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Interviewing Advice
Interviewing Advice
The Importance of the Interview Interviews are the culmination of all the work that has gone before:
Whether your interview is with a potential employer for a full-time position, with executives to obtain contract work, or with a business owner to explore the possibility of buying the business, your goal is to provide and obtain information for further decision making. Your ability to develop rapport and trust will be as important as competence, track record and accomplishments. No matter how successful you may have been in reaching the decision makers or how well qualified you may be, the person who presents himself or herself best usually wins. The majority of unsuccessful interviews can be traced to lack of preparation, not lack of qualifications. If you have been invited for an interview, your potential employer is already convinced that you are a qualified Candidate. Your success will be based on the following factors.
Like many things in life, success in the interview depends on the quality of your preparation. This section will prepare you for the most important part of your employment search. If you have a thorough understanding of what interviewers are looking for and prepare appropriately, your odds of winning are dramatically improved.
Although most of your interviews will be one-on-one, there is a strong trend toward team interviewing. Managers pressed for time find it more efficient. Many organizations are requiring a presentation in front of a group of future colleagues as part of the interview process. It allows the interview team to evaluate Candidates’ communication ability, influencing skills and ability to think on their feet. There are two basic types of interviews - informational interviews and selection interviews.
Structured Interviews The structured interview is exactly what it sounds like: an interview that is conducted according to a predetermined order. It is carefully designed to elicit maximum data from the Candidate with a minimum number of interviewer questions. The structure will usually follow the outline below.
The trained interviewer conducting a structured interview will be likely to do the following.
Unstructured Interviews Unstructured interviews are non-directed and are geared to be more casual and open. Often the interviewers have had little or no training or coaching about the process, and have done little to prepare. These can be difficult situations, particularly when the interviewer does not know what to look for or how to direct the interview. It is important for you to take the initiative and lead without appearing to dominate; the person asking the questions usually controls the conversation. Other Types of Interviews Screening Interviews Screeners may be outside parties such as an executive search firm consultant, employment agency representative, or even an independent psychologist. Often these interviewers are more expert in extracting information and evaluating people than the company interviewer who will eventually make a decision about you. Most companies have internal screening interviewers who sort out applicants and Candidates, deciding whether to pass them along to the decision makers. These screeners are usually from Personnel or Human Resources and bear titles like Placement Director, Manager of Professional Recruiting or Employment Manager. Keep in mind that although they cannot hire you, they can eliminate you from consideration. Sequential Interviews These are a series of interviews scheduled one after another at specific intervals over a period of time (one day or a half-day). Sequential interviews can be conducted with a reporting chain of supervisors, peers or team members. It is important to consider each new interviewer as the most important person you are meeting. Focus on style adaptation, active listening and thoughtful responses for that individual. Often you will find that there is little coordination among the interviewers and they will ask you the same questions over and over again. Panel Interviews These are interviews conducted by a number of interviewers (usually three to five) in the same room at the same time. In addition to saving time, consensus can be developed by simultaneously obtaining a number of interviewer reactions. Here you will need to make each individual feel that you are paying particular attention to him or her. Be sure to maintain eye contact as you address each one, and try to apply the I SPEAK® techniques to communicate with each in a way that he or she is likely to respond to. "Beauty Parade" In this type of interview, five or six Candidates at a time may be introduced to and interviewed by several different people on the same day. It is important to be friendly and responsive; maintain eye contact and remain calm. Interviews with Decision Makers These interviews are with Candidates’ future managers, who may make offers. If you have done well with the screeners and other interviewers, you will have some positive momentum when you meet the decision maker, because favorable evaluations will precede you. Stamp-of-Approval Interviews These are final interviews with company presidents or other senior executives. While the hiring decision may already have been made, this is an opportunity for senior people to meet potential new key players. Stress Interviews In this situation, the interviewer deliberately creates a charged, threatening atmosphere; contradicts or argues with the Candidate; changes conversational course without warning; and uses other techniques to create tension. Fortunately, the stress interview is used infrequently these days. The interviewer who chooses to conduct a stress interview is rarely a trained interviewer. However, he or she is likely to be the decision maker who wants to ascertain how the Candidate handles stress. (Candidates should bear in mind that the "stress interviewer" may also be the "stress manager.") Presentation Interviews Some organizations require that Candidates make formal presentations on a selected topic as part of the interview process. Practice is the key. If you practice talking comfortably about yourself and your accomplishments, you will add to your poise and confidence for such a presentation. You are likely to encounter several types of interviewers during your search who have different styles.
