Excel in Interviews · Meridian Resources, Inc. 2011 2 EXCEL IN INTERVIEWS Internship Interviewing...
Transcript of Excel in Interviews · Meridian Resources, Inc. 2011 2 EXCEL IN INTERVIEWS Internship Interviewing...
Meridian Resources, Inc. 2011
Excel in Interviews
MODULE CONTENTS
Presentation Skills: Verbal Presentation .......................................................................... 1
Internship Interviewing.................................................................................................... 2
Job Interviews ................................................................................................................. 3
Interview Preparation....................................................................................................... 6
Pre-Interview Planning Worksheet....................................................................................... 8
The Silent Interview – Body Language ............................................................................ 9
The Interview Cycle ...................................................................................................... 11
Understanding Roles in an Interview.............................................................................................13
Answering Interview Questions ..................................................................................... 13
Thematic Answers to Interview Questions ..................................................................... 13
Practice Interview Questions............................................................................................. 16
Practice Interview Critique Worksheet ............................................................................... 17
Asking Good Questions ................................................................................................. 18
Interview Closure .......................................................................................................... 19
Interview Debrief Worksheet ............................................................................................ 20
Reference Checks ............................................................................................................ 21
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Presentation Skills: Verbal Presentation
A resume opens the door to opportunity, but the ability to
effectively express yourself over the phone or in a meeting, will
ultimately determine your success. One of the statements you
will hear most often in your search is, “So, tell me about
yourself.” Be prepared at any moment to respond with an
interesting and informative summary - a version of your
Positioning Script (Module 2) - that you can deliver in less than
two minutes and that is tailored to the needs of the listener.
Using Your Positioning Script
Your Positioning Script gives the interviewer a context within which to evaluate you against the
opportunity for which you are interviewing. Here is a chance to “frame” your strengths as
solutions to the needs that your research tells you this company has. Lead with the information
you think is most relevant to this particular opportunity. Build a bridge to your listener.
Telephone Presentation Tips
Often during your search, you will present yourself over the telephone before you win the chance
to sell yourself in person. These instances may include setting up networking meetings, being
called for interviews, and screenings as pre-interviews.
Although taking and making phone calls is commonplace part of your life, in a job search these
calls take on a special importance. The impression you make over the telephone during your job
search, may determine whether or not you secure a face-to-face meeting. While presenting
yourself in person, you can rely on your gestures, facial expressions and personal presentation to
validate your strengths. Over the phone, you lose the element of personal presence, so your
wording and especially your verbal presentation become critical to your success.
• Stand up while speaking and feel free to walk around the room if you want to convey energy.
• Watch your voice pitch, (not too high or too low), and your volume, (don’t whisper or
scream into the phone). Record your voice and practice.
• Have your adapted Positioning Script, your resume, and a list of prepared questions, in front
of you.
• Set an objective for your call and visualize positive results.
• Use an enthusiastic, confident and engaging tone. .
• Be clear and specific about what you want, (information, names, job leads, etc.)
• Ask open-ended questions to keep the conversation going.
• Speak clearly and slowly when leaving a message and leave your name and phone number
twice - once at the beginning and once at the end of the message.
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Internship Interviewing
One of the unique types of interviews you may look forward to
early on in your university career is the internship interview.
Here is a great opportunity to demonstrate your enthusiasm for
the internship opportunity as well as to highlight your
capabilities to make a concrete contribution to the company.
Treat this interview as pivotal, just as you would an interview
for a full-time position.
In preparation for this interview, do your research, speak to others who have interned with this
company, and gather critical information to guide your questions and your understanding of the
possible learning opportunities that this internship might afford you.
Prepare a group of very specific educational goals for the proposed internship and be ready to
support them with ideas of appropriate activities to help you accomplish them.
Take advantage of the opportunity to talk with other interns to ascertain the relevance of this
opportunity to your goals. Will this internship offer you the challenges you need to meet your
educational expectations? How demanding and comprehensive is the program and does it meet
its promised results? How do interns fit within the company’s culture?
Practice mock interviews and use frequently asked questions to trigger your practice responses.
