tips for hr interview

8/12/2019 Tips for Hr Interview

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CHAPTER-I

How to attend HR Interview

During the Interview:

Making an entrance three things to do

Studies show that candidates who do three specific things when they enter the room at the

start of the interview are scored more highly, on average, than candidates who don't. These

three things are:

1. Smiing

2. Making e!e contact with the interviewers

3. Shaking hand

"h! do these things matter#

Man! interviewers make u$ their minds a%out a candidate in the &irst minute or so

o& the interview' They then spend the rest of the interview looking for evidence tosupport their initial judgment. This is called the horns(hao e&&ect' (It's as if the

candidate who starts adly sprouts horns like a devil, and then can do nothing right in

the panel's eyes, whereas a halo seems to appear aove the head of the candidate who

starts well.!

Smiling says, Im confident' and Im pleased to be here'. "ost panels want to see

these attitudes. Dei%erate! having a smie on !our &ace aso $revents !ou &rom

waking in with an an)ious e)$ression'

Making e!e contact demonstrates con&idence* starts to create a feeling of warmthetween you and the panel, and prevents you eing seen as shifty.

+etting the Handshake Right

Shaking hands can e prolematic. It is possile to over#do it y ounding into the roomand thrusting your hand, martial arts fashion, towards the startled interviewers.


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It's etter simply to raise !our hand sight! from your side as you walk towards the

panel memers. $opefully, if they pick up the cue they will shake your hand. If they

don't, you can let your hand fall ack unnoticed.

%ne thing to rememer is that, if you are carrying anything, you should hod it in

!our e&t hand to leave your right hand free for shaking. This avoids any awkwardshuffling of handags&files&riefcases from hand to hand.

ractise shaking hands with your friends and family, and then ask them for feedack."ake sure you aren't using the limp wet fish shake or the bonecrusher.

,od! anguage

our ody language matters. The interviewers who like to play 'amateur psychologist' wille scrutini)ing you closely. %ther interviewers will e influenced y it, perhapsunconsciously.

The trick in interviews is to %e !ourse& as much as $ossi%e' This is ecause whenyou are eing yourself you are at your most fluent and articulate. ou proaly haveno troule putting your views across when you are chatting with your friends.

Set !our hands &ree

*eing yourself in an interview means using your hands naturally.

Some people advocate keeping your hands under control in order to look cool, calm and

composed. This is a mistakeecause, in reality, it can make you look stilted and wooden.

+hat's more, having to rememer to control your hands ecomes one more thing that your

overloaded rain has to worry aout in the interview. ery few people have oviously

intrusive mannerisms, so free up your hands.

Don.t %ecome a chid

+hen people are nervous, particularly in situations where they feel the other people in the

room are more powerful than them, they might well adopt 'the child pose'.

This is when you sit with your knees together, feet parallel and perhaps tucked under the

chair. our hands are in your lap and your head is slightly down. our shoulders lean

forward and in. The impression is of a polite and sumissive child eing told off.


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TRAPS: Beware, about 80% of all interviews begin with thisinnocent question. Many candidates, unreared for thequestion, s!ewer the"selves by ra"bling, recaing theirlife story, delving into ancient wor! history or ersonal"atters.

A6S"ER: Start with the present and tell why you are well ualified for the position.3ememer that the key to all successful interviewing is to match your ualifications towhat the interviewer is looking for. In other words you must sell what the buyer isbuying. This is the single most important strategy in job hunting.

So, efore you answer this or anyuestion it's imperative that you try to uncover yourinterviewer's greatest need, want, prolem or goal.

To do so, make you take these two steps:

2. 4o all the homework you can efore the interview to uncover this person'swantsand needs (not the generali)ed needs of the industry or company!

5. 6s early as you can in the interview, ask for a more complete description of whatthe position entails. ou might say: 7I have a numer of accomplishments I'd liketo tell you aout, ut I want to make the est use of our time together and talkdirectly to your needs. To help me do, that, could you tell me more aout the mostimportant priorities of this position8 6ll I know is what I (heard from therecruiter, read in the classified ad, etc.!9

Then, ALWA! follow"up with a second and possibly# third $uestion, to draw out hisneeds even more. Surprisingly, it's usually this second or thirduestion that unearthswhat the interviewer is mostlooking for.

ou might ask simply, 6nd in addition to that8... or, Is there anything else you see asessential to success in this position8:

This process will not feel easy or natural at first, ecause it is easier simply to answeruestions, ut only if you uncover the employer's wants and needs will your answersmake the most sense. ractice asking these key uestions efore giving your answers, theprocess will feel more natural and you will be light years ahead of the other jobcandidates you're competing with.

