interview Flashcards
Why are you interested in the Compensation & Benefits Intern role at Hilton?
It’s rare to find a role that blends numbers and empathy — but this one does. As an Economics student, I love analysing data and trends, but what excites me more is using those insights to improve people’s day-to-day experience. Hilton’s focus on wellbeing, recognition, and growth made it stand out. The role also touches multiple areas — strategy, stakeholder engagement, communication — which is perfect for someone like me who wants to explore the full scope of Total Rewards.
What attracted you to Hilton as an organisation?
Hilton feels human. When I read about your ‘Thrive at Hilton’ strategy and how seriously you take wellbeing and recognition, I knew it wasn’t just lip service. I currently work in hospitality, and I’ve seen how much of a difference it makes when a company genuinely values its people. Hilton’s SWELL values — especially Leadership and Wellness — really resonate with how I’d like to grow in my career.
Describe a time when you had to analyse data to make a recommendation.
S: At university, I worked on a group project exploring differences in living standards between the North and South of England. T: I was responsible for identifying the biggest contributing factors using data. A: I sourced regional datasets on income, housing, health, and employment. After cleaning and comparing the data, I built charts that helped explain the divide clearly. I then summarised the key differences into 3 takeaway recommendations for our report. R: Our group got a first, and our presentation stood out for being grounded in both analysis and clear communication. It taught me how to find the story behind the stats.
What would you do if a benefit looks good on paper but isn’t being used?
S: In my kitchen job, we were given access to a mental health support app — but barely anyone used it. T: I wanted to find out why and see if I could help improve its impact. A: I casually asked teammates — most didn’t even know what it was for, or how to access it. I brought it up with our manager and suggested we introduce it properly during briefing, with a QR code printed in the staff room. R: Uptake increased, and people started talking about it more. Sometimes it’s not the benefit that fails — it’s the delivery.
If asked to research benefit trends across EMEA, how would you begin?
S: While doing regional comparisons for a uni project, I had to adapt my research approach across areas with different socioeconomic backgrounds. T: I needed to understand how context and culture shaped the differences in priorities. A: I pulled data, but also looked into local attitudes, policies, and expectations — the ‘why’ behind the numbers. I also ensured any insights were sensitive to the local environment, not one-size-fits-all. R: It helped us present a more nuanced, people-first story.
How would you prepare a briefing paper for stakeholders?
S: When our head chef quit just before service, it left only me and the head chef to run the kitchen. T: After surviving that hectic shift, I wanted to flag what went wrong so it wouldn’t happen again. A: I documented the pain points — prep gaps, lack of cover, communication breakdown — and summarised them in a short, calm report. I also suggested changes to how shift plans were created. R: My manager appreciated the feedback and made rota changes based on it.
Tell me about a time you changed someone’s mind without having authority.
S: One of our line cooks refused to batch prep ingredients before service — he thought it slowed him down. T: I wanted to help the team be more efficient, without causing tension. A: I started prepping a few things ahead without saying much. During a rush, he realised he could plate faster thanks to the prepped stock. After that, he started doing it too. R: I learned that subtle action often speaks louder than arguments.
Describe a time you solved a problem creatively.
S: In a kitchen shift, we lost access to our digital order system mid-service. T: We still had orders coming in and couldn’t rely on the screens. A: I quickly grabbed a whiteboard from the dry store and had the front-of-house write orders manually while I tracked ticket times. R: We stayed on top of service with barely a delay.
Give an example of working effectively in a team.
S: In our uni project on regional living standards, our team had varied strengths — one was great at visuals, another at policy analysis. T: I led the data section but wanted us all to feel connected to the findings. A: I created simple visuals and explained the story behind each stat so others could use them in their parts too. I also encouraged a more narrative-driven approach to our final deck. R: We worked seamlessly and got strong feedback on our collaboration.
Tell me about a time you had to adapt quickly.
S: Just before service started, our sous chef walked out. T: It was just me and the head chef to manage eight hours of service. A: I quickly switched stations, helped expedite, and stayed one step ahead with prep and plating. We had to reorganise on the fly and overcommunicate. R: We made it through a full house with no major complaints.
How would you prioritise tasks when working on multiple deadlines?
- List all tasks with deadlines and importance.
- Use a prioritisation matrix (urgent vs. important) to sequence them logically.
- Break large tasks into smaller milestones to track progress.
- Communicate early with stakeholders if workload risks delivery.
- Block focused time in your calendar and avoid multitasking.
- Regularly review and adjust priorities as new information comes in.
- Document your progress and flag dependencies or bottlenecks.
Hilton value: Leadership
How would you ensure your recommendations are both data-driven and people-focused?
- Start with data: trends, benchmarking, or usage insights.
- Layer in employee feedback through surveys or interviews.
- Test assumptions — does the data reflect people’s real experience?
- Identify the ‘why’ behind the data to build context.
- Present findings with both numerical support and human impact examples.
- Include options and trade-offs for flexibility.
- Frame recommendations around value to both business and team members.
Hilton value: Engagement
Tell me about a time you received constructive feedback.
S: During a university group presentation, a teammate said I spoke too fast during practice, which made it hard to follow.
T: I needed to improve delivery without feeling defensive.
A: I asked for specifics, then rehearsed slower pacing and added pauses where needed. I even recorded myself to track improvements.
R: On the day, our group got great feedback on clarity, and I felt more confident presenting. It taught me that feedback, even if uncomfortable, is a tool — not a threat.
Hilton value: Learning
Describe a time when you supported someone else’s success.
S: At work, a new team member was struggling to learn the kitchen workflow during busy hours.
T: I wanted to help them get up to speed without overwhelming them.
A: I broke down tasks into manageable steps and shadowed them when I had gaps between my duties. I also checked in regularly to see how they were feeling.
R: Within a week, they were performing with confidence, and the manager asked me to mentor future new starters. Supporting others lifted the whole team.
Hilton value: Strength
How would you handle receiving a data set that contains errors or gaps?
- Identify and quantify the errors or missing values.
- Investigate potential causes (e.g., formatting issues, system limitations).
- Communicate with the data source to clarify any inconsistencies.
- Clean the data using validation tools or by applying consistent rules.
- Decide whether to impute, remove, or flag missing values based on the context.
- Document your cleaning process for transparency.
- Use caution when drawing insights and caveat limitations in your presentation.
Hilton value: Learning
How would you deal with a project where different stakeholders have conflicting goals?
- Schedule a meeting to understand each stakeholder’s perspective.
- Identify any shared goals or constraints that can create alignment.
- Clarify the project’s overall objective and how success is defined.
- Propose compromises or phased solutions to balance priorities.
- Keep communication open and transparent throughout the process.
- Use data and impact projections to support decisions.
- Summarise agreed decisions and responsibilities in writing.
Hilton value: Leadership
Give an example of when you identified an opportunity for improvement.
S: At work, I noticed we were spending too much time looking for cleaning supplies during service.
T: I wanted to improve efficiency without creating extra work for anyone.
A: I rearranged the storage cupboard with clearly labelled sections and grouped frequently used items together. I let the manager know and asked for feedback from teammates.
R: It saved time during peak hours and became our new standard setup. It showed me that small operational changes can have a big impact.
Hilton value: Wellness
Tell me about a time you had to quickly learn something new.
S: At work, we had a sudden change in our kitchen equipment — a new commercial dishwasher that no one had used before.
T: I had to learn how to operate and clean it quickly to keep service running smoothly and avoid any delays.
A: I read the manual during my break, watched a quick training video on my phone, and asked the supplier’s technician a few key questions before my next shift. I also wrote down a simple step-by-step guide for the team.
R: I was able to train others by the end of the week, and the transition was smooth. It showed me how being proactive and curious can quickly turn a challenge into a leadership opportunity.
Hilton value: Learning