Be prepared to explain the talents and skills you offer the internship, your educational and
professional goals with reference to the opportunity and to discuss your thesis/ dissertation
and/or other projects within your program if applicable.
Be prepared to sign a learning contract, as many internship programs require this as an
agreement between you as the intern and your internship supervisor, to delineate your learning
goals and responsibilities. If your program has a specified form for this, have a signed copy with
you during your interview.
Lastly, try to relax and be yourself. Your unique brand includes your personality and your
enthusiasms and the interning companies want to see this in your interview.
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Job Interviews
Your resume outlined your objective skills, experiences, and qualifications, and the hiring
company saw you as a good prospect for their opportunity. The interview is a key factor in
determining the other side of the hiring equation -- whether or not both parties believe there is a
good personality fit. The interview is really just a chance for you to get to know one another. If
you are a bit nervous before your interview, it can be helpful to understand that determining the
right fit for the position is not left up entirely to the employer. You, too, are deciding whether or
not you feel that this is the best position for your needs.
Types of Job Interviews
There are many types of interviews including one-on-one, panel, serial, behavioral, or peer, and
in the instance of some Graduate Students, the case interview. You may expect a one-on-one
meeting, but ask in advance how many people you will be meeting, their job titles and roles
within the organization. By knowing exactly what to expect, you will be better prepared to
provide your best possible presentation.
Case Interviewing
The case interview poses a (usually hypothetical) problem for you to analyze and respond to.
This type of interview is often a pivotal part of the interviewing process, because it gives the
interviewing company a chance to ascertain your problem-solving style and the clarity of your
thinking processes. A simple case may be a part of first round interviewing and more complex
cases may appear in second and third round meetings, when the stakes are higher for both you
and your interviewing company.
Cases may include business problems covering the range of industrial challenges your particular
target company may face: entering a new market, shoring sagging sales, acquiring a firm,
responding to competition in a particular market segment. They may involve interpretation of
graphic tools like production graphs or sales trend reports. You may also be faced with general
puzzles or guesstimate questions like “why are pizzas generally round?” or “what do you think
the market might be for a hot-pepper flavored candy in the Pacific Rim area?”
In these case interviews, think as if you were a business consultant assessing a business problem.
(Your pre-interview company research is critical to give you a context for your first round of
questions.) First gather information by listening carefully to the question, asking smart clarifying
questions and listening carefully to the answers. Then take a bit of time, utilizing silence initially,
and then thinking out loud (demonstrating your logical processes) to organize your analysis,
considering things from many angles, as a consultant would do.
Construct a logical framework for your analysis by utilizing the business models and principles
you have learned but also be willing to leave those behind to think outside the box. Prioritize the
information, weeding out any superfluous detail and using focused questioning to define the
critical points of the problem. Address the problem in a succinct and organized way and then
close the case.
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Your interviewer will be looking for several things: your general level of business knowledge
and your awareness of their business parameters and concerns, your talent for analysis and
logical thought and your ability to communicate your ideas and analysis in a logical and
articulate way under the pressure of an interview situation. Usually there is no one right answer
sought. Rather, it is the “process” you use that the interviewer is evaluating.
To prepare for the case interview scenario, begin practicing routinely with daily problems, use
hypothetical cases and work through them to hone your analytical skills. Be sure to evaluate your
performance and strengthen areas where you see flat skills. Before an interview, using in depth
research, come up with several case scenarios that might apply to your target company and work
them through thoroughly using the parameters that you have uncovered of the company’s
challenge landscape.
Human Resources Screening Having Human Resources representatives screen interview prospects gives employers the
opportunity to evaluate all potential candidates on the same basis. This evaluation usually
includes a review of previous employment, focusing on dates of employment, job descriptions
and reports... the factual information. Human Resources staff members are usually more familiar
with the specific technical requirements of the position, than they are with the particulars of the
job they are screening for. In a Human Resources screening, it’s best to clarify your work and/or
related experience in a clear and concise fashion without getting into too much technical detail in
your functional area.
Traditional Interviews
This is the most common interview scenario and is usually one-on-one between you and the
interviewer. You most likely will meet a hiring manager and key people whose job
responsibilities are directly impacted by the position being filled. Traditional interviews often
include questions, which require you to sell yourself. Questions like, "Where do you see yourself
in five years?" or "What are your strengths and weaknesses?" are frequently included as part of
many traditional interviews.