6fter uncovering what the employer is looking for, descrie why the needs of this joear striking parallels to tasks you've succeeded at efore. *e sure to illustrate withspecific e;amples of your responsiilities and especially your achievements, all of whichare geared to present yourself as a perfect match for the needs he has just descried.


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Question 2 What are your greatest strengths%

TRAPS: This uestion seems like a softall lo, ut e prepared. ou don't want tocome across as egotistical or arrogant.


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Question 3 What are your greatest weanesses%

TRAPS: *eware # this is an eliminator uestion, designed to shorten the candidate list.

6ny admission of a weakness or fault will earn you an 769 for honesty, ut an 7H9 for theinterview.

A6S"ER: 4isguise a strength as a weakness.

()ample*7I sometimes push my people too hard. I like to work with a sense of urgencyand everyone is not always on the same wavelength.9

+rawbac* This strategy is etter than admitting a flaw, ut it's so widely used, it istransparent to any e;perienced interviewer.

A6S"ER: (and another reason it's so important to get a thorough description of yourinterviewer's needs beforeyou answer uestions!: 6ssure the interviewer that you canthink of nothing that would stand in the way of your performing in this position withe;cellence. Then, uickly review you strongest ualifications.

()ample* 7


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cant. Some interviewers ask this uestion on the chance you admit to something, ut ifnot, at least theyll see how you think on your feet.

Some unprepared candidates, flustered y this uestion, unurden themselves of guiltfrom their personal life or career, perhaps e;pressing regrets regarding a parent, spouse,

child, etc. 6ll such answers can e disastrous.

A6S"ER: 6s with faults and weaknesses, ne&er confess a regret. *ut dont seem as ifyoure stonewalling either.

est strategy* Say you haror no regrets, then add a principle or hait you practiceregularly for healthy human relations.

()ample* ause for reflection, as if the uestion never occurred to you. Then say, 7ouknow, I really cant think of anything.9 (ause again, then add!: 7I would add that as ageneral management principle, Ive found that the est way to avoid regrets is to avoid

causing them in the first place. I practice one hait that helps me a great deal in thisregard. 6t the end of each day, I mentally review the days events and conversations totake a second look at the people and developments Im involved with and do adoulecheck of what theyre likely to e feeling. Sometimes Ill see things that do needmore follow#up, whether a pat on the ack, or maye a five minute chat in someonesoffice to make sure were clear on thingsJwhatever.9

7I also like to make each person feel like a memer of an elite team, like the *ostonGeltics or A6 Aakers in their prime. Ive found that if you let each team memer knowyou e;pect e;cellence in their performanceJif you work hard to set an e;ampleyourselfJand if you let people know you appreciate and respect their feelings, you wind

up with a highly motivated group, a team thats having fun at work ecause theyrestriving for e;cellence rather than rooding over slights or regrets.9

Question 5 Why are you lea&ing /or did you lea&e0 this position%

TRAPS:


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course, as stated often efore, you answer will all the stronger if you have alreadyuncovered what this position is all aout and you match your desires to it.

/If you do not presently ha&e a job.0


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since the candidate doesnt know where or how he goofed, he just keeps talking, showinghow flustered and confused he is y the interviewers unmovale silence.

A6S"ER: Aike a primitive trial mask, the Silent Treatment loses all it power tofrighten you once you refuse to e intimidated. If your interviewer pulls it, keep uiet

yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, 2Isthere anything else I can fill in on that point%- Thats all there is to it.

+hatever you do, dont let the Silent Treatment intimidate you into talking a lue streak,ecause you could easily talk yourself out of the position.

Question 7 Why should I hire you%

TRAPS: *elieve it or not, this is a killer uestion ecause so many candidates areunprepared for it. If you stammer or adli youve lown it.

A6S"ER: *y now you can see how critical it is to apply the overall strategy ofuncovering the employers needs before you answer uestions. If you know theemployers greatest needs and desires, this uestion will give you a ig leg up over othercandidates ecause you will give him etter reasons for hiring you than anyone else islikely toJreasons tied directly to his needs.

