Approaching Interview Questions With Confidence

8/3/2019 Approaching Interview Questions With Confidence

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Approaching InterviewApproaching Interview

Questions withQuestions withConfidenceConfidence

What does an employer What does an employer

really want to know?really want to know?



The informationThe information

exchangeexchange A successful interview is one inA successful interview is one in

which both the interviewer andwhich both the interviewer and

the interviewee gain accuratethe interviewee gain accurate

information and can make aninformation and can make an

informed decision about the fitinformed decision about the fit

between that job and thatbetween that job and thatapplicant·s personality andapplicant·s personality and

skills.skills.



Laying the foundationLaying the foundation

for good answersfor good answers Research the organization andResearch the organization and

have as much information ashave as much information as

possible about the job you arepossible about the job you are

considering.considering.

Try to understand theTry to understand the

organization·s major challengesorganization·s major challengesand how you might contribute toand how you might contribute to

a solution.a solution.



oundation, cont.Foundation, cont. Have examples ready to illustrate theHave examples ready to illustrate the

skills and personality traits andskills and personality traits and

experiences that you want toexperiences that you want tohighlight. Use problemhighlight. Use problem--actionaction--resultsresults

stories (behavioral interviewing).stories (behavioral interviewing).

Listen carefully to the question: if itListen carefully to the question: if it

is specific, answer it directly. If it isis specific, answer it directly. If it isbroad and general, focus the answer broad and general, focus the answer

on what you want to say. If it ison what you want to say. If it is

vague, ask for clarification.vague, ask for clarification.



Foundation, cont.Foundation, cont. Take a few seconds to think outTake a few seconds to think out

an answer if necessary. Youan answer if necessary. You

don·t have to respond instantly.don·t have to respond instantly.

Keep your answers brief.Keep your answers brief.

Successful candidates usuallySuccessful candidates usually

talk about half the time in antalk about half the time in aninterview. Listening to theinterview. Listening to the

interviewer is important andinterviewer is important and

engaging.engaging.



Foundations, cont.Foundations, cont. Eye contact and body languageEye contact and body language ² ²

be aware of what you arebe aware of what you are

projecting:projecting:

´Your relaxation, your ´Your relaxation, your

confidence in yourself and your confidence in yourself and your

manner are far more importantmanner are far more importantthan the words you use in your than the words you use in your

answer.µanswer.µ (H. Anthony Medley) (H. Anthony Medley)



The 5 Basic QuestionsThe 5 Basic Questions

(Richard Bolles) (Richard Bolles) Why are you here?Why are you here? They mean, ´WhyThey mean, ´Why

are you knocking on my door, rather are you knocking on my door, rather

than someone else·s door?µthan someone else·s door?µ What can you do for us?What can you do for us? They mean,They mean,

´Would you be part of the problems´Would you be part of the problems

we already have or part of thewe already have or part of the

solution to these problems? Whatsolution to these problems? Whatare your skills and how much do youare your skills and how much do you

know that is of interest to us?µknow that is of interest to us?µ



5 Basic Questions, cont5 Basic Questions, cont What kind of person are you?What kind of person are you? TheyThey

mean, ´Do you have the kind of mean, ´Do you have the kind of

personality that makes it easy for personality that makes it easy for people to work with you and do youpeople to work with you and do you

share our values?µshare our values?µ

What distinguishes you from 19 other What distinguishes you from 19 other

people who can do the same taskspeople who can do the same tasksthat you can?that you can? They mean, ´Do youThey mean, ´Do you

have better work habits, morehave better work habits, more

knowledge, maintain higher knowledge, maintain higher

standards or«what?µstandards or«what?µ



5 Basic Questions, cont.5 Basic Questions, cont. Can we afford you?Can we afford you? They mean,They mean,

´If we decide we want you, how´If we decide we want you, how

much will it take to get you, andmuch will it take to get you, andare we willing to pay that,are we willing to pay that,

governed as we are by our governed as we are by our

budget and by our inability tobudget and by our inability topay you as much as the personpay you as much as the person

who would be above you on thewho would be above you on the

organizational chart?µorganizational chart?µ



12 Key Assessment12 Key Assessment

Areas (Steven Carline) Areas (Steven Carline) AdaptabilityAdaptability

CompetenceCompetence

ExperienceExperience

ManageabilityManageability

InterpersonalInterpersonal

SkillsSkills AttitudeAttitude

InitiativeInitiative

MaturityMaturity

StabilityStability

EmotionalEmotional

ControlControl

IntegrityIntegrity ValuesValues



Classic InterviewClassic Interview

QuestionsQuestions Tell me about yourself.Tell me about yourself.

Key: Can the candidate sort andKey: Can the candidate sort and

prioritize information that isprioritize information that isrelevant to this job and thisrelevant to this job and thisorganization?organization?

Strategy: Give brief Strategy: Give brief experience/education history,experience/education history,emphasizing how it led you toemphasizing how it led you toyour interest in this career your interest in this career

area/organization.area/organization.



Questions, cont.Questions, cont. Why are you interested in thisWhy are you interested in this

position?position?

Key: a ´why are you hereµ question.Key: a ´why are you hereµ question.

² ² Do your interests mesh with the job thatDo your interests mesh with the job that

really needs doing?really needs doing?