Behavioral Interviews Increasingly, organizations are relying on behavioral interviewing techniques as a critical part of
their selection process. Behavioral interviews are based on the assumption that the best predictor
of future behavior (and performance) is past behavior. Behavioral interviewing is an approach,
which allows employers to assess the job-related competencies of candidates in a structured and
predictive manner.
Behavioral interviewing requires the interviewer to ask a pre-defined set of questions, (often
organized around core competencies), which challenge candidates to describe, in specific detail,
how they have handled similar situations in the past. As an example, in a customer service
related position, one of the interview questions may be, "Describe how you dealt with a
particularly difficult, or angry customer." One of the many benefits of behavioral interviewing is
that someone with limited work experience could also respond to these items based on his or her
"life experiences." For example, you may describe customer service skills exhibited while
working as a volunteer during a fund raising event.
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From a qualified candidate's perspective, taking part in a behavioral
interview is the best situation you could ask for. You have an
opportunity to discuss the behaviors that you have successfully
exhibited in the past, keeping in mind the competencies that your
interviewer is seeking.
Even when an interviewer employs "traditional" interview questions, you can still utilize
behavioral interviewing approaches by providing behavioral examples to traditional questions.
For example, if you are asked to talk about job-related strengths, you could answer the question
directly and then provide an example of how you successfully exhibited that strength in the past.
This offers you a chance to emphasize more clearly what you have to offer.
Panel Interviews
The interviewing panel is usually made up of some combination of managers, peers, and
subordinates. This type of interview generally takes longer and is sometimes more
uncomfortable than the one-on-one scenario, because you are the primary focus of a number of
people.
In a panel interview, take the initiative to personally greet each company representative with a
warm greeting and handshake if possible. You may also want to provide each of them with a
copy of your resume if they do not have one already. When answering questions, be sure to start
your answer with eye contact with the person who asked the question, and then as you proceed
with your answer, move your gaze to others at the table to include them in the conversation. Be
sure not to overlook eye contact with those in the room who do not actively engage in
questioning. They would not be there if their opinions were not valued.
Serial Interviews Serial interviews are also called “beauty pageants”, because they require you to go from one
person to the next in one-on-one meetings, with each person asking you questions. You will find
that many of the questions are similar so be consistent with your answers. These people will be
meeting in a group session once you leave, to discuss your potential fit and will likely uncover
any inconsistencies.
Peer Interviews After several formal interviews with an organization, you may be asked to return to meet with
people who would potentially be your peers. This meeting is generally less formal, giving
everyone a chance to get to know one another on a personal basis. It is important that you not
fall into the trap of thinking that you have already been selected and that this is a welcome to the
company meeting.
Lunch Interview Lunch interviews, like panel interviews, can include more than one interviewer. There is added
complexity because you will need to be able to eat while you talk. You may also be evaluated on
your social etiquette and manners at this time, especially if you may potentially be expected to
entertain clients. The opportunity to interview generally ends when the lunch does, so
concentrate on asking and answering questions.
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Interview Preparation
Prior to any interview, your goal should be to prepare so thoroughly that you can
relax and be yourself.
Do your homework to find out all you can about the organization including
structure, finances, products, services, new developments, philosophy, vision,
mission, culture and more.
Here is a prime opportunity to utilize your networking contacts as well as the Internet to gather
as much company information as possible. You may want to start with the company’s own web
site and carefully read everything you find there. (The media archives can be a gold mine.)
Before the Interview
Prepare Your Agenda Create a list of the topics you would like to cover in the interview. This list can include strengths
and qualifications you wish to present as well as a list of questions you want to ask. Though it is
best to let your “host” set the initial agenda, it is always a good idea to be able to discuss your
key issues and present them at the appropriate time.
Revisit Your Resume and Know It Cold Pull out your resume and review its contents. You should be able to verbalize the entire
document in a clear and interesting way, expanding on your accomplishments in a “story”
format. Determine which of your stories might have the most impact for the position you are
seeking. Be able to offer feedback on any gaps in employment, career changes, etc.