+hether your interviewer asks you this uestion e)plicitly or not, this is the mostimportant uestion of your interview ecause he must answer this uestion favoraly in isown mind efore you will e hired. !o help him out3 +alk through each of the positionsreuirements as you understand them, and follow each with a reason why you meet thatreuirement so well.

()ample* 76s I understand your needs, you are first and foremost looking for someonewho can manage the sales and marketing of your ook pulishing division. 6s youvesaid you need someone with a strong ackground in trade ook sales. This is where Ivespent almost all of my career, so Ive chalked up 2D years of e;perience e;actly in thisarea. I elieve that I know the right contacts, methods, principles, and successfulmanagement techniues as well as any person can in our industry.9

7ou also need someone who can e;pand your ook distriution channels. In my priorpost, my innovative promotional ideas douled, then tripled, the numer of outlets sellingour ooks. Im confident I can do the same for you.9

7ou need someone to give a new shot in the arm to your mail order sales, someone whoknows how to sell in space and direct mail media. $ere, too, I elieve I have e;actly thee;perience you need. In the last five years, Ive increased our mail order ook sales fromMB>>,>>> to M5,D>>,>>>, and now were the countrys second leading marketer ofscientific and medical ooks y mail.9 (tc.# etc.# etc.#


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Fvery one of these selling 7couplets9 (his need matched y your ualifications! is atouchdown that runs up your score. IT is your est opportunity to outsell yourcompetition.

Question 8 Arent you o&er$ualified for this position%

TRAPS: The employer may e concerned that youll grow dissatisfied and leave.

A6S"ER: 6s with any ojection, dont view this as a sign of imminent defeat. Its aninvitation to teach the interviewer a new way to think aout this situation, seeingadvantages instead of drawacks.

()ample* 7I recogni)e the jo market for what it is L a marketplace. Aike anymarketplace, its suject to the laws of supply and demand. So Noverualified can e arelative term, depending on how tight the jo market is. 6nd right now, its very tight. Iunderstand and accept that.9

7I also elieve that there could e very positive enefits for oth of us in this match.9

7*ecause of my unusually strong e;perience in OOOOOOOOOOOOOOOO , I could start tocontriute right away, perhaps much faster than someone whod have to e rought alongmore slowly.9

7Theres also the value of all the training and years of e;perience that other companieshave invested tens of thousands of dollars to give me. oud e getting all the value ofthat without having to pay an e;tra dime for it. +ith someone who has yet to acuire thate;perience, hed have to gain it onyournicel.9

7I could also help you in many things they dont teach at the $arvard *usiness School.Hor e;ampleJ(how to hire, train, motivate, etc.! +hen it comes to knowing how towork well with people and getting the most out of them, theres just no sustitute forwhat you learn over many years of front#line e;perience. ou company would gain allthis, too.9

7Hrom my side, there are strong enefits, as well. 3ight now, I am unemployed. I wantto work, &ery much, and the position you have here is e;actly what I love to do and amest at. Ill e happy doing this work and thats what matters most to me, a lot more thatmoney or title.9

7"ost important, Im looking to make a long term commitment in my career now. Ivehad enough of jo#hunting and want a permanent spot at this point in my career. I alsoknow that if I perform this jo with e;cellence, other opportunities cannot help ut openup for me right here. In time, Ill find many other ways to help this company and in sodoing, help myself. I really am looking to make a long#term commitment.9


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virtues high on the list of e;actly what youre looking for, providing credile reason forwanting these ualities.

If you do not e;press genuine enthusiasm for the firm, its culture, location, industry, etc.,you may fail to answer this 76vis9 comple; ojection and, as a result, leave the

interviewer suspecting that a hot shot like you, coming from a Hortune @>> company in


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to do, where Id like to do itJand then identify those companies that could offer such anopportunity.9

76lso, in all honesty, you have to factor in the recession (consolidation, staili)ation, etc.!in the (anking, financial services, manufacturing, advertising, etc.! industry.9

7So etween my eing selective and the companies in our industry downsi)ing, theprocess has taken time. *ut in the end, Im convinced that when I do find the rightmatch, all that careful evaluation from oth sides of the desk will have een wellworthwhile for oth the company that hires me and myself.