Developing Your Interviewing Skills Studying and learning about the interview process, plus careful practice, will help ensure that you handle interviews well. Rehearsing by yourself and role-playing with others will help you to anticipate and simulate the actual encounters. Although initially you may feel a little awkward practicing this way, you will notice substantial improvement in a short time. If possible, videotape yourself in a practice interview. Work with someone you feel comfortable with and have him or her ask you questions as if in an interview. Many people who consider themselves to be terrific interviewers obtained valuable feedback and were able to make important improvements once they saw themselves on video.
Preparing & Practicing Here are four training steps that will sharpen your interview interaction skills.
Your 2-Minute Introduction Your 2-Minute Introduction is the first step in interview preparation. During an interview, you will probably be responding to the question, "Tell me about yourself." The best response to that question is with one of your own: "Where would you like me to begin?" The listener might want you to start at one of the following places:
When dealing with the first three items mentioned above, plan to spend about 30 seconds, or 25% of your two minutes. When you begin discussing your career history, give a more detailed, chronological description, beginning with your first position and working up to present day. It is important to minimize the details of your earlier work and be more expansive about your last positions, the ones in which you were likely to have made the most significant contributions. (This will hold true unless you are changing careers, and wish to refer back to an earlier, more appropriate position.) This should take about one to one-and-a-half minutes. Next comes your question:
In response to the possible question, "Why did you leave your last company?" you can reply, "As you probably know, the company...
Interview Preparation Your preparation will include the following:
During the interview process, you will continue to market your unique business, "You, Unlimited™." However, now you will be examining the company/interviewer as a potential customer. In this context, keep in mind that the following points will help to increase your success as a Candidate:
Since you will have only one opportunity to make that all-important first impression, keep the following in mind.
Here are some basic interviewing principles to keep in mind:
Tips for the Interviewee
Even if the intent is not to provoke stress, you will probably encounter some challenging questions. Today there is a trend among interviewers to ask behavioral questions about how you handled certain work situations in the past. You might also be asked what you would do in a hypothetical work situation. While you cannot prepare specific answers to behavioral or hypothetical questions, review your accomplishments so that you can demonstrate that you possess the skills in question. You might encounter any combination of the difficult interview questions on the following pages, some of which may seem inappropriate (a list of inappropriate questions and possible responses is also included). Try not to take inappropriate questions personally or be offended. Responding with humor, or with a question expressed pleasantly and without belligerence, can prevent an awkward impasse. If you conscientiously practice answering the following questions, you will be prepared for most interviews. Practice with a tape recorder and videotape a practice interview. We have suggested ways to respond to each question. However, there is no substitute for your own good judgment in determining how best to respond in an actual interview. RESPONSES TO DIFFICULT INTERVIEW QUESTIONS
"Can Do"
Respond by emphasizing your unique qualities and capabilities. Relate them to the position at hand whenever possible.
You should be able to enumerate three or four of your key strengths (with examples) that are relevant to their needs, based on your research and other data you have gathered about the company.
Be prepared to define success for yourself and then respond. Try to choose accomplishments that relate to the organization’s needs and values if you have been able to determine that from your research.
Responding with a strength which, if overdone, could be considered a weakness can be problematical. Professionals in most organizations are familiar with this technique and may consider it to be evasive. When discussing mistakes or criticism, emphasize what you learned and how your behavior is different as a result of the experience. Do not claim to be faultless.
If this question is asked after you have sufficient information about the position, talk about two or three of your major skills (supported by accomplishments) which you believe will be useful in the position. If the question is asked early on, talk about two or three of your major skills and, to the extent you can, relate them to the company.
More and more companies are looking for people who can "hit the ground running." They don’t have time to bring people up to speed with on-the-job training. Again, the timing of the question is important. Do you know enough about the specific position to give a cogent response? If so, think about your accomplishments and select one that is indicative of the kind of work you can do.
Relate one of your accomplishments which had to do with this kind of situation. Depending on the organization’s culture and needs, highlight conflict management, team-building or staffing.
"Their skills, initiative, accomplishments, creativity, adaptability — and whether their chemistry fits with that of the organization."
If you have, answer briefly that you have indeed had this experience and that it worked out to the benefit of both the individual and the organization. You followed the company’s disciplinary procedures carefully before proceeding to termination. (The company may be concerned about discrimination and legal issues.) Don’t volunteer more information unless the interviewer asks for more details. If you have never fired anyone, say so, but talk about how you would utilize progressive discipline before resorting to termination to protect the company’s best interests.