Review and Practice Your Positioning Script Make sure you are completely prepared to summarize your career history and show bridging
applications for success in this new role. Consider your “pitch,” what makes you the best
candidate for the position. No matter what questions you are asked, your goal is to get this
message across loud and clear.
Learn the Exact Logistics of the Meeting
• Exact company name, contact person, date and time of interview.
• Complete directions - not only to the location, but also to the exact place within the building
or complex.
• Names and titles of people you will be meeting and the name of the person you should ask to
see first.
• The approximate length and type of interview to expect.
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Morning of the Interview
Be Prepared Review your notes and prepare your presentation package, which includes…
• Five to ten copies of your resume
• References (Remember to offer these only if asked.)
• Networking cards if you have them (These are designed like business cards with your name
and contact information on them. You can have these made by any quick print shop or make
your own, using your computer and business card blanks.)
• Pen, pencil, writing pad, driver’s license, Social Security card
• Copy of your agenda and list of questions you would like to ask
Leave for Your Meeting Early Be sure to leave plenty of time for inevitable traffic and logistical problems.
Pay Attention
Remember, just as the hiring company is trying to find the right candidate, you are trying to find
the right opportunity for your skills and talents. Some details you might want to watch for
include the following:
• What is the parking situation? Will you have to pay a fee to park?
• How far do you have to walk to get from the parking lot to the main building?
• What is your feeling when you walk through the door?
• How do the other people you see, react to one another and to you?
• What is the decor? Is it clean, comfortable and tasteful?
• Is the office machinery and equipment up-to-date?
• What do the restrooms and break-rooms look like?
• Are there employee information boards? What types of information do they include? Is it all
company related quality and service oriented? All employee morale related? Combination?
Consider Everyone You Meet an Interviewer Smile and be courteous to any people you pass or meet. Receptionists are key people to be
friendly to, as they are the eyes and ears of their entire departments or companies. Sometimes a
manager will intentionally walk you down a long hall just to see how you treat others, so stay
conscious of those you meet along the way.
Exchange Business/Networking Cards Collect a business card from each person you meet. You will need this information for your
thank you letters and any follow up correspondence.
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Pre-Interview Planning Worksheet
This form may be downloaded in Microsoft Word from the Meridian Career Navigator.
LOGISTICS
Position: Interview Date: Time:
Company: Person to See:
Title: Address:
Department:
Directions:
Parking:
PROFILE
Position Description:
Desired Qualifications:
Compensation (Salary /Benefits):
Company Products / Services:
STRATEGY
Accomplishments
Related to the Position:
Anticipated Problem Areas
(Tough questions they might ask):
Questions to Ask the Interviewer:
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The Silent Interview – Body Language
Your interviewer sizes up the extent to which you “fit” the role within
the first few minutes of having met you and their impression of you
will be critical to their perceptions of your suitability for the
opportunity. While what you say is important so are your subliminal,
non-verbal messages.
You use body language to evaluate people everyday… you probably
don’t give it much thought because it is so natural. However, you can
strengthen your communication skills by heightening your awareness
of the impact these signals have on others. Not only can you be
certain that you are sending the right messages, you can also use the
body language of others as clues to how well you are faring in an
interview.
Body Language from Head to Toe
The Head • Head cocked to the side and tilted forward demonstrates interest, agreement, or curiosity.
• Slow deliberate nods demonstrate interest and agreement.
• Fast up and down nods demonstrate impatience.
• Head facing down demonstrates lack of confidence.
The Eyes and Eyebrows • Good eye contact (not staring) demonstrates sincerity and interest.
• Shifting eyes demonstrate insincerity or dishonesty.
• Minimal eye contact demonstrates lack of confidence, insincerity, or dishonesty.
• Winking eyes demonstrate flirtation, which is not appropriate in a business meeting.
• Raised eyebrows demonstrate interest or questions.
• Furrowed eyebrows demonstrate confusion, anger, or disagreement.
The Mouth • Wide smile (showing the pearly whites) demonstrates confidence, interest, and enthusiasm.
• Tight smile demonstrates insincerity, condescending attitude, or lack of confidence.
• No smile demonstrates lack of interest and warmth.
The Arms • Open arms demonstrate openness to the conversation and agreement.
• Crossed arms demonstrate disinterest or boredom; (watch out for this in an interview).
• Flinging your arm over the back of a chair demonstrates a casual, nonchalant, or overly
confident attitude, so keep your arms at your sides.
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The Hands and the Handshake • Fidgeting with your hands or playing with your thumbs demonstrates nervousness.
• Talking with your hands can be a powerful way to emphasize or validate your statement, just
keep it to a controlled minimum or it can be very distracting.
• Limp, weak, handshake demonstrates lack of confidence.
• Bone crusher handshake demonstrates over confidence or dominant attitude.
• A handshake with the palms facing up demonstrates subordination or weakness.
• A handshake with palms facing down demonstrates power or authority.
Proper Handshaking Techniques
Face the person you are greeting directly. Keep
your arm close to your body extending directly
out from the hip. Give a good firm handshake
with three short pumps. Accompany the
handshake with solid eye contact, a warm smile
and a pleasant verbal greeting.
The Legs • Crossed legs, like crossed arms, can demonstrate disinterest or boredom. One
recommendation is to sit with both feet on the floor tilted to the side or crossed at the ankles,
which can keep you from having to constantly shift your weight and change legs.
The Feet • Tapping or fidgeting with your feet demonstrates nervousness. Try to keep your feet flat on
the floor.
The Overall You • Be aware of your proximity to others by recognizing the invisible personal zone that
surrounds us. Upon meeting someone for the first time, its best to stand approximately two
to three feet from the other person, or the length of two arms bent at the elbow by your side
• Watch out for nervous habits – pen clicking, hair twirling, eye winking, mustache stroking,
ear tugging, knuckle cracking, knee bouncing
• No gum or mints.
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The Interview Cycle
Interviewing, each single interview as well as the eventual selection of a
successful candidate are processes rather than single events, with the
same emphases throughout. As a prospective employer evaluates you as
a candidate, there are distinct phases through which you will progress.
The interviewer is making a series of decisions as you move along
through the interview cycle. The better you understand this cycle, the
more effectively you can address interviewers’ needs at each step.
People hire those who they believe can do the job, will do the job, and will fit in. Your task is
to show your match in each area. As the interviewer is satisfied in one area, the emphasis will
shift to the next. Your job is to shift with the interviewer. To help in clarification, we group job
qualifications into two broad categories: Objective Information and Subjective Information.
Objective Information Objective information encompasses all the traditional areas of technical or professional
qualifications. These are the facts that suggest or demonstrate that you can do the job.
Subjective Information These less obvious but equally important qualifications show whether you will do the job and
will fit in with the company and the culture in place. The emphasis here is on factors such as
personality, personal traits/characteristics, motivation, drive, initiative, dependability, work ethic,
management style, etc. These are much more difficult to showcase and illustrate, but the ability
to point out and then give examples of these critical factors is key to making a complete and
effective interview presentation.
At the beginning of any job interview cycle, the importance of objective information (facts and
figures… can you do the job?) is high. After all, if you do not meet the standard requirements
for performing the work, there is no point in going any further. At this point in the interview
cycle, emphasize your objective qualifications. Attend carefully to pinpointing and
understanding the performance requirements of the job and matching your education, job history,
training, etc. to those requirements. Ask validation questions to see if your answers are on track.
If you are indeed qualified for the job and have illustrated your qualifications by presenting
appropriate information, the interviewer will gradually become comfortable with your likely
ability to do the job and move onto the next phase.
At this point in the interview cycle, the priorities begin to change for the interviewer.
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Most
Least
Beginning End
This illustration graphically represents the timeframe in which a candidate is being evaluated during the interview
process (horizontal axis), and the relative importance to the interviewer of each type of information (vertical axis)
as the interview process moves forward in time. (Since each prospective employer and interview process moves at
its own pace, your actual timeline may be hours, days, or weeks.) The principle of the importance of different sorts
of information during the flow of the process applies regardless.
As the interviewer’s “need to know” about your objective qualification is satisfied, he or she will
predictably begin to evaluate you on the less obvious, but equally important subjective factors,
(Will you do the job? Will you fit in?)
In fact, the subjective information that helps the interviewing company
decide whether you will do the job and will fit in to their organization, is
most often the deciding factor between otherwise qualified candidates.
At the end of the interview cycle, the importance of objective information is relatively low and
the importance of subjective information is high. Now showing motivation and enthusiasm
becomes very important.
I
M
P
O
R
T
A
N
C
E
= Objective = Subjective
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Understanding Roles in an Interview
Do not assume that the interviewer knows exactly what he or she
wants and, therefore, will ask all the right questions in order to make
a sound hiring decision. Often this is not the case.
Concentrate on making your interviewer’s job easier by becoming a superior interviewee. The
better prepared and more adept you are at the interview, the more of an advantage you will have
over your competition. (And there is always competition whether you actually see it or not.)
You don't necessarily have to have better qualifications than your competition, just a better
understanding of the job requirements, coupled with the tools to appropriately match those
requirements with your background. That's where roles come into play.
Start by thinking of the interview as a sales presentation. The interviewing company is a buyer,
and they have a need they are willing to pay for in the form of salary and benefits. As a buyer,
the interviewer is shopping for the best fit for the position, and when they find the right one, they
will pay for it.
You, on the other hand, are a seller, for You, Inc. You offer a service, represented by your
education, background, skills and experience, which you are trying to sell in the job market. It’s
up to you to educate (or sell) the buyer. If you understand and embrace your role as a seller, you
will make the buyer's job easy. Be the solution to their problem by matching their need, point by
point with your solutions.
During an interview, keep your focus strictly on the buyer and what they need. Then, and only
then, do you have a decision to make. Otherwise they will move on to the next candidate. Resist
the urge to ask questions concerning what’s in it for you. There is a time and place for these
questions, but not in the interview. If you are offered the job, then you can then ask all the
questions you want about salary, benefits, working conditions, hours, etc. In the meantime,
remember you are selling.
Answering Interview Questions
Preparation is the single most important thing any interviewee can do to insure success in a job
interview. While there are a number of important areas to prepare for, we will focus on
interview questions. Once a few simple principles are understood, all interview questions will
become quite predictable.
Thematic Answers to Interview Questions
If you are familiar with the interview question themes, it’s easier to answer each predictable
mutation. You will also gain the necessary skills to respond quickly and confidently on the spot
to any question. By employing this effective strategy, you will exude the confidence that wins
job offers. In spite thousands of variations, the three thematic questions asked by an interviewer
are… Can you do the job? Will you do the job? Will you fit in with our organization?
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Once the interview is over, the interviewer will consciously or subconsciously judge each
candidate on whether or not they meet these three criteria, regardless of whether the right
questions were asked or not. You, as the interviewee, must answer each of these questions
with a “Yes” either directly or indirectly. And you must find a way to offer enough supporting
information to convince the interviewer that you are the best candidate for the job. If the answer
to any question is perceived, rightly or wrongly, to be “No”, you will be eliminated from future
consideration.
Can You Do The Job? These questions encompass the entire arena of technical and experiential qualifications. Before
you are offered a job, an employer must be convinced that you know how to do the work.
Therefore, they will want to hear about your background, education, previous positions, technical
skills, areas of expertise, etc. This is the most common line of questioning in a job interview,
and is the area where you are probably most comfortable. You must thoroughly convince the
interviewer that you are competent to perform the requisite duties.
Will You Do The Job? These questions probe more deeply into subjective categories. You must show that, not only do
you have the capability to do the job, but you can also be counted on to perform. Employers want
to hire those motivated to succeed, but often it is hard for them to determine that in an interview.
It’s your job to make sure your interviewer has no doubts in this area.
Will You Fit In? This is both very important and very hard to predict. In fact, most interviewers are uncomfortable
overtly explore this critical area. However, as with the other two categories, once the interview
is over, they will still attempt to make a decision as to your ability to integrate into the
organization, even if they asked no direct questions about the topic. They will judge you on
personality, style, appearance, image and all the other subjective factors that are hard to measure,
but extremely important. If you believe that the culture is a good fit for you, make your case.
During the interview, follow this simple three-step process to make sure you are giving
yourself the best chance to succeed.
1. As each question is posed to you, ask yourself, “Why do they want to know that?” Put
yourself in the shoes of the interviewer and try to figure out how the question just asked will
help him or her better evaluate you as a candidate. Given a little practice, you should be able
to see which of the three questions themes any question falls into.
2. After determining the purpose of the question, mentally review the facts, figures, and other
information you can choose from that will support your case. Your goal is to make yourself
look good. Don’t be bashful. You are the seller, and it’s up to you to sell yourself. If you
have properly prepared for the interview by inventorying and cataloguing your qualifications,
you should have several answers from which to choose.
3. Now, decide how you want to present your information and formulate a concise answer that
will display your talents in a positive way. Keep your response under two minutes no matter
how much more you might want to say. When it comes to answering interview questions,
less is more. Make your point, and then stop. This will leave plenty of time for more good
answers.
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Here are a few questions and the associated theme for each.
Can you do the job?
• Tell me about your education.
• Describe your duties at your current job.
• What was your last performance evaluation rating?
• What do you do to keep up with current trends in your field?
• What did you learn in your last internship that has application here?
• Tell me about one of your recent projects or accomplishments?
Will you do the job? • Describe a typical workday in your current position.
• Do you ever take work home?
• What is your management style?
• What is your work ethic?
Will you fit in? • How would your coworkers describe you?
• What is your biggest strength?
• What is your biggest weakness?
• Describe a difficult situation you had to deal with as a manager?
• Tell me about your personality.
• How do you get the best out of your team?
Examples of Common Interview Questions
Self-Evaluation • Tell me about yourself. (Perfect time for your Positioning Script with bridge statement.)
• Diagram an organizational chart of your previous/current department and explain where you
fit within it and how your position interacts with the entire company.
Interpersonal Skills
• What kind of relationships and interactions do you prefer to have with your direct reports?
• Give me an example of your leadership skill.
• Do you make an effort to help others on your team be more productive?
• How would you describe your impact on your last company?
• Who is the worst boss, subordinate, colleague, peer with whom you have worked? Why?
Approaches to Problem Resolution
• What problems did you identify in your current position that had been previously
overlooked?
• How did you change the nature of your current job?
• How have you helped to increase profits for your current employer?
• What changes have you recommended? Why? Have they been effective?
• Describe a situation where your judgment proved valuable.
• Are you more analytical or intuitive? Give an example of your approach to problem
resolution.
• What notable successes have you had in problem solving for your current company?
• What has been the most difficult situation you have faced regarding management of people?
Business? How did you resolve it?
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Practice Interview Questions
Prepare intensely for interviews. Develop answers to the following questions, with reference to
the particular job you will be interviewing for. Write down the answers and practice your
responses.
Tell me about yourself.
Why are you looking for a new job?
Why do you think you are qualified for this position?
What about this role appeals to you?
What salary and compensation are you looking for?
Diagram an organizational chart of your past department and explain where you fit within it and
how it interfaced with the entire company.
What represents good performance in your field or functional area of expertise? Please give key
indicators.
Who is the worst boss, subordinate, colleague with whom you have worked? Why?
Who is the best boss, subordinate, colleague with whom you have worked? Why?
In your past position, what problems did you identify that previously had been overlooked?
What are your greatest career accomplishments?
How do you think your qualifications match our needs?
Do you have any questions?
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Practice Interview Critique Worksheet
After role-playing the interview, you and your interview partner should complete this worksheet
while discussing the strengths and areas needing improvement in your interview presentation
skills. This form may be downloaded in Microsoft Word from the Meridian Career Navigator.
Question
Good
Needs
Improvement
Comments
Tell me about yourself
Why are you looking for a new job?
Why do you think you are qualified
for this position?
What about this role appeals to you?
What salary and compensation are
you looking for?
Diagram an organizational chart of
your past department and explain
where you fit within it and how it
interfaced with the entire company.
What represents good performance
in your field or functional area of
expertise? Please give key indicators.
Who is the worst boss, subordinate,
colleague with whom you have
worked? Why?
Who is the best boss, subordinate,
colleague with whom you have
worked? Why?
In your past position, what problems
did you identify that previously had
been overlooked?
What are your greatest career
accomplishments?
How do you think your qualifications
match our needs?
Do you have any questions?
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Asking Good Questions There are two types or categories of questions that you should ask in every job interview:
informational questions and validation questions. Since the interviewer wants to know about
your key matches with his or her job requirements, and only you have this knowledge, it makes
sense that you should do whatever you can to satisfy the interviewers need to know, and these
questions help you do that. By accomplishing this objective, you have helped the interviewer
make a better decision about you, and you have given yourself the best chance of success.
Informational Questions By employing informational questions, you can gather data about the company’s hopes for the
position. It is appropriate to begin questioning near the beginning of the meeting as soon as the
preliminary small talk is over. Throughout the interview, regularly follow up your answers with
other informational questions, so that you can stay in sync with the interviewer.
Here are a few general examples of informational questions:
• What sort of background are you looking for?
• What do you see as the critical responsibilities of the position we are discussing?
• Why is this position open?
• How will you know you have chosen the right person?
• Are there any specific skills that are a must for this job?
• Who would be my key associates?
• What are the capabilities of the subordinates who would report to me?
• How would I best learn the practices, policies, and corporate expectations that will enable me
to function successfully?
• What are the main problem areas that need attention in the position, (troublesome or
demanding people, poor working environment, etc.)?
• What are some of the challenges that the successful candidate will face?
Validation Questions In a job interview, there is only one way to know how you are perceived, ask.
The following are examples of validation questions:
• Is that the kind of information you were looking for?
• Does my experience sound like a good match?
• Would you like to know more about my background?
• How does that sound?
• Do my qualifications compare favorably to others you have hired in this position?
• Does my background sound like a fit with your organization?
• Have I sufficiently covered the subject?
• Is there something more I could tell you that would make it easier for you to see me as your
top candidate for this position?
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Interview Closure
As your interview draws to a close, consider the following:
End It Well End the meeting with another nice firm handshake, thank them for their time and express your
continued interest. This is the time to ask questions about what you might expect next to give
yourself some guidance in appropriate follow up.
� What is the projected timing on your search?
� When can I expect to hear from you?
� Where do we go from here?
� Do you have any further questions?
� Are there further interviews that will be needed for this position and when will they take
place?
� Who will contact me and when will I be contacted for further meetings, if I am selected
to progress to the next round?
Provide Yourself with Immediate Feedback Afterward, jot down a few notes about the interview while it is fresh in your mind. Use the
Interview Debriefing Form on the next page to help you organize your thoughts. What went
well? What didn't go well? What were their primary needs? What were they most interested in
about you? What were their areas of concern? Address these items in your thank you note.
Write a Thank You Note Write and send out thank you notes as soon as possible. Did you know that only seven out of ten
job seekers know to send one? And there is a direct correlation between thank you notes and job
offers.
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Interview Debrief Worksheet
This form may be downloaded in Microsoft Word from the Meridian Career Navigator
Logistics
Position Interview Date Time
Company Interviewer
Title Address
Department
Other Key People Met
Name Title Department Notes
Specific Items Discussed in the Interview
Were there any objections that you had to overcome?
What are the next steps?
Date Thank You Letter Sent:_______________________________________
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Reference Checks
Reference checks are conducted just prior to a job offer. They verify information you have given
in an interview and illicit comments about you and your work performance.
Choose references familiar with your work. Remember to consult these
individuals and get their permission to appear on your Reference List.
(Refer to the Launch Your Brand Module 3 for more information about
references.) Also, remember that this list should be given ONLY when
requested and only once you have interviewed.
When you have an indication that your references will be called, prepare these individuals with
the following information.
• Position under consideration, (title, etc.)
• General qualifications for the position
• Accomplishments you have cited to support your candidacy
• Anything you would like for them to emphasize
• Concerns that you may have; questions the company has raised
• Your sincere appreciation for their participation
Keep the lines of communication open. Ask your references to inform you if they received a call
and what was discussed. Also remember to keep your references posted on your progress and
allow them to share in your victories.