Question 14 Tell me honestly about the strong points and wea points of your boss/company# management team# etc.05

TRAPS: Skillfull interviewers sometimes make it almost irresistile to open up and air alittle dirty laundry from your previous position. 4%


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This uestion is also intended to proe how well you accept criticism and direction.

A6S"ERS: *egin y emphasi)ing the e;tremely positive feedack youve gottenthroughout your career and (if its true! that your performance reviews have eenuniformly e;cellent.

%f course, no one is perfect and you always welcome suggestions on how to improveyour performance. Then, give an e;ample of a not#too#damaging learning e;periencefrom early in your career and relate the ways this lesson has since helped you. Thisdemonstrates that you learned from the e;perience and the lesson is now one of thestrongest reastplates in your suit of armor.

If you are pressed for a criticism from a recentposition, choose something fairly trivialthat in no way is essential to your successful performance. 6dd that youve learned fromthis, too, and over the past several years&months, its no longer an area of concern ecauseyou now make it a regular practice toJetc.

6nother way to answer this uestion would e to descrie your intention to roaden yourmaster of an area of growing importance in your field. Hor e;ample, this might e acomputer program youve een meaning to sit down and learnJ a new managementtechniue youve read aoutJor perhaps attending a seminar on some cutting#edgeranch of your profession.

6gain, the key is to focus on something not essentialto your rilliant performance utwhich adds yet another dimension to your already impressive knowledge ase.

Question 17 What are your outside interests%

TRAPS: ou want to e a well#rounded, not a drone. *ut your potential employerwould e even more turned off if he suspects that your heavy e;tracurricular load willinterfere with your commitment to your work duties.

A6S"ERS: Try to gauge how this companys culture would look upon your favoriteoutside activities and e guided accordingly.

ou can also use this uestion to shatter any stereotypes that could limit your chances. Ifyoure over @>, for e;ample, descrie your activities that demonstrate physical stamina.If youre young, mention an activity that connotes wisdom and institutional trust, such as

serving on the oard of a popular charity.

*ut aove all, rememer that your employer is hiring your for what you can do for him,not your family, yourself or outside organi)ations, no matter how admirale thoseactivities may e.


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Question 18 The 21atal 1law- $uestion

TRAPS: If an interviewer has read your resume carefully, he may try to )ero in on a7fatal flaw9 of your candidacy, perhaps that you dont have a college degreeJyouveeen out of the jo market for some timeJyou never earned your G6, etc.

6 fatal flaw uestion can e deadly, ut usually only if you respond y eing overlydefensive.

A6S"ERS: 6s every master salesperson knows, you will encounter ojections(whether stated or merely thought! in e&ery sale. Theyre part and parcel of the uyersan;iety. The key is not to e)acerbatethe uyers an;iety ut diminishit. $eres howJ

+henever you come up against a fatal flaw uestion:

2. *e completely honest, open and straightforward aout admitting the

shortcoming. (Showing you have nothing to hide diminishes the uyersan;iety.!5. 4o notapologi)e or try to e;plain it away. ou know that this supposed flaw

is nothing to e concerned aout, and this is the attitude you want yourinterviewer to adopt as well.

=. 6dd that as desirale as such a ualification might e, its lack has made youwork all the harder throughout your career and has not prevented you fromcompiling an outstanding tack record of achievements. ou might even givee;amples of how, through a relentless commitment to e;cellence, you haveconsistently outperformed those who do have this ualification.

%f course, the ultimate way to handle 7fatal flaw9 uestions is to pre&ent them fromarising in the first place. ou will do that y following the master strategy descried in1uestion 2, i.e., uncovering the employers needs and them matching your ualificationsto those needs.

%nce youve gotten the employer to start talking aout his most urgently#felt wants andgoals for the position, and then help him see in step#y#step fashion how perfectly yourackground and achievements match up with those needs, youre going to have one veryenthusiastic interviewer on your hands, one who is no longer looking for 7fatal flaws9.

Question 19 4ow do you feel about reporting to a younger person /minority#woman# etc0%

TRAPS: Its a shame that some interviewers feel the need to ask this uestion, ut manyunderstand the reality that prejudices still e;ist among some jo candidates, and its etterto try to flush them out eforehand.


