Interviewing Skills Workshop IITB V03.2

8/6/2019 Interviewing Skills Workshop IITB V03.2

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II T Bombay

17th

September 2008

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Agenda

I. A l in for the Ri ht Job

II. A Note on Interviewers

III. Thin s to Remember

IV. The Interview

V. Useful Links

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Applying for the Right Job

Job requirements and candidates capabilities should be meticulously comparedbefore applying for a Job

Job Type Desired SkillsImportance of

AcadsImportance ofExtra Currics

Structured thinkingProbe for relevant information

Consulting

Attack problem from different anglesArticulate communication

Medium High Medium - High

Quick & CorrectFinance Good with numbers

Attack problem from different anglesMedium High Low Medium

FMCG/Core

Leadership QualitiesTeam Work

Medium Medium

ITTechnical KnowledgeTeam Work

High Low


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Agenda



A. Interviewing Style

B. Expectations

III. Things to RememberIV. The Interview

V. Useful Links /References

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A. Interview ing Style

The interviewer has a clear or pre-set agenda, that he

A. Directive Style

Usually with inexperienced interviewers, the-

B. Meandering Style

.

Your Approach

Follow the interviewers lead and satisfy thequestions asked completely

Your Approach

Take the opportunity to guide the discussion tothings you may wish to highlight

Do try and make any important points thatmay differentiate you from other candidates

Be alert to interviewers cues and ask well-placed questions

C. Stress Interview D. Panel Interview

The interviewer is aggressive and tries to put extrapressure on the candidate.

More than one interviewers collectively conduct theinterview.

Remember its a game, not real, try to keepyour poise and stay calm and composed

Prepare your main points and message inadvance to avoid being flustered

Address the person who asks the question, butmaintain eye contact with others as well

Maintain poise and balanced perspective ifencountered by bad cop-good cop situation

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B. Expectations

Interviewers sit through interviews for a number of candidates

There are certain things they want to hear, others not so much !!

Candid, sincere responses They

What they expect? What they dont expect?

Long, extended narrations Time

half baked ones

Crisp, to-the-point answers /comments Interviewers want

Repetitive comments Its simplyboring

Confused, poorly articulated

Consistency Interviewersexchange notes betweeninterviews

responses /comments Leaves abad impression, reflects lack ofclarity of thought

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Agenda



III. Things to Remember

IV. The Interview

A. Fit / Behavioral InterviewB. Business Case Discussion

C. Interview Conclusion


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Arriving & W aiting

No. 1 in the list of how not to land a job is And While Waiting

Do Not

Smoke / Chew Gum

Converse loudly on cell phones

Appear restless or nervous

Listen to iPods

Do

e ax

Small talk with firmrepresentatives

Mentall re are for interview

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ways arr ve m ns e ore me.


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Greeting & Small Talk

Small Talk Settling DownGreeting The Very First Chance

A firm, brief handshake (Not sweaty, Generally initiated by interviewer to help

shaky, limp or bone crushing)

Solid eye contact

Confident outlook

What is expected

Pleasant, friendly, crisp answers /comments

.

Help go a long wayDisplay of maturity and comfort

What is not expected

How are ou feelin ?

Lengthy narratives

Confused blabber

I am very nervous, couldnt sleep last night.I am excited about the interview

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Remember, the First impression is usually the Last !


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Dressing Right

Do not distract Must carry..Looking your part

Wear professional attire No excessive Pen business suits are

most appropriateLook clean and simple(polished shoes, ironed

accessories, loud

clothing, make upNo overbearingfragrances

Notepad / Paper

2-3 copies of yourresume

Hair should be neat andprofessionally cut

o ancy ags, pens,notebooks

No rock star hair

No unshaven appearance

9Your dress should reflect your professional image and never be a distraction


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Communicating Effectively

Your body language is half thecommunication Listening & Speaking

Walk confidently into the room (no

hands in pocket)Maintain good eye contact

Pay attention, listen carefully

Make sure to remember theinterviewers name post introduction

and straight

No fidgeting, shows nervousness

No crossed arms, reflects

,

Speak clearly and at a comfortablepace

Ask questions when in doubtunwillingness

Occasional smiles relieve tensionDont be afraid of silence, its betterto think than give impulsive answers

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Agenda



III. Things to Remember

IV. The Interview

A. Fit / Behavioral InterviewB. Case Interview

C. Interview Conclusion


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A1. Fit / Behavioral Interview - P urpose & Expectations

The purpose is to determine whether the candidate is fit for the job and culture of the firm

Skill Concerns

Do you possess the required skills?

Personal Characteristics Concerns

Are you truly interested?

Have you demonstrated those skillsin the past?

How did you perform?

Are you a good fit for the job?

Are you a good fit to the "culture" ofthe organization?Are you a team player?

Are you hardworking andconscientious?

Can you communicate articulately?

What is Expected?

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Concise crisp answers well illustrating the point, quoting relevant experiences wherever possible


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A2. Approach

Approach

I. Highlight Most Important Things About Yourself

Identify the 3 most important things that you want your interviewer to know about you

Figure out ways to highlight and exemplify these things as part of your answers

For example, 'Tell me something about yourself, a common question could be used toguide the attention of your interviewer to the areas that you wish him to explore further

II. Structure Answers EffectivelyUse STAR 1 framework to structure answers for situational or past experience basedquestions: Situation , Task at hand, Action taken, Result achieved

Give clear, well articulated answers addressing the questions directly and satisfactorily

131. Source: MIT Careers Office


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A3. Types of Questions

Direct / Traditional Questions

Direct uestions to asses our interest in

Situational Questions

the job /career field and fit with the

organizationCertain open-ended questions giving youan opportunity to highlight key points

Hypothetical / What If Questions: Asituation is given and asked how youwould handle it

about yourself probe you about your past experiencesexemplifying certain skill / quality

Examples Direct Questions Tell us something about yourself

Why should we hire you

Examples Situational Questions What would you do if worked on a teamand there was a conflict between team

What are your long / short term goalsWhat are your strengths / weaknesses

Tell me about your extra-curricularactivities and interests

Tell me about the most creative thing youhave done in the last one month.

Describe an instance when you failed

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How do you work under pressureWhat would you do if you had to deal withan irate customer


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B1. Business Case Discussion - P urpose & Expectations

Analytical Skills Creativity

The purpose is to test skill set match for consulting assignments

Quantitative, numerical ability

Analytical rigor

Problem structuring capability

Comfort dealing with ambiguity

Ability to think creatively

Poise

Ability to think under pressure

Communicate ideas well

Practicality

Common sense & judgment

Ability to see the big picture

What is Ex ected? And What is Not?

Ignoring or forgetting important facts

Not recognizing extraneous material

Display of aforementioned qualities

The correct approach to solving a problem(more important than the correct answer)

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Force fitting a framework that just does

not work

The goal should be to demonstrate howyou think


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B2. Approaching A Business Case

4. Conclusion1. Case Narration

Summarize each sub sectionof problem before moving tothe next one

Listen carefully, do not thinkanswers ahead of theproblem

onc u e a e enon rm e s ua onquestion

3. Analysis

Proceed with analysis

2. Structure Approach

Gather thoughts andstructura y

State assumptions, if any

structure approac

State line of attack/approach

Ask further questions if

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B3. Types of Cases

One Big Question Facts Based Case Guess Estimate Brainteaser / Puzzle

,one big question

Tests candidatesability to probe for

detail - someunnecessary

Tests candidates

,no. estimate

Tests candidatesanalytic and

,

Tests candidatesanalytic abilities

Requires logical

Requires a structuredframework based

approach

issues

In depth analysis

based on relevant

Requires logicalthought process and

ease with numbers

thought process andout of the box thinking

Example:

Should your telecom

Example:

What should client do

Example:

Estimate the no. of

Example:

Why are manhole

client enter XYZmarket?

Client has beensteadily losing market

with ABC technology(sell to 3 rd party ORdevelop and launch inmarket) ?

cars in Delhi.How manypassengers can travelin Airbus 320?

covers round?You have 5 and 3gallon jugs. How willyou obtain 4 gallons of

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share. Why? water?


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B4. P reparation

Familiarize with various frameworks for solvin

A. Formulate Best Suited Approach

business problems, but dont try to force fit them

Formulate a best suited, own individual approachto solving problems

Read business newspapers, articles to broadenperspective

B. Develop Business Perspective

Familiarize with common business terms andconcepts

Practise as many business cases and guessestimates as you can

Try to think logically and establish methodologies

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to approach various categories of problems


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C1. I nterview Conclusion - Your Questions

Its your turn to ask questions

But not every question leaves the same impression on the interviewer!

Ask sincere questions, to which you really want an answer to

Do not ask questions about which information is already available on company website

Salaries and packages are not a healthy topic to touch unless initiated by interviewer

Do not ask interviewer personal questions

Preparation always helps Thinking through questions you would like to ask an interviewer before hand, can relieve you of the tension of asking the right ones impulsively.

? What are the expectations for the roleof Business Analyst?

? What are the firms lon term oals?

: :

? How long does it take to make apartner?

? When was the firm established?

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? What are the key on the jobchallenges?

? What is consulting all about?

? How often would I be traveling?


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Agenda

I. Applying for the Right Job

II. Types of Interview

III. A Note on Interviewers

IV. The Interview

V. Useful Links/References

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V. Useful Links/ References

Vault Guides

Kellogg Case Book

Tuck Guide to Case Interviews

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Interviewing Skills Workshop IITB V03.2

Documents

Transcript of Interviewing Skills Workshop IITB V03.2