² ² Will you stay engaged and interested?Will you stay engaged and interested?

² ² What do you hope to give and what doWhat do you hope to give and what do

you hope to gain?you hope to gain?



Questions, cont.Questions, cont. Where do you see yourself fiveWhere do you see yourself five

years from now?years from now?

Key:Key:

² ² Is your future vision compatibleIs your future vision compatible

with the direction this job and thiswith the direction this job and this

organization will take you?organization will take you? ² ² Are you worth investing in or willAre you worth investing in or will

you leave quickly?you leave quickly?



Questions, cont.Questions, cont. Tell me about a project where youTell me about a project where you

used SPSS (or GIS or SAS, etc) toused SPSS (or GIS or SAS, etc) to

analyze data. How did you approachanalyze data. How did you approachit and what were the results?it and what were the results?

Key: Do you have technical (or Key: Do you have technical (or

subject) knowledge that you claim tosubject) knowledge that you claim to

have?have?

Strategy: PAR examples, usingStrategy: PAR examples, using

appropriate termsappropriate terms



Questions, cont.Questions, cont. Other than the ones required, whatOther than the ones required, what

skills do you have that you feelskills do you have that you feel

could enhance this position?could enhance this position? What have you learned fromWhat have you learned from

previous jobs you have had? Howprevious jobs you have had? Howcould you apply this knowledge tocould you apply this knowledge to

our position?our position? Please tell me about a specificPlease tell me about a specific

area of responsibility you havearea of responsibility you haveenjoyed.enjoyed.



Questions, cont.Questions, cont. What is your greatest strength?What is your greatest strength?

Your greatest weakness?Your greatest weakness?

Key:Key:

² ² Are you self Are you self--aware and analytic?aware and analytic?

² ² Do you take responsibility for Do you take responsibility for

weaknesses and correct them?weaknesses and correct them? ² ² Can you discuss strengths in a wayCan you discuss strengths in a way

that relates them to the job to bethat relates them to the job to be

done?done?



Questions, cont.Questions, cont. Tell me what you have beenTell me what you have been

criticized for in the past twocriticized for in the past two

years? Why were you criticizedyears? Why were you criticizedand how did you respond?and how did you respond?

Has there been a time whenHas there been a time when

another·s anger was misdirectedanother·s anger was misdirectedat you? Why and how did youat you? Why and how did you

respond?respond?



Questions, cont.Questions, cont. Describe your most ideal and leastDescribe your most ideal and least

ideal boss. Why did you like or ideal boss. Why did you like or

dislike those characteristics?dislike those characteristics? Why did you leave your last position?Why did you leave your last position?

Key: Never criticize former Key: Never criticize former

colleagues, bosses or organizations.colleagues, bosses or organizations.

Focus answers around issues of fit,Focus answers around issues of fit,

need for new challenges, factualneed for new challenges, factual

issues (the project ended, theissues (the project ended, the

business closed, etc).business closed, etc).



Questions, cont.Questions, cont. What motivates you to improve andWhat motivates you to improve and

progress in your career?progress in your career?

Have you had to make and/or Have you had to make and/or implement an unpopular decision?implement an unpopular decision?What was the situation, whatWhat was the situation, whatproblems arose, and how did youproblems arose, and how did youdeal with them?deal with them?

What professional situations causeWhat professional situations causeyou to feel awkward?you to feel awkward?

What past achievement are you mostWhat past achievement are you mostproud of and why?proud of and why?



Handling illegalHandling illegal

questionsquestions Illegal questions are thoseIllegal questions are those

asking for personal informationasking for personal information

not related to the jobnot related to the jobrequirements.requirements.

For the employer, the focusFor the employer, the focus

must be: ´What do I need tomust be: ´What do I need toknow to decide whether thisknow to decide whether this

person can perform theperson can perform the

functions of this job?µfunctions of this job?µ



Areas to be aware of Areas to be aware of NationalNational

origin/citizenshiporigin/citizenship

AgeAge

Marital/familyMarital/family

statusstatus

AffiliationsAffiliations Religious beliefsReligious beliefs

Height/weightHeight/weight

DisabilityDisability

Medical historyMedical history

(physical or (physical or mental) mental)

Arrest recordArrest record

MilitaryMilitarydischargedischarge



Responding to illegalResponding to illegal

questionsquestions ² ² Your ChoicesYour Choices Answer the question (give themAnswer the question (give them

information that may prejudiceinformation that may prejudice

your chances) your chances) Refuse to answer the questionRefuse to answer the question

(appear uncooperative and(appear uncooperative andconfrontational) confrontational)

Answer their concern (not theAnswer their concern (not thequestion) by reassuring themquestion) by reassuring themthat you can perform thethat you can perform the

requirements of the jobrequirements of the job



Framing the answers«Framing the answers« If you were a member of JesseIf you were a member of Jesse

James· gang and people askedJames· gang and people asked

you what you were, you wouldn·tyou what you were, you wouldn·tsay, ´Well, I·m a desperado.µsay, ´Well, I·m a desperado.µ

You·d say, Í work in banks.µ or You·d say, Í work in banks.µ or

Í·ve done some railroad work.µÍ·ve done some railroad work.µ(Ray Blount, Jr., American author) (Ray Blount, Jr., American author)

Approaching Interview Questions With Confidence

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