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The trap here is that in todays politically sensiti)ed environment, even a well"intentionedanswer can result in planting your foot neatly in your mouth. 6void anything whichsmacks of a patroni)ing or an insensitive attitude, such as 7I think they make terrificosses9 or 7$ey, some of my est friends areJ9

%f course, since almost anyone with an I1 aove room temperature will at least try tosteadfastly affirm the right answer here, your interviewer will e judging your sinceritymost of all. 2+o you really feel that way%-is what he or she will e wondering.

So you must make your answer elievale and not just automatic. If the firm is wiseenough to have promoted peopled on the asis of aility alone, theyre likely uite proudof it, and prefer to hire others who will wholeheartedly share their strong sense of fairplay.

A6S"ER: ou greatly admire a company that hires and promotes on merit alone andyou couldnt agree more with that philosophy. The age (gender, race, etc.! of the person

you report to would certainlymake no difference to you.

+hoever has that position has oviously earned it and knows their jo well. *oth theperson and the position are fully deserving of respect. ou elieve that all people in acompany, from the receptionist to the Ghairman, work est when their ailities, effortsand feelings are respected and rewarded fairly, and that includes you. Thats the est typeof work environment you can hope to find.

Question 20 8n confidential matters5

TRAPS: +hen an interviewer presses you to reveal confidential information aout a

present or former employer, you may feel its a no#win situation. If you cooperate, youcould e judged untrustworthy. If you dont, you may irritate the interviewer and seemostinate, uncooperative or overly suspicious.

A6S"ER: our interviewer may press you for this information for two reasons.

Hirst, many companies use interviews to research the competition. Its a perfect set#up.$ere in their own lair, is an insider from the enemy camp who can reveal pri)edinformation on the competitions plans, research, financial condition, etc.

Second, the company may e testing your integrity to see if you can e cajoled or ullied

into revealing confidential data.

+hat to do8 The answer here is easy. 6e&erreveal anything truly confidential aout apresent or former employer. *y all means, e;plain your reticence diplomatically. Hore;ample, 7I certainly want to e as open as I can aout that. *ut I also wish to respect therights of those who have trusted me with their most sensitive information, just as youwould hope to e ale to trust any of your key people when talking with a competitorJ9


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6nd certainly you can allude to your finest achievements in specific ways that dontreveal the comination to the company safe.

*ut e guided y the golden rule. If you were the owner of your present company, wouldyou feel it ethically wrong for the information to e given to your competitors8 If so,

steadfastly refuse to reveal it.

3ememer that this uestion pits your desire to e cooperative against your integrity.Haced with any such choice, always choose integrity. It is a far more valualecommodity than whatever information the company may pry from you. "oreover, onceyou surrender the information, your stock goes down. They will surely lose respect foryou.

%ne resident we know always presses candidates unmercifully for confidentialinformation. If he doesnt get it, he grows visily annoyed, relentlessly inuisitive, Itsall an act. $e couldnt care less aout the information. This is his way of testing the

candidates moral fier. %nly those who hold fast are hired.

Question 21 Would you lie for the company%

TRAPS: This another uestion that pits two values against one another, in this caseloyalty against integrity.

A6S"ER: Try to avoid choosing etween two values, giving a positive statementwhich covers all ases instead.

()ample* 7I would never do anything to hurt the company..9

If aggressively pressed to choose etween two competing values, always choose personalintegrity. It is the most pri)ed of all values.

Question 22 Looing bac# what would you do differently in your life%

TRAPS: This uestion is usually asked to uncover any life#influencing mistakes, regrets,disappointments or prolems that may continue to affect your personality andperformance.

ou do not want to give the interviewer anything negative to rememer you y, such as

some great personal or career disappointment, even long ago, that you wish could haveeen avoided.


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7If anyone or anything is going off track, I want to know aout it early. If, after that kindof open communication and follow up, someone isnt getting the jo done, Ill want toknow why. If theres no good reason, then Ill get impatient and angryJand takeappropriate steps from there. *ut if you hire good people, motivate them to strive fore;cellence and then follow up constantly, it almost never gets to that state.9

If you are feisty by nature and:or the position calls for a tough straw boss.

7ou know what makes me angry8 eople who (the fill in the lanks with the mostojectionale traits for this type of position!Jpeople who dont pull their own weight,who are negative, people who lieJetc.9

Question 26 Why arent you earning more money at this stage of your career%

TRAPS: ou dont want to give the impression that money is not important to you, yetyou want to e;plain why your salary may e a little elow industry standards.