Your answer might address getting things done through others, getting things planned and completed on time within the budget, maintaining high moral standards, or other management issues. Since budget management is a valuable transferable skill, you might wish to work your abilities in this area into the discussion, if appropriate.
Refer to your accomplishments. Discuss one or two in which you were especially effective in meeting deadlines or dealing with high-pressure situations.
This question assumes that you failed to meet some of your objectives. If you can honestly state that you met all your established objectives, say so. If there was an objective that you were unable to meet for legitimate reasons, discuss it with an explanation of the obstacles over which you had no control. Even better, discuss an objective which you renegotiated when you realized it could not be met because of obstacles beyond your control. Above all, state what you learned as a result of the experience.
This is your chance to describe in some detail a business accomplishment that is relevant to the proposed new position. Be specific about the numbers.
You can answer this in terms of your budget, head-count, or the size of the project or sales team that you directed.
Be specific — and feel free to refer to those over whom you had influence, such as a task force or a matrix organization.
Draw examples from accomplishments which demonstrate your leadership skills. Remember to keep all descriptions brief.
Since you have already selected the specific accomplishments you want to talk about, this question will be simple to answer. Be ready to describe three or four of them. When possible, try to relate your answer to the nature of the new challenges you might be facing.
Be consistent with what you think he or she would say. Position any weakness in a positive way. Use examples, not just words. Your former manager will probably want to give you a good reference, so recount some of the positive things you did for him or her.
Refer to accomplishments that relate to the company and the position, if possible. "Will Do" 1. What are your ambitions for the future? Indicate your desire to concentrate on doing the immediate work well - and your confidence that the future will be promising. You do not want to convey that you have no desire to progress, but you need to avoid statements that are unrealistic, or that might threaten present incumbents. 2. What do you know about our company? If you have done your homework, you can honestly say that you have studied all that is publicly available about Amalgamated and are thus aware of many published facts. However, you might also state that you would like to know more; then be prepared to ask intelligent questions. 3. What things are most important to you in a work situation? Use what you have learned about your own work preferences and relate it to what you know about the position. 4. Don’t you feel you might be over-qualified or too experienced for the position we have in mind? Sometimes this question means: "I am concerned that you are willing to take this position because you need to work and you will leave as soon as you get a better offer. "Your answer must address this concern. ‘You could be right, but having taken a voluntary early retirement from XYZ Company, I am in the fortunate position of being able to do what gives me the greatest satisfaction. And what I enjoy doing most is — (describe the contents of the job). It is also possible that you are getting the message, ‘Your salary may be too high for the salary range of this position." Respond by mentioning your ability to "hit the ground running" and be up to speed quickly. 5. Tell me about a work situation that irritated you. Talk about this type of situation in terms of the skills you used to manage and improve it. Avoid describing a work situation you know exists in your target company unless you want to emphasize that you can improve or eliminate it. Stress your ability to "stay cool" under pressure. 6. What important trends do you see coming in our industry? Choose two or three important developments to discuss. This is an opportunity to show that you have thought about the future, the economics, the markets, the technology of the industry, and that you have done your research. 7. In your last position, what were the things that you liked most? Liked least? Respond with care to this question. You will want to emphasize the positives and de-emphasize the negatives. 8. What do you feel you should earn in the proposed position? You may want to answer this with a question, such as, "What is the typical compensation for similar positions in your company?" Or, "I consider myself to be better than average, so I would expect to receive an offer that would be greater than the midpoint of the salary range for the position." If there is no range in the company, give the range that you had in mind. But qualify it by saying you hope to learn more about the job scope responsibilities. 9. What motivates you the most? Use the results of your career assessments, and keep your answer fairly general: The satisfaction of meeting the challenges of the position, developing teams and individuals, meeting organizational goals. Only if you are in sales might you mention money as a motivator. 10. What are your long-range goals? Relate your answer to the company you are interviewing with rather than give a very broad, general answer. Keep your ambitions realistic. Talk first about doing the work for which you are applying, then talk about longer-range goals. "How Fit" 1. Tell me about yourself. This is your 2-Minute Introduction, and here you are building rapport and giving the interviewer a frame of reference. 2. What was your salary at ABC company? What kind of compensation are you looking for? How much are you worth? It is important to understand that organizations always try to uncover your former salary to determine if the position is the right fit and to save themselves some money along the way. Deflecting your answer by saying that the "dollars are not as important as the responsibilities" and answers of that kind are regarded as stalling techniques and are not likely to be believed. Your best response is to answer with a question, "What is the range of this position?" or "What kind of dollars does a consultant doing this work typically command in this organization?" If asked to elaborate further, you can say, "During the last three years, my compensation ranged from $_____ to $_____" 3. Why are you seeking a position with our company? Indicate that from your study of the company, the business issues they face are the kind that excite you and match up well with your skills, abilities and past experience. If you can do so honestly, express your admiration for the company and what it is that appeals to you. 4. How would you describe your personality? Mention two or three of your most beneficial traits. To the extent that you can, highlight traits that would be a valuable asset to the work challenge under discussion. Remember that the interviewer is trying to determine your "fit" in the company, so your ability to accurately identify their corporate values will enable you to frame your response appropriately. 5. What is your management style? No doubt you defined your management style as part of your assessment. You might want to talk about how you set goals and then get your people involved in them. Also, describe the techniques that you like to use to bring out the best in people, using the most appropriate style to fit the situation. Your research may have given you a sense of whether the company believes in a highly participative style or is more authoritarian in its approach. If you don’t know the company’s style, keep your answer situational and refer to examples from your accomplishments. 6. Why are you leaving your present job? This question must be answered briefly. If you get defensive or explain and rationalize to excess, you will only stir up questions and concerns in the interviewer’s mind. If it was a forced reduction due to economic circumstances, make that clear. If possible, explain how your termination was not a single layoff but part of a large group reduction. When you have finished answering, look the interviewer in the eye and stop talking. 7. Describe what you feel would be an ideal work environment. This is an opportunity to mention insights regarding your own work preferences, such as: travel/commuting requirements, benefits, job function/goals, etc. Just remember, don't make it sound too lofty or impractical. 8. Looking back, how do you perceive your past employer? Be positive. Refer to the valuable experience you have gained. Never malign a former employer, no matter how justified. Say something like; "It is an excellent company which has given me many valuable experiences and opportunities to perform successfully." 9. How do you think your subordinates perceive you? Be as positive as you can, referring to your strengths, skills and traits, but remember to be honest, too. References are easily checked. 10. Why haven’t you found a new position after so many months? You may find this question offensive, but try not to take it personally. Simply give a brief answer, "Finding any position in this marketplace is challenging, but finding the right position takes care and time," and move on. 11. What do you think of your previous manager? This could be a loaded question. Be as positive as you can, and avoid becoming embroiled in this issue. If you like the individual, say so and tell why. If you don’t, think of something positive to say. 12. If we were to offer you this position, what changes would you make in our organization? The timing of this question is critical, since you can’t give any specific answer without knowing some details about the position, organization and culture. Even if you do, be careful about describing sweeping changes you might want to make. Unless the interviewer has specified critical problem areas that you feel comfortable addressing, limit your answer to explaining the need to study the current organization, talk with staff, and fully assess the implications before recommending any changes. 13. Do you have any objections to taking our battery of psychological tests? "No, none at all." (This is an indication that you are a serious Candidate.) 14. What other types of work or companies are you considering at this time? Don’t feel obliged to reveal details of your other negotiations. If you are interviewing elsewhere, refer to your campaign in a general way, but concentrate mainly on the specific position for which you are interviewing. 15. What sort of outside reading do you do? What are the recent movies you have seen? What videos have you rented? Be honest. If possible, mention some of the things you read in order to keep yourself up-to-date in your professional field. However, it is all right to show balanced interests by mentioning your recreational reading and viewing as well. 16. What sort of relationships do you have with your associates, at the same level and above and below you? This is an important question, so you will want to take the time to answer it in logical steps. When talking about your relationships with subordinates, be prepared to state your management philosophy, particularly with regard to performance issues. When speaking of managers, indicate your keen interest in understanding your manager’s expectations, so that you and your organization can build your goals in a way that will support his or her goals. You may also want to talk about how you would keep your manager informed. Stress your team-building, mutually cooperative approach with peers. 17. What are some of your outside recreational activities? Hopefully, your answer can show that you lead a balanced life. But avoid mentioning so many activities that it casts some doubt on how much time you will have for the job. Remember that your hobbies and recreational activities can be quite revealing about your own personality and values. Inappropriate Questions and Possible Responses What do we mean by inappropriate questions? Based on laws such as Equal Employment Opportunity (EEO) and the Americans with Disability Act (ADA), these are questions that are not legal for potential employers to raise. As an interviewee, you have the option to not answer these questions, or to answer them in a way that protects your privacy and integrity. You must decide before the interview whether you will answer these questions directly, or deflect them in order to remain neutral in your response. Most importantly, you do not want to be caught off guard. Here are some examples. 