on their own choices

Customisation tips:

• For 24-hour operations, focus on night-time scenarios where the assistant manager is the most senior person on site
• For conference hotels, explore their experience managing event-related crises (AV failures, catering shortfalls, double-bookings)
• For hotels with challenging locations (city centre late-night issues, remote properties), probe specific situational awareness
• For properties undergoing renovation or change, ask about managing guest experience during disruption

How to score:

• 5 - Excellent: Sound judgement with confident, independent decision-making; provides compelling examples of resolving serious operational problems with good outcomes
• 4 - Good: Makes good decisions under pressure with relevant examples; understands escalation boundaries and takes ownership of outcomes
• 3 - Average: Can resolve basic operational issues but may hesitate on larger decisions; limited examples of independent problem-solving
• 2 - Below Average: Hesitant to make decisions without approval; examples suggest over-reliance on senior management
• 1 - Poor: Cannot act independently; freezes under pressure or makes consistently poor judgement calls

Operational Support

Why this question matters:

The assistant manager role only works when the person in it understands they're there to make the GM's job possible, not to replicate it. The best assistant managers identify the areas where the GM needs the most support - perhaps revenue meetings are consuming time that should go to owner relations, or the housekeeping team needs daily oversight the GM can't provide - and take genuine ownership of those areas. A candidate who sees the role as "doing what the GM tells me" will never develop the proactive operational grip that makes this position valuable. You're looking for someone who'll spot gaps before they're told about them.

What good answers look like:

• Identifies specific areas they've taken ownership of with measurable impact ("I took over all departmental roster management which freed the GM for 8 hours a week of commercial activity")
• Describes a genuine partnership with their previous GM, with clear delineation of responsibilities
• Shows initiative in identifying operational improvements without being asked ("I noticed our maintenance response time was averaging 4 hours, so I implemented a priority system and got it down to 90 minutes for guest-affecting issues")
• References regular reporting, handovers, and communication rhythms with the GM
• Demonstrates financial awareness - understanding budgets, cost control, and revenue targets even if they're not directly P&L accountable
• Shows willingness to cover any departmental gap, from front desk to housekeeping to F&B, without seeing it as beneath them

Red flags to watch for:

• Describes the role purely in reactive terms - "I did whatever the GM needed"
• Cannot identify specific areas of operational ownership
• Shows no financial awareness or interest in the commercial side of hotel operations
• Resists the idea of covering operational gaps ("I'm a manager, not a receptionist")
• Has no experience with reporting, KPIs, or structured communication with senior management
• Treats the assistant manager role as a stepping stone with no genuine interest in operational excellence

Customisation tips:

• For hotels where the GM travels or manages multiple properties, emphasise the need for extended independent operational management
• For properties with specific operational challenges (ageing building, staffing shortages), probe relevant experience
• For branded hotels, ask about their experience managing brand compliance audits and standard operating procedures
• For owner-operated properties, discuss their comfort working closely with involved owners who may have strong operational opinions

How to score:

• 5 - Excellent: Proactive in supporting all operations; identifies and owns specific areas of responsibility; demonstrates financial awareness and genuine operational grip
• 4 - Good: Takes ownership of key operational areas with clear examples of supporting GM objectives and improving processes
• 3 - Average: Adequate operational support with willingness to help but limited evidence of proactive ownership
• 2 - Below Average: Reactive approach only; waits for direction rather than identifying where support is needed
• 1 - Poor: Limited operational awareness; cannot articulate how they'd support hotel management objectives

Practical Trial

Why practical trials matter:

Interviews reveal what candidates say they'd do. An operational scenario reveals what they actually notice and how they naturally interact with a live hotel environment. A 45-minute walk through your property during a busy period will tell you more about a candidate's operational instincts than an hour of structured questions. You'll see whether they notice the overflowing bin in the lobby, whether they greet guests naturally or ignore them, whether they speak to staff with authority or awkwardness.

What to observe:

Demonstrated supervisory presence - Watch how they carry themselves. Do they project quiet authority without arrogance? Do staff respond to them instinctively, or do they fade into the background? An assistant manager who can't command a room will struggle to lead shifts.

Engaged professionally with team - Observe their interactions with different levels of staff. Do they speak to the housekeeper with the same respect as the front office manager? Do they ask questions that show genuine interest, or do they perform interest?

Showed guest-focused approach - Do they notice guests before staff point them out? Do they hold doors, make eye contact, smile naturally? Guest focus that only appears when someone's watching isn't guest focus.

Made appropriate decisions - Present a realistic scenario during the walk-through. "Our highest-rated regular guest has arrived but their favourite room has a maintenance issue. What do you do?" Watch their thought process, not just their answer.

Maintained professional standards - Do they notice when standards slip? The crooked picture frame, the wilting flower arrangement, the scuffed paintwork. Assistant managers who walk past these things will never drive the standards your hotel needs.

Setting up an effective trial:

• Schedule during a moderately busy period, not your quietest morning
• Brief your senior staff to interact naturally - don't stage scenarios
• Walk the property together, letting them lead the conversation where possible
• Include back-of-house areas (housekeeping stores, maintenance workshop, staff areas) not just guest-facing spaces
• Ask them to identify three things they'd change in their first week - this reveals their operational eye

How to score the trial:

• 5 - Exceptional: Natural assistant manager capability; strong presence, proactive guest awareness, spotted operational issues unprompted, engaged confidently with staff at all levels
• 4 - Strong: Good supervisory skills demonstrated; comfortable in the environment, engaged well with team, showed operational awareness
• 3 - Adequate: Shows potential with development; some good instincts but missed opportunities to engage or identify issues
• 2 - Below Standard: Struggled with management presence; passive during walk-through, didn't engage proactively with staff or guests
• 1 - Inadequate: Not suited for assistant manager role; uncomfortable in the environment, poor interpersonal skills, no operational awareness

Cultural Fit Assessment

Beyond skills and experience, cultural fit determines whether an assistant manager will stay, thrive, and represent your hotel's values. Select all indicators that genuinely apply to this candidate based on your observations throughout the interview and trial.

Shows passion for hospitality - Do they light up when discussing guest experiences? Do they talk about hotels with genuine enthusiasm, or is this just a job? Passion sustains people through the 14-hour shifts and the difficult guests.

Demonstrates leadership potential - Can you see this person growing into a GM? The best assistant managers are GM candidates in development. Look for strategic thinking alongside operational competence.

Supports GM effectively - Do they understand the assistant manager's role as a partnership? Candidates who see the role as subordinate rather than complementary will become frustrated quickly.

Shows team development focus - Do they talk about staff achievements and development with pride? The assistant manager who builds capability in others multiplies the hotel's management capacity.

Interest in career progression - Have they thought about their career trajectory? A candidate with clear ambitions is more likely to invest fully in the role than someone who's drifting.

Positive about varied responsibilities - Hotel assistant management requires constant context-switching. A candidate who wants a predictable, structured day will find the role overwhelming.

Weighted Scoring

The weighted scoring system reflects what matters most for hotel assistant manager success.

Leadership carries a high weight because the assistant manager is the visible face of management for most staff. Their ability to supervise, motivate, and develop teams determines operational consistency across every shift they manage. Rate 1-5 based on team supervision and practical trial performance, then multiply by 0.30.

Guest service carries equal weight to leadership because the assistant manager is often the senior decision-maker during guest-facing issues. Their instincts for recovery and proactive service directly impact reviews, reputation, and revenue. Rate 1-5 based on guest service responses and trial observations, then multiply by 0.30.

Operational capability determines whether the assistant manager can actually run the hotel day-to-day. This covers hotel experience breadth, problem resolution, and operational support. Rate 1-5 based on these three question areas and trial observations, then multiply by 0.25.

Cultural fit is weighted lower but still matters - it affects retention, team integration, and long-term development potential. Rate 1-5 based on cultural fit indicators, then multiply by 0.15.

Add all weighted scores together for the final result. Maximum possible is 5.0.

Interpretation:

• 4.0 and above: Strong hire - offer position with confidence. This candidate will strengthen your management team immediately.
• 3.5 to 3.9: Hire with development plan - good candidate who may need support in specific areas initially.
• 3.0 to 3.4: Consider second interview - potential but significant questions remain. Perhaps invite back to shadow a shift.
• Below 3.0: Do not proceed - significant concerns that training cannot address at this level.

Customisation tips:

• Properties where the assistant manager runs the operation independently most of the time might increase Operations to 0.30 and reduce Cultural Fit to 0.10
• Hotels with particularly demanding guest profiles (luxury, boutique) might increase Guest Service to 0.35 and reduce Operations to 0.20
• New-build or rebranded properties where team building is critical might increase Leadership to 0.35 and reduce Guest Service to 0.25

Final Recommendation

Based on all assessments, select your hiring decision:

• Strong Hire - Offer position immediately: Exceptional candidate who demonstrates clear assistant manager capability; move fast before they accept elsewhere
• Hire - Good candidate, offer position: Solid choice who meets your requirements and will develop into the role
• Maybe - Conduct second interview or check references: Potential but need more information - consider a shadow shift or second meeting with the GM
• Probably Not - Significant concerns, unlikely to hire: Issues that probably can't be resolved; only reconsider if no stronger candidates emerge
• Do Not Hire - Not suitable for this role: Clear misfit for the assistant manager position; don't proceed regardless of hiring pressure

Additional Notes

Record any observations, concerns, or follow-up actions that don't fit elsewhere. This might include:

• Specific reference check questions to ask previous GMs about their operational independence
• Training needs if hired (particular departments, systems, or brand standards)
• Availability and notice period considerations
• Salary expectations relative to your budget
• Notable strengths to leverage in their first 90 days
• Concerns to monitor during probation

What's next

Once you've selected your hotel assistant manager, proper onboarding is essential for building the GM partnership and establishing departmental credibility. See our guide on Hotel Assistant Manager onboarding to ensure your new hire integrates with your management team and takes operational ownership from day one.