A6S"ER: ou like to make money, ut other factors are even more important.

()ample* 7"aking money is very important to me, and one reason Im here is ecauseIm looking to make more. Throughout my career, whats een even more important tome is doing work I really like to do at the kind of company I like and respect.

(Then e prepared to e specific aout what your ideal position and company would elike, matching them as closely as possile to the opportunity at hand.

Question 27 Who has inspired you in your life and why%

TRAPS: The two traps here are unpreparedness and irrelevance. If you grope for ananswer, it seems youve never een inspired. If you ramle aout your high schoolasketall coach, youve wasted an opportunity to present ualities of great value to thecompany.

A6S"ER: $ave a few heroes in mind, from your mental 7*oard of 4irectors9 LAeaders in your industry, from history or anyone else who has een your mentor.

*e prepared to give e;amples of how their words, actions or teachings have helpedinspire your achievements. 6s always, prepare an answer which highlights ualities that

would e highly valuale in the position you are seeking.


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Question 28 What was the toughest decision you e&er had to mae%

TRAPS: -iving an unprepared or irrelevant answer.

A6S"ER: *e prepared with a good e;ample, e;plaining why the decision was

difficultJthe process you followed in reaching itJthe courageous or effective way youcarried it outJand the eneficial results.

Question 29 Tell me about the most boring job you&e e&er had.

TRAPS: ou give a very memorale description of a very oring jo. 3esult8 ouecome associated with this oring jo in the interviewers mind.

A6S"ER: ou have never allowed yourself to grow ored with a jo and you cantunderstand it when others let themselves fall into that rut.

()ample* 2erhaps Ive een fortunate, ut that Ive never found myself ored with anyjo I have ever held. Ive always enjoyed hard work. 6s with actors who feel there areno small parts, I also elieve that in every company or department there are e;citingchallenges and intriguing prolems crying out for energetic and enthusiastic solutions. Ifyoure ored, its proaly ecause youre not challenging yourself to tackle thoseprolems right under your nose.9

Question 30 4a&e you been absent from wor more than a few days in any pre&iousposition%

TRAPS: If youve had a prolem, you cant lie. ou could easily e found out. et

admitting an attendance prolem could raise many flags.

A6S"ER: If you have had no prolem, emphasi)e your e;cellent and consistentattendance record throughout your career.

6lso descrie how important you elieve such consistent attendance is for a keye;ecutiveJwhy its up to you to set an e;ample of dedicationJand why theres just nosustitute for eing there with your people to keep the operation running smoothly,answer uestions and handle prolems and crises as they arise.

If you dohave a past attendance prolem, you want to minimi)e it, making it clear that it

was an e;ceptional circumstance and that its cause has een corrected.

To do this, give the same answer as aove ut preface it with something like, 7%ther thateing out last year (or whenever! ecause of (your reason, which is now in the past!, Ihave never had a prolem and have enjoyed an e;cellent attendance record throughoutmy career. Hurthermore, I elieve, consistent attendance is important ecauseJ9 (ickup the rest of the answer as outlined aove.!.


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Question 31 What changes would you mae if you came on board%

TRAPS: +atch outQ This uestion can derail your candidacy faster than a om on thetracks L andjust as you are about to be hired.

;eason*


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strengths. Since you already know how to do this from 1uestion 2, you are in a muchstronger position.

"ore specifically, when the interviewer poses as ojection like this, you shouldJ

2. 6gree on the importance of this ualification.5. F;plain that your strength may e indeed e greater than your resumeindicates ecauseJ

=. +hen this strength is added to your other strengths, its really yourcombinationof ualifications thats most important.

Then review the areas of your greatest strengths that match up most favoraly with thecompanys most urgently#felt wants and needs.

This is powerful way to handle this uestion for two reasons. Hirst, youre giving your

interviewer more ammunition in the area of his concern. *ut more importantly, youreshifting his focus away from this one, isolated area and putting it on the uni$uecombination of strengths you offer, strengths which tie in perfectly with his greatestwants.