1. What was your maiden name? This is a discriminatory question, since the response can indicate ancestry and simultaneously confirm current or past marital status. Whether or not to answer is your choice, since there are only discriminatory questions, not answers. You can avoid answering it by asking, "How would my name relate to suitability for this position?" 2. Do you plan to have a family? Because this question is usually only asked of females, it is also considered discriminatory and you can refuse to answer. However, a non-disclosing response might be: "I don’t have any plans in that area." 3. What year did you get your bachelor’s degree? While this question may seem innocuous, the answer can easily be used to calculate age, since most people go on to college directly from high school. If your resume does not reference a degree, it may be a subtle means to determine whether you have one. You can circumvent a direct answer by focusing on a related fact, such as, "I’m very proud of the fact that I finished my undergraduate work in only three years." Or, "I continued right on after college into graduate school." Or, if you don’t have a degree, "I enjoyed my engineering courses so much, I’ve continued taking them ever since college." 4. We have many social activities here at XYZ? Do you and your spouse enjoy going to company functions? The interviewer is asking for confirmation that you are married — and your marital status is off-limits. If you are married, and you and your spouse enjoy company functions, and the question does not bother you, feel free to answer with a simple ‘Yes, very much" and move on. If not, however, you can respond along these lines: "Oh, how interesting! What kinds of activities do you provide?" — and let the interviewer expand on the subject without revealing your own position. 5. How is your credit rating? If you choose, you can simply respond "Fine." If you choose not to answer, you could say, "My credit rating will not affect my ability to make a contribution to this company." Sample Questions to Ask at the Interview Below is a list of questions that would be useful to ask in an interview. Select the ones that are most appropriate for your situation, and add questions that are unique to the position at hand. 1. Why is this position open? 2. How often has it been filled in the past five years? 3. Why did the person most recently in this job leave? 4. What would you like done differently by the next person who does this work? 5. What are some of the objectives you would like accomplished - short-term and long-term? 6. What is most pressing? What would you like to have accomplished within the next two or three months? 7. What freedom would I have to determine my work objectives, deadlines and methods of measurement? 8. What kind of support does this position receive in terms of people and budget? 9. What are some of the more difficult problems facing someone in this position? How do you think these could best be handled? 10. Where could a person go who is successful in this position and within what time frame? 11. What significant changes do you foresee in the near future? 12. How is one evaluated? What accounts for success? 13. What are the most critical factors for success in your business? (Note whether or not he or she mentions that people matter.) 14. Where do you see the company (or function) going in the next few years? 15. How do you win support from top management? 16. How would you describe your own management style? 17. What are the most important traits you look for? 18. How do you prefer your staff to communicate with you? (Orally, in writing, informally, in meetings, only when necessary?) For your own peace of mind, pay attention to closure at the end of the interview. Because there is usually a great feeling of relief, many people do not ask the few simple questions that can remove some of the anxiety from the weeks following. Take note of the following questions. Bring them with you and make sure you leave enough time at the end of the interview to collect this information. These questions can also be asked as you are walking out with the last interviewer or preparing to leave. Required
Follow-Up It is mandatory that you write a thank you note within 48 hours, expressing your pleasure and interest. Unless it is an unusual circumstance, thank you letters should be no longer than one page, and they should contain something that causes the recipient to remember you, weaving in information that is work-related. If you noticed that the interviewer had an issue with something you discussed, bring it up in the thank you letter with a possible solution or verification. You can start the paragraph with "Upon further reflection, I feel that...." Send thank you letters to everyone with whom you interviewed on a one-on-one basis. Don’t send copies — make sure you say something a little different to each person. It is not necessary to send individual letters to each of the people in a panel interview. However, you should know through your closure questions which individual you need to follow up with. Send a letter to that person and also to the decision maker if they are different people. Interview Post-Analysis The post-analysis is important in assessing your need for further practice or training. Be honest with yourself. It is possible to invest months in interview preparation and sacrifice the job in the interview. Learn from each experience and use your cumulative learning to continuously improve your interviewing skills. Use the following questions as a post-analysis check list.
Green Light / Red Light Use the Green Light/Red Light checklist to determine if you are ready to move on.
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