Registered Manager Interview Preparation – CQC
Preparing for a CQC Registered Manager interview can feel daunting, but with the right preparation you can approach it confidently.
This guide walks you through the main areas inspectors focus on, the type of questions you may be asked, and practical strategies for presenting your knowledge and experience effectively.
The interview is not just about what you know, but how you demonstrate leadership, compliance, and commitment to delivering safe, high-quality care.
Use this guide as a structured resource to sharpen your answers and link them directly to CQC’s expectations.
Purpose of the Interview
The Registered Manager interview is designed to test your knowledge, leadership, and ability to oversee a regulated service.
CQC wants to be assured that you understand the regulations, can apply them in practice, and can demonstrate the values and behaviours expected of a Registered Manager.
It is also an opportunity for you to explain how you will provide safe, effective, caring, responsive, and well-led services.
Key Areas Covered
During the interview you should expect questions that touch on a range of areas, including:
- Leadership and governance
- Safeguarding and duty of candour
- Quality assurance and continuous improvement
- Staffing, recruitment, and training
- Compliance with legislation and regulations
- Person-centred care and service delivery
Useful Tips to Approach the Interview
Tip 1: Use real-life examples to demonstrate your competence. Avoid theory alone — inspectors want evidence of practice.
Tip 2: Familiarise yourself with CQC’s Key Questions and the Fundamental Standards. Link your answers back to these whenever possible.
Tip 3: Structure answers clearly using the STAR method (Situation, Task, Action, Result). This keeps your responses concise and effective.
Tip 4: Show confidence but also humility — acknowledge where you have improved practice or learned from incidents.
Tip 5: Review your Statement of Purpose and policies. Inspectors may ask you to reference these during the interview.
Key Points of Regulation 7 – Registered Manager
1. Requirement for a Registered Manager
Regulation 7 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 sets out that certain services must have a Registered Manager.
This ensures clear accountability and a named individual responsible for the day-to-day running of the service.
As a Registered Manager, you are expected to provide leadership, maintain compliance with regulations, and ensure the service operates in the best interests of people using it.
Inspectors will look for evidence of how you meet these obligations in practice.
2. Fit and Proper Persons
CQC requires that Registered Managers are “fit and proper persons”.
This means you must demonstrate integrity, good character, health and competence to carry out the role, and that you have not been involved in serious misconduct or fraud.
Background checks, including DBS and references, form part of this requirement.
Tip: Be ready to evidence your professional background, training, and a clean track record that demonstrates suitability for the role.
3. The Interview Process for a Registered Manager
The interview is designed to test your understanding of your responsibilities under Regulation 7.
Inspectors will ask a mixture of scenario-based and knowledge-based questions to check how you would handle leadership challenges, safeguarding issues, and regulatory compliance.
You should be prepared to discuss:
- Your leadership approach and how you support your team.
- Examples of driving quality improvement in a service.
- How you ensure safe recruitment and supervision of staff.
- How you respond to incidents and communicate with stakeholders.
4. Monitoring and Reporting
Registered Managers are accountable for monitoring service quality and reporting to CQC when required.
This includes statutory notifications of safeguarding, deaths, serious injuries, and other key incidents.
You are also responsible for internal governance — conducting audits, analysing data, gathering feedback, and producing reports that demonstrate compliance and improvement.
Conclusion
The Registered Manager role is central to ensuring a service meets the expectations of CQC.
Regulation 7 highlights the importance of having a competent, accountable leader who can demonstrate integrity, knowledge, and the ability to run a safe and effective service.
During your interview, inspectors will not only test your regulatory knowledge but will also assess your leadership qualities and ability to embed a culture of safety, quality, and continuous improvement.
By preparing carefully, linking your answers to regulations and real-world examples, you can demonstrate that you are both fit and capable to take on the role.
Remember: Inspectors value authenticity and practical evidence over memorised answers.
Focus on showing how your leadership translates into safe, high-quality care for people using the service.
Summary of CQC Quality Statements
The CQC Single Assessment Framework is built around five key domains: Safe, Effective, Caring, Responsive, and Well-led.
Each domain is supported by Quality Statements — short “We statements” that describe what good care looks like.
These are now the focus of inspection and interview questions.
1. Safe
People are protected from harm, and care is delivered in a way that minimises risk.
- We statement: We protect people from abuse and avoidable harm.
- We statement: We assess, manage, and review risks to people’s health, safety, and wellbeing.
- We statement: We ensure medicines are managed safely and effectively.
2. Effective
Care, support, and treatment achieve positive outcomes and promote good quality of life.
- We statement: We deliver care in line with best practice and evidence-based guidance.
- We statement: We make sure staff are trained, skilled, and supported to meet people’s needs.
- We statement: We obtain valid consent and apply the Mental Capacity Act 2005 appropriately.
3. Caring
People are treated with kindness, compassion, and respect.
- We statement: We treat people with dignity and respect in every interaction.
- We statement: We listen to and involve people in decisions about their care.
- We statement: We support people’s emotional, social, and cultural needs alongside their physical care.
4. Responsive
Services are organised to meet the needs of individuals.
- We statement: We provide personalised care that reflects people’s choices, preferences, and needs.
- We statement: We adapt services to ensure equality, accessibility, and inclusion.
- We statement: We listen to feedback and respond promptly to complaints or concerns.
5. Well-led
Leadership and governance ensure continuous improvement and compliance with regulations.
- We statement: We have clear vision, values, and strategy that staff and people understand.
- We statement: We foster a positive culture that is open, inclusive, and focused on improvement.
- We statement: We have effective governance and risk management systems that ensure safe, high-quality care.
Summary of the Fundamental Standards
The Fundamental Standards are the basic requirements that all providers must meet to be registered with CQC.
They represent the minimum level of care people should expect.
During your interview, you should be ready to reference these standards and explain how your service complies with them.
1. Person-centred care
Care must be tailored to meet individual needs, preferences, and values, with people involved in decisions about their care.
2. Safety
Care and treatment must be provided safely, with systems to assess, manage, and mitigate risks.
3. Safeguarding from abuse
People must be protected from abuse, neglect, and improper treatment. Safeguarding policies and training must be in place.
4. Food and drink
People must have enough to eat and drink to meet their nutrition and hydration needs.
5. Complaints
A clear, accessible process must be in place for people to raise concerns, with learning captured and acted upon.
6. Good governance
Providers must have systems to monitor quality, mitigate risks, and drive improvement. This links to Regulation 17.
7. Staffing
Services must have sufficient numbers of suitably qualified, competent, and experienced staff, supported through training and supervision.
8. Fit and proper persons
Staff and managers must be fit and proper for their role, with background checks and integrity requirements met.
9. Dignity and respect
People must be treated with dignity and respect at all times, including privacy, cultural awareness, and choice.
10. Equality and diversity
Services must not discriminate unlawfully and must promote equality and inclusion.
11. Clinical effectiveness
Care must follow evidence-based guidelines and achieve positive outcomes for people.
12. Communication
Information must be clear, accessible, and provided in a way that people can understand, using appropriate methods.
Tip: During interviews, be ready to give practical examples of how your service complies with each of the Fundamental Standards — not just a definition.
Core Care Laws
A Registered Manager must have a working knowledge of the core legislation that underpins health and social care in England.
Inspectors may not expect you to recite every detail, but they will want assurance that you understand the main laws and how they affect your role.
Health and Social Care Act 2008 (as amended)
What It Does: Establishes CQC as the regulator and sets out the framework for regulating activities, registration, and enforcement.
Key Sections Relevant to a Registered Manager: Requirements for registration, regulated activities, Fundamental Standards, enforcement powers.
Why It Matters: It is the legal basis of CQC regulation. Understanding it ensures you can explain why services are inspected and how compliance is judged.
Health and Social Care Act 2012
What It Does: Introduced structural reforms to the NHS, local authorities, and public health functions.
Key Sections Relevant to a Registered Manager: Duty of candour, market oversight, changes to commissioning.
Why It Matters: Highlights the importance of openness and accountability, and sets out how different agencies (NHS, local authorities, providers) must work together.
Care Act 2014
What It Does: Sets out the framework for adult social care, focusing on wellbeing, prevention, and safeguarding.
Key Sections Relevant to a Registered Manager: Local authority duties, safeguarding responsibilities, assessment and eligibility.
Why It Matters: Registered Managers must ensure their service supports local safeguarding processes and promotes wellbeing in line with the Act.
Children Act 1989 & 2004
What It Does: Provides the legal framework for safeguarding children and promoting their welfare.
Key Sections Relevant to a Registered Manager: Duty to safeguard and promote welfare, responsibilities of local authorities and partner agencies.
Why It Matters: If your service supports children or families, you must demonstrate robust safeguarding arrangements in line with statutory duties.
Tip: In interviews, reference the Act by name when appropriate, but focus on showing how you apply its principles in practice.
Safeguarding and Mental Capacity Laws
Safeguarding is a critical responsibility for every Registered Manager.
You are expected to know the main legislation that underpins safeguarding duties and capacity assessments,
and to show how these are applied in practice within your service.
Safeguarding Vulnerable Groups Act 2006
What It Does: Established the legal framework for vetting and barring people who are unsuitable to work with children or vulnerable adults.
Key Sections Relevant to a Registered Manager: Duty to ensure staff are not barred, use of DBS checks, and reporting unsafe staff to the DBS service.
Why It Matters: Protects service users from harm by ensuring unsuitable individuals are prevented from working in regulated services.
Mental Capacity Act 2005
What It Does: Provides the framework for making decisions on behalf of adults who lack capacity, and introduces safeguards such as Lasting Power of Attorney and Deprivation of Liberty Safeguards (DoLS).
Key Sections Relevant to a Registered Manager: The five statutory principles, best interest decision-making, and lawful restrictions of liberty.
Why It Matters: Ensures care is lawful, ethical, and respectful of people’s rights when they cannot make their own decisions.
Equality Act 2010
What It Does: Consolidates anti-discrimination laws and protects people from unfair treatment based on protected characteristics (such as age, disability, race, religion, or sex).
Key Sections Relevant to a Registered Manager: Duty to make reasonable adjustments, prevent discrimination, and promote equality in service delivery and employment.
Why It Matters: Ensures services are inclusive and accessible, and that staff and service users are treated fairly.
Tip: In interviews, use safeguarding scenarios to show how you would apply these laws — for example, explaining how you would act if a staff member raised a safeguarding concern or if a person lacked capacity to consent.
Conclusion: Strong knowledge of safeguarding and capacity laws reassures inspectors that you can protect people’s rights and wellbeing while meeting legal obligations.
Governance, Quality, and Patient Rights
Good governance underpins safe and effective care. As a Registered Manager,
you must understand the laws that ensure quality, transparency, and protection of people’s rights.
Health and Safety at Work Act 1974
What It Does: Provides the main legal framework for workplace health and safety in the UK.
Key Sections Relevant to a Registered Manager: Duty of employers to ensure safe working environments; responsibilities of employees to follow safety procedures.
Why It Matters: Registered Managers must protect both staff and service users by implementing effective health and safety systems.
Duty of Candour (Regulation 20, 2014 Regulations)
What It Does: Requires providers to be open and honest with people when things go wrong, and to offer an apology and explanation.
Key Sections Relevant to a Registered Manager: Notifying people of incidents, keeping transparent records, and taking corrective action.
Why It Matters: Builds trust with service users and regulators, and demonstrates accountability and a learning culture.
Data Protection Act 2018 (UK GDPR)
What It Does: Regulates how personal data is collected, stored, processed, and shared in the UK, aligning with GDPR principles.
Key Sections Relevant to a Registered Manager: Lawful basis for processing data, data subject rights, secure handling of records, and mandatory data breach reporting.
Why It Matters: Registered Managers must ensure confidentiality and security of service user and staff data, with clear policies and training in place.
Tip: In interviews, be ready to describe how you would handle an incident involving a data breach, a health and safety issue, or a serious care error — inspectors want to see you apply governance principles in practice.
Conclusion: Effective governance is about more than compliance — it is about embedding safety, transparency, and accountability into the culture of your service.
Medication and Public Health Laws
Medicines management and public health responsibilities are critical for ensuring safe, lawful care.
Registered Managers must demonstrate a clear understanding of the laws governing medicines, controlled substances, and public health emergencies.
Medicines Act 1968
What It Does: Establishes the framework for licensing, prescribing, supplying, and administering medicines in the UK.
Key Sections Relevant to a Registered Manager: Safe storage and administration of medicines, requirement for trained and authorised staff, record keeping.
Why It Matters: Ensures people receive the right medicines safely, protecting both service users and staff from risk.
Misuse of Drugs Act 1971
What It Does: Provides the framework for controlling dangerous or otherwise harmful drugs by classifying them into categories.
Key Sections Relevant to a Registered Manager: Safe storage, secure record keeping, and lawful administration of controlled drugs.
Why It Matters: Prevents misuse and diversion of controlled substances, while ensuring service users can access them safely when prescribed.
Health Protection (Coronavirus, Restrictions) Regulations 2020
What It Does: Introduced emergency powers and requirements during the COVID-19 pandemic, including infection prevention and control measures.
Key Sections Relevant to a Registered Manager: Adapting services to meet restrictions, implementing PPE and IPC policies, reporting outbreaks.
Why It Matters: Demonstrated how services must adapt quickly to national public health emergencies, ensuring continuity of safe care.
Public Health Act 1984
What It Does: Provides the legal basis for government and local authority powers in managing public health risks, including infectious diseases.
Key Sections Relevant to a Registered Manager: Compliance with public health notices, outbreak control, and infection prevention duties.
Why It Matters: Highlights the responsibility of providers to follow national and local guidance to protect both service users and the wider community.
Tip: Be prepared to explain how your service manages medicines safely and how you would respond to a public health emergency — inspectors expect practical, real-world examples.
Conclusion: Knowledge of medicines legislation and public health duties shows you can balance individual care with wider community responsibilities.
Employment and Workforce Legislation
A Registered Manager must not only lead care provision but also ensure that staff are employed, supported, and managed in line with employment law.
Inspectors will often ask how you balance safe staffing with fair working practices.
Employment Rights Act 1996
What It Does: Provides employees with core rights such as written terms of employment, protection against unfair dismissal, and redundancy pay.
Key Sections Relevant to a Registered Manager: Issuing contracts, fair dismissal procedures, grievance handling.
Why It Matters: Ensures staff are treated lawfully and fairly, reducing disputes and supporting a positive workplace culture.
National Minimum Wage Act 1998
What It Does: Sets out the legal entitlement to a minimum hourly wage for workers in the UK.
Key Sections Relevant to a Registered Manager: Ensuring staff pay meets or exceeds the minimum wage, including for sleep-ins and overtime where applicable.
Why It Matters: Protects staff from exploitation and ensures compliance with HMRC enforcement standards.
Working Time Regulations 1998
What It Does: Regulates maximum weekly working hours, rest breaks, and paid annual leave.
Key Sections Relevant to a Registered Manager: Monitoring staff hours, ensuring safe shift patterns, and upholding rights to breaks and leave.
Why It Matters: Helps prevent staff fatigue, protecting both employees and service users from risk.
Fit and Proper Persons Requirement (Regulation 19, 2014 Regulations)
What It Does: Requires directors, managers, and staff to be fit and proper for their role.
Key Sections Relevant to a Registered Manager: Recruitment checks, DBS clearance, reference verification, and integrity requirements.
Why It Matters: Ensures that only suitable individuals are employed in positions of responsibility, safeguarding people using the service.
Tip: In interviews, show that you understand not just staffing numbers, but the legal and ethical responsibilities of employing, supporting, and developing your team.
Conclusion: Strong knowledge of employment law reassures inspectors that you can build and lead a safe, fair, and compliant workforce.
Example Interview Questions and Answers
The following sections provide a bank of example questions and answers
that you may encounter in a Registered Manager interview.
These are intended to help you structure your preparation and practise responding with confidence.
Please note that this is a non-exhaustive list.
Inspectors may ask different or additional questions, tailored to your service type and personal background.
Use these examples as a guide, but always prepare to adapt your answers to real situations in your service.
Section 1: Personal Background and Professional Experience
This section focuses on your professional journey, your leadership style, and how your background equips you to manage a regulated service.
The example answers show how to frame responses with reference to your experience, regulatory knowledge, and leadership qualities.
Adapt them to reflect your own career and service type.
Question 1: Can you tell us about your professional background and experience in health and social care?
Example Answer: I began my career as a support worker in domiciliary care before progressing into senior and deputy manager roles.
Over the past 12 years, I have developed experience in safeguarding, recruitment, staff supervision, and compliance with CQC regulations.
This progression has given me both frontline insight and leadership experience, which I now apply to ensure services are safe, effective, and person-centred.
Question 2: What motivated you to apply for the Registered Manager role?
Example Answer: I am motivated by a commitment to improving the lives of people who use services.
Having seen first-hand the difference strong leadership makes to both staff and service users, I want to embed a positive culture where staff feel supported and people receive consistent, high-quality care.
The Registered Manager role gives me the opportunity to lead by example and drive continuous improvement.
Question 3: How have your previous roles prepared you for leading a regulated service?
Example Answer: As a deputy manager I was responsible for audits, safeguarding referrals, and staff training.
I also supported inspections, which gave me direct experience of evidencing compliance.
These responsibilities taught me how to balance day-to-day operational needs with regulatory requirements, preparing me to take full accountability as a Registered Manager.
Question 4: What leadership style do you adopt, and how does it support staff and service users?
Example Answer: I adopt a collaborative leadership style, encouraging open communication and shared accountability.
I set clear expectations but also empower staff to take ownership of their roles.
This approach builds trust, improves morale, and ensures that service users benefit from a motivated and consistent team.
Question 5: Tell us about a time when you improved a service or introduced a new initiative.
Example Answer: In a previous role I identified gaps in staff knowledge around the Mental Capacity Act.
I introduced tailored training and regular case discussions, which improved confidence and compliance.
Feedback from staff and inspectors confirmed that this initiative strengthened decision-making and safeguarded service users’ rights.
Question 6: How do you maintain your own professional development and stay up to date with changes in regulation?
Example Answer: I subscribe to CQC updates, attend local authority forums, and take part in registered manager networks.
I also complete regular training in safeguarding and leadership.
This ensures I remain aware of emerging guidance and can cascade updates to my team quickly.
Question 7: What are the biggest challenges you have faced in a management role, and how did you overcome them?
Example Answer: One of the biggest challenges was managing staff shortages during the pandemic.
I addressed this by implementing flexible shift patterns, maintaining clear communication, and personally covering where necessary.
By supporting staff wellbeing and ensuring safe staffing levels, we maintained continuity of care without compromising safety.
Question 8: How do you balance operational demands with ensuring quality and compliance?
Example Answer: I use governance systems such as monthly audits, staff supervision, and quality dashboards to monitor compliance while managing daily operations.
Delegating tasks to team leads also helps balance responsibilities, ensuring nothing is overlooked while I maintain oversight.
Question 9: Can you give an example of when you had to deal with poor staff performance?
Example Answer: I once identified a staff member who was repeatedly not completing care notes.
I addressed it through supervision, provided refresher training, and monitored performance closely.
When improvements were made, I acknowledged their progress.
This balanced accountability with support, ensuring better outcomes for the service.
Question 10: How do you build positive relationships with service users, families, and external partners?
Example Answer: I maintain open communication through regular meetings, feedback surveys, and accessible complaints processes.
I also ensure families and professionals are involved in care planning where appropriate.
This builds trust and ensures services remain transparent and responsive to people’s needs.
Section 2: Knowledge of CQC Regulations and Standards
This section tests your understanding of the CQC Single Assessment Framework, Quality Statements, and the Fundamental Standards.
Interviewers want to see that you know the regulations in detail and can apply them in practice to the daily running of a service.
Question 11: Can you explain the five key domains under the CQC Single Assessment Framework?
Example Answer: The five domains are Safe, Effective, Caring, Responsive, and Well-led.
I ensure my service aligns with these by embedding them into audits, training, and staff supervision, so that quality is consistently measured against these expectations.
Question 12: What are Quality Statements, and how do they guide your work as a Registered Manager?
Example Answer: Quality Statements are “We statements” that describe what good care looks like.
I use them as benchmarks when reviewing policies and audits. For example, under “We protect people from abuse,” I check that safeguarding training and reporting processes are fully embedded.
Question 13: How do the Fundamental Standards link to the daily running of a service?
Example Answer: The Fundamental Standards represent the legal baseline of care.
I make sure they are reflected in care planning, risk assessments, complaints handling, and governance.
For example, “Person-centred care” drives how we design and review care plans.
Question 14: Can you describe how Regulation 12 (Safe care and treatment) applies to your service?
Example Answer: Regulation 12 requires providers to deliver care in a safe way, including medicines management, infection control, and risk assessment.
In my service we implement regular medication audits, carry out infection prevention spot checks, and update risk assessments whenever people’s needs change.
Question 15: How do you ensure Regulation 17 (Good governance) is achieved?
Example Answer: We use robust governance systems such as audits, incident reviews, and quality improvement plans.
I also ensure governance is discussed at team meetings and that learning from audits is shared across the service.
This demonstrates continuous improvement and accountability.
Question 16: What steps do you take to demonstrate compliance with Regulation 18 (Staffing)?
Example Answer: I use a safe staffing tool to match staffing levels with dependency needs.
We track mandatory training, ensure supervision and appraisals are up to date, and actively support staff development.
This ensures staff are both sufficient in number and competent in their roles.
Question 17: How do you apply Regulation 20 (Duty of candour) in practice?
Example Answer: If something goes wrong, I ensure the person and their family are informed quickly, receive a written apology, and are updated on actions taken to prevent recurrence.
We log all candour incidents in governance meetings to monitor transparency and accountability.
Question 18: What role do audits play in demonstrating compliance with CQC standards?
Example Answer: Audits allow us to evidence safe and effective practice, highlight areas for improvement, and demonstrate continuous monitoring.
For example, we use medication audits, care plan reviews, and health and safety checks, and record outcomes in governance reports.
Question 19: How do you evidence person-centred care to inspectors?
Example Answer: I evidence person-centred care through care plans that reflect individual needs and preferences, feedback from service users, and staff training records.
Inspectors can also observe how staff interact with people in a respectful and individualised way.
Question 20: How do you prepare your service for a CQC inspection under the Single Assessment Framework?
Example Answer: I maintain a state of inspection readiness at all times.
This includes keeping evidence files up to date, regularly reviewing policies, and ensuring staff are confident in answering questions about their practice.
We also conduct mock inspections internally so staff feel prepared and gaps are addressed quickly.
Section 3: Safeguarding and Safety
This section focuses on how you keep people safe from harm, protect their rights, and respond appropriately to safeguarding concerns.
Inspectors will expect you to understand your responsibilities under legislation, demonstrate robust safeguarding processes, and provide practical examples of how you maintain safety in your service.
Question 21: How do you ensure staff are confident in recognising and reporting safeguarding concerns?
Example Answer: All staff complete safeguarding training at induction and refresher training annually.
I reinforce learning through supervision, case discussions, and scenario-based exercises.
We also display clear reporting flowcharts in the office so staff know exactly who to contact and when.
Question 22: Can you describe your role in making safeguarding referrals?
Example Answer: As Registered Manager, I am responsible for ensuring safeguarding referrals are made promptly and correctly.
If an allegation or concern arises, I gather initial information, inform the local authority safeguarding team, and document all actions.
I also notify CQC where required and ensure staff are supported throughout the process.
Question 23: How do you monitor whether safeguarding processes are effective in your service?
Example Answer: I track safeguarding incidents, review themes during governance meetings, and ensure lessons learned are cascaded to staff.
For example, if an incident highlights gaps in training, I arrange targeted refresher sessions.
Regular audits also check that safeguarding procedures are consistently followed.
Question 24: How do you ensure people’s rights are protected under the Mental Capacity Act (MCA)?
Example Answer: We complete capacity assessments whenever there is doubt about a person’s ability to decide.
Where capacity is lacking, we follow best interests processes, involving families and professionals in decision-making.
Staff receive MCA training and I monitor compliance through care plan audits.
Question 25: What steps do you take to safeguard people from neglect or abuse within the service?
Example Answer: I implement clear policies, ensure safe recruitment checks are completed, and provide ongoing staff training.
I also encourage a whistleblowing culture where staff feel safe raising concerns.
Regular supervision and spot checks help ensure practice standards are maintained.
Question 26: How do you handle allegations made against staff members?
Example Answer: Allegations are taken seriously and investigated immediately.
Staff may be suspended while the investigation is ongoing to protect service users.
I liaise with safeguarding teams, keep detailed records, and ensure both the person raising the concern and the staff member are supported appropriately.
Question 27: How do you promote a culture of openness and safety for service users?
Example Answer: I hold regular service user and family meetings, encourage feedback, and make complaints processes accessible.
I also train staff on listening skills and empathy, so people feel comfortable raising concerns.
Promoting openness helps identify risks early and builds trust.
Question 28: How do you ensure that staff understand and apply safeguarding policies in their daily work?
Example Answer: Policies are included in induction, discussed in team meetings, and reinforced through supervisions.
I also use real case studies to show how policy translates into practice.
Spot checks and direct observations help confirm that staff consistently follow safeguarding expectations.
Question 29: How do you evidence to inspectors that safeguarding is a priority in your service?
Example Answer: I provide training records, safeguarding audits, and evidence of timely referrals.
We also show inspectors minutes of governance meetings where safeguarding is discussed, along with action plans that demonstrate learning from incidents.
Question 30: What would you do if you felt a safeguarding concern raised externally had not been handled properly by the local authority?
Example Answer: I would escalate my concerns through the local safeguarding escalation procedure.
If necessary, I would also notify CQC and seek advice from safeguarding boards.
My priority would always be to ensure the person is safe while following correct reporting channels.
Section 4: Leadership and Management
This section explores how you lead a team, maintain accountability, and create a culture that supports both staff and service users.
Inspectors will want to hear about your leadership style, how you handle challenges, and the systems you use to ensure effective management.
Question 31: How do you define your leadership style, and why is it effective?
Example Answer: My leadership style is collaborative and supportive, underpinned by clear expectations.
I involve staff in decision-making and encourage accountability.
This ensures staff feel valued while also being held responsible for delivering safe, high-quality care.
Question 32: How do you ensure that staff are motivated and engaged in their work?
Example Answer: I make sure staff have regular supervision, opportunities for training, and recognition for good performance.
I also maintain open communication and encourage staff to contribute ideas.
Engagement improves when staff feel heard, valued, and supported.
Question 33: How do you handle conflict within your team?
Example Answer: I address conflict quickly and constructively.
I listen to both sides, seek to understand underlying issues, and mediate where necessary.
If required, I use formal processes, but my focus is always on resolution and maintaining a positive working culture.
Question 34: How do you ensure staff are clear on their roles and responsibilities?
Example Answer: Job descriptions, inductions, and clear policies set out expectations.
I reinforce these during supervisions and team meetings, and I monitor through audits and observations.
Clarity helps staff perform confidently and reduces errors.
Question 35: What systems do you use to monitor staff performance?
Example Answer: I use supervision records, appraisal systems, competency assessments, and training logs.
I also monitor through direct observation and service user feedback.
This allows me to identify both strengths and areas needing improvement.
Question 36: How do you ensure accountability across your service?
Example Answer: Accountability is achieved through clear reporting lines, governance meetings, and transparent record-keeping.
I ensure staff understand their responsibilities and hold them accountable for their actions, while also providing support where needed.
Question 37: How do you support staff who are struggling with performance or personal issues?
Example Answer: I provide additional supervision, tailored training, and encourage open discussions about challenges.
Where personal issues impact work, I signpost staff to support services.
Balancing support with accountability ensures staff are given fair opportunities to improve.
Question 38: How do you ensure effective communication across your team?
Example Answer: We hold regular team meetings, use handover notes, and maintain clear care records.
I also promote an open-door policy where staff can raise concerns.
This ensures information is shared effectively and consistently across shifts.
Question 39: What do you do to create a positive workplace culture?
Example Answer: I celebrate achievements, encourage teamwork, and promote values of respect and inclusivity.
Staff wellbeing is prioritised through supervision, support, and flexibility where possible.
A positive culture benefits both staff and service users.
Question 40: How do you ensure that leadership decisions are inclusive and transparent?
Example Answer: I involve staff in decision-making by consulting them during meetings and seeking feedback before implementing changes.
I explain the reasons behind decisions to ensure transparency and record them in governance minutes.
This builds trust and ensures buy-in from the whole team.
Section 5: Health and Safety Compliance
This section explores your understanding of health and safety law, risk management, and how you ensure compliance in daily practice.
Inspectors will expect you to explain how you keep people safe, prevent accidents, and evidence compliance with relevant regulations.
Question 41: How do you ensure health and safety policies are followed in your service?
Example Answer: I make sure staff are trained on policies during induction and refreshers.
Regular audits, spot checks, and staff supervisions confirm compliance.
Any issues identified are addressed immediately, and learning is shared across the team.
Question 42: How do you carry out and review risk assessments?
Example Answer: Risk assessments are completed for individuals, staff tasks, and the environment.
They are reviewed regularly or when circumstances change.
Staff are trained to update risk assessments, and I monitor them through audits and governance reports.
Question 43: How do you ensure fire safety compliance?
Example Answer: We carry out regular fire drills, maintain up-to-date risk assessments, and service fire equipment on schedule.
Staff receive fire safety training, and I check compliance during audits.
Service users are supported with personalised evacuation plans where required.
Question 44: What systems do you use to report and learn from accidents and incidents?
Example Answer: All incidents are recorded, reviewed, and analysed for themes.
Learning is shared in team meetings, and action plans are created where improvements are needed.
Serious incidents are reported to the local authority and CQC as required.
Question 45: How do you evidence compliance with infection prevention and control (IPC)?
Example Answer: We conduct regular IPC audits, ensure PPE is available, and monitor cleaning schedules.
Staff receive annual IPC training, and I review compliance during spot checks.
Any gaps are addressed through retraining or changes to practice.
Question 46: How do you ensure medicines are stored and administered safely?
Example Answer: Medicines are stored securely with temperature checks recorded.
Staff complete competency training before administering medication.
I review MAR charts, carry out regular audits, and investigate any errors with learning fed back to staff.
Question 47: How do you ensure staff follow safe moving and handling practices?
Example Answer: Staff complete accredited training, and I observe practice during spot checks and supervisions.
Risk assessments and equipment checks are updated regularly, and refresher training is provided if unsafe practice is identified.
Question 48: How do you manage health and safety compliance for contractors or visitors?
Example Answer: Contractors and visitors sign in, receive a health and safety briefing, and are supervised as required.
We ensure all contractors hold relevant checks and insurances.
Records are maintained and reviewed to ensure compliance.
Question 49: How do you evidence compliance with the Health and Safety at Work Act 1974?
Example Answer: We maintain up-to-date risk assessments, training records, and incident logs.
Governance reports include health and safety as a standing item, and compliance is reviewed regularly in line with legislation.
Question 50: How do you promote a positive health and safety culture in your service?
Example Answer: I encourage staff to report hazards immediately and make health and safety a regular agenda item in meetings.
I recognise and reward safe practice, ensuring staff see health and safety as a shared responsibility rather than just a requirement.
Section 6: Person-Centred Care and Service Delivery
This section looks at how you deliver care that is individualised, responsive, and aligned with the needs and preferences of people using the service.
Inspectors will want to see how you embed person-centred care in daily practice and how you ensure that service delivery consistently meets high standards.
Question 51: How do you ensure care plans are person-centred?
Example Answer: Care plans are developed with input from the person, their family, and professionals.
We focus on individual preferences, strengths, and goals.
Plans are reviewed regularly, and changes are made whenever needs or wishes evolve.
Question 52: How do you involve service users in decisions about their care?
Example Answer: I encourage active participation through care planning meetings, feedback surveys, and daily conversations.
We also use easy-read materials and advocacy services where needed, so people can make informed choices about their care.
Question 53: How do you ensure staff provide care with dignity and respect?
Example Answer: Dignity and respect are core values embedded in training, policies, and supervision.
I regularly observe practice, gather service user feedback, and challenge any behaviour that falls short.
Staff are reminded that small actions—such as knocking before entering rooms—make a big difference.
Question 54: How do you ensure that equality and diversity are upheld in your service?
Example Answer: We provide equality and diversity training, adapt care to cultural and religious needs, and actively promote inclusivity.
I monitor for any discriminatory behaviour and take immediate action where necessary.
Policies and audits reinforce these standards.
Question 55: How do you measure whether care is effective?
Example Answer: Effectiveness is measured through audits, outcomes monitoring, and feedback from service users and families.
I also track progress against care plan goals, ensuring that support provided leads to meaningful improvements in people’s lives.
Question 56: How do you respond when service users or families raise concerns about care?
Example Answer: Concerns are taken seriously and acted upon immediately.
I log all complaints, investigate thoroughly, and provide timely updates to the person and their family.
I use complaints as learning opportunities to improve practice and strengthen trust.
Question 57: How do you adapt care when people’s needs change?
Example Answer: Care plans are reviewed regularly and whenever needs change.
Staff are trained to escalate concerns, and we liaise with professionals to update support.
Changes are discussed with the person and their family to ensure the approach remains person-centred.
Question 58: How do you evidence that service users are achieving positive outcomes?
Example Answer: We record progress against personal goals in care plans, gather feedback from people and families, and track improvements in wellbeing.
Outcomes are also discussed in governance reports and shared during inspections as evidence of impact.
Question 59: How do you ensure continuity of care across different staff and shifts?
Example Answer: We maintain clear handover notes, use electronic care systems, and provide consistent staff allocations where possible.
Supervisions and team meetings reinforce expectations, ensuring all staff deliver care consistently.
Question 60: How do you promote independence and choice for service users?
Example Answer: We encourage people to do as much as they can for themselves, provide options in daily routines, and support informed choices.
For example, people choose their meals, activities, and how their care is delivered, helping them maintain autonomy.
Section 7: Financial and Resource Management
This section covers how you manage resources responsibly, ensure financial sustainability, and balance quality care with cost-effective practices.
Inspectors will expect you to demonstrate accountability in financial decisions and how they support safe, person-centred care.
Question 61: How do you ensure that resources are allocated effectively to meet service users’ needs?
Example Answer: I review budgets against care needs, prioritising spending on staffing, training, and essential equipment.
Resource allocation is discussed in governance meetings, ensuring decisions are transparent and linked to service user outcomes.
Question 62: How do you manage your service budget while maintaining quality?
Example Answer: I monitor expenditure closely, use forecasting tools, and regularly review contracts with suppliers.
Savings are made without compromising safety or quality—for example, by negotiating bulk purchasing.
I ensure spending decisions always link back to improving care.
Question 63: How do you ensure financial decisions do not negatively impact care delivery?
Example Answer: All financial decisions are risk-assessed to ensure they do not compromise staffing levels, equipment, or training.
Where cost savings are required, I consult with staff and families to minimise impact on service quality.
Question 64: How do you evidence financial accountability to inspectors or stakeholders?
Example Answer: I maintain clear records of budgets, expenditure, and financial audits.
Governance reports include financial performance alongside quality and safety data.
This shows transparency and that resources are managed responsibly.
Question 65: How do you ensure sufficient resources are available during emergencies or unexpected events?
Example Answer: We keep contingency funds and stock essential supplies.
Staff are trained to respond to emergencies, and we maintain contracts with agencies to cover staffing shortages.
Lessons learned from incidents inform future resource planning.
Section 8: Incident Management and Reporting
This section examines how you respond to incidents, ensure accurate reporting, and embed learning into service improvements.
Inspectors will want to see clear systems that prioritise safety, transparency, and accountability.
Question 66: How do you ensure that all incidents are reported accurately?
Example Answer: Staff are trained on reporting processes during induction and receive refresher sessions.
We use a standardised reporting form and electronic records.
I review all incident reports for accuracy and follow up promptly where clarification is needed.
Question 67: How do you investigate incidents and identify root causes?
Example Answer: I gather statements, review records, and speak with staff and service users involved.
I use root cause analysis methods to identify underlying issues and ensure findings are documented.
Learning is shared with the team to prevent recurrence.
Question 68: How do you evidence that lessons are learned from incidents?
Example Answer: After each incident, we create an action plan and monitor progress through audits.
Learning points are discussed in team meetings and governance reports.
Inspectors can see both the incident log and evidence of actions completed.
Question 69: How do you ensure that incidents are reported to external bodies when required?
Example Answer: I keep up to date with notification requirements for CQC and safeguarding teams.
All serious incidents are reported within statutory timescales.
I also maintain a tracker to ensure no incidents requiring external reporting are missed.
Question 70: How do you support staff and service users after an incident?
Example Answer: I check in with those affected, provide debrief sessions, and offer emotional support.
Staff may be referred to counselling or occupational health if needed.
Service users and families are kept fully informed, ensuring transparency and reassurance.
Section 9: Contingency Planning and Business Continuity
This section looks at how you prepare for unexpected events and maintain safe, effective service delivery during crises.
Inspectors will expect you to evidence robust contingency planning, risk management, and business continuity measures.
Question 71: How do you ensure your service is prepared for emergencies such as power cuts or floods?
Example Answer: We maintain an up-to-date contingency plan that includes emergency contacts, evacuation routes, and backup arrangements for utilities.
Staff are trained on the plan, and we run drills to test readiness.
Plans are reviewed annually or after any incident.
Question 72: How do you maintain continuity of care during staff shortages?
Example Answer: I use safe staffing tools to plan cover, maintain contracts with agencies, and redeploy trained staff where needed.
I also encourage flexible working arrangements and ensure staff are cross-trained.
This ensures care is not compromised even during shortages.
Question 73: How do you plan for continuity of care during public health emergencies such as a pandemic?
Example Answer: We maintain stockpiles of PPE, follow infection control protocols, and ensure robust communication with staff, service users, and families.
Business continuity plans include remote working options where possible and prioritisation of essential services.
Question 74: How do you ensure essential supplies and medicines are maintained during disruptions?
Example Answer: We keep minimum stock levels, maintain strong supplier relationships, and identify alternative suppliers in advance.
Medicines are monitored closely to avoid shortages, and emergency procedures are in place for urgent supplies.
Question 75: How do you evidence to inspectors that contingency planning is effective?
Example Answer: We provide copies of contingency and business continuity plans, records of drills, and minutes of governance meetings where plans are reviewed.
We also evidence how plans were used during real incidents, showing reflection and improvement after events.
Conclusion
Preparing for a Registered Manager interview can feel challenging, but it is also an opportunity to demonstrate your knowledge, leadership, and commitment to high-quality care.
The example questions and answers in this guide are designed to help you practise structuring your responses, linking them directly to CQC expectations, and showing how you apply regulation in real-life service delivery.
Remember, there is no single “right answer.” Inspectors are looking for honesty, reflection, and evidence of safe and effective practice.
Use your own experiences, link back to the Fundamental Standards and Quality Statements, and be ready to demonstrate how you lead your service with confidence and accountability.
The strongest candidates approach the interview as a chance to share how they ensure people receive safe, effective, caring, responsive, and well-led services.
Keep your examples specific, grounded in practice, and always focused on positive outcomes for service users.
Further Resources
To support your preparation, we’ve brought together a list of recommended resources.
These include official guidance, practical learning tools, and opportunities to build your confidence ahead of your Registered Manager interview.
Official Guidance and Reading
Interactive Quizzes
Test your knowledge and practise with our online quizzes:
CQC Regulatory Quiz
Policies & Procedures Quiz
Leadership Scenarios Quiz
Webinar Recording
Watch our free recorded webinar on preparing for your Registered Manager interview:
Watch Webinar
Mock Interview Support
For tailored feedback and realistic practice, book a 1:1 mock interview session with our team.
Book a Mock Interview