Question 33 4ow do you feel about woring nights and weeends%

TRAPS: *lurt out 7no way, Pose9 and you can kiss the jo offer goodye. *ut what ifyou have a family and want to work a reasonaly normal schedule8 Is there a way to getoth the jo and the schedule you want8

A6S"ER: Hirst, if youre a confirmed workaholic, this uestion is a softall lo.+hack it out of the park on the first swing y saying this kind of schedule is just yourstyle. 6dd that your family understands it. Indeed, theyre happy for you, as they knowyou get your greatest satisfaction from your work.

If however, you prefer a more alanced lifestyle, answer this uestion with another:7Whats the norm for your best people here%9

If the hours still sound unrealistic for you, ask, 74o you have any top people whoperform e;ceptionally for you, ut who also have families and like to get home in time tosee them at night89 Ghances are this company does, and this associates you with this

other 7top#performers#who#leave#not#later#than#si;9 group.

4epending on the answer, e honest aout how you would fit into the picture. If all thosee;tra hours make you uncomfortale, say so, ut phrase your response positively.

()ample* 7I love my work and do it e;ceptionally well. I think the results speak forthemselves, especially in J(mention your two or three ualifications of greater interestto the employer. 3ememer, this is what he wants most, not a workaholic with wea


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credentials!.


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Question 35 +o you ha&e the stomach to fire people% 4a&e you had e)periencefiring many people%

TRAPS: This 7innocent9 uestion could e a trap door which sends you down a chuteand lands you in a heap of dust outside the front door. +hy8 *ecause its real intent is

not just to see if youve got the stomach to fire, ut also to uncover poor judgment inhiringwhich has caused you to fire so many. 6lso, if you fire so often, you could e atyrant.

So dont rise to the ait y oasting how many youve fired, unless youve prepared toe;plain why it was eyond your control, and not the result of your poor hiring proceduresor foul temperament.

A6S"ER: 4escrie the rational and sensile management process you follow in othhiring and firing.

()ample* 7"y whole management approach is to hire the est people I can find, trainthem thoroughly and well, get them e;cited and proud to e part of our team, and thenwork with them to achieve our goals together. If you do all of that right, especially hiringthe right people, Ive found you dont have to fire very often.

7So with me, firing is a last resort. *ut when its got to e done, its got to e done, andthe faster and cleaner, the etter. 6 poor employee can wreak terrile damage inundermining the morale of an entire team of good people. +hen theres no other way,Ive found its etter for all concerned to act decisively in getting rid of offenders whowont change their ways.9

Question 36 Why ha&e you had so many jobs%

TRAPS: our interviewer fears you may leave this position uickly, as you have others.$es concerned you may e unstale, or a 7prolem person9 who cant get along withothers.

A6S"ER: Hirst, efore you even get to the interview stage, you should try to minimi)eyour image as jo hopper. If there are several entries on your resume of less than oneyear, consider eliminating the less important ones. erhaps you can specify the time youspent at previous positions in rounded yearsnot in months and years.

()ample* Instead of showing three positions this way:

B&2ED5 L =&2ED=, osition 6R?&2ED= L 25&2ED=, osition *R2&2ED? L D&2EDC, osition GR

Jit would e etter to show simply:


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2ED5 L 2ED=, osition 6R2ED? L 2EDC osition G.

In other words, you would drop osition * altogether.


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Question 40 What would you do if a fellow e)ecuti&e on your own corporate le&elwasnt pulling his:her weight5and this was hurting your department%

TRAPS: This uestion and other hypothetical ones test your sense of human relationsand how you might handle office politics.

A6S"ER: Try to gauge the political style of the firm and e guided accordingly. Ingeneral, fall ack on universal principles of effective human relations L which in the end,emody the way you would like to e treated in a similar circumstance.

()ample* 7-ood human relations would call for me to go directly to the person ande;plain the situation, to try to enlist his help in a constructive, positive solution. If Isensed resistance, I would e as persuasive as I know how to e;plain the enefits we canall gain from working together, and the prolems we, the company and our customerswill e;perience if we dont.9

P7SSI,E 877"-9P 49ESTI76: 6nd what would you do if he still did notchange his ways8

A6S"ER: 7%ne thing I wouldnt do is let the prolem slide, ecause it would only getworse and overlooking it would set a ad precedent. I would try again and again andagain, in whatever way I could, to solve the prolem, involving wider and wider circlesof people, oth aove and elow the offending e;ecutive and including my own oss ifnecessary, so that everyone involved can see the rewards for teamwork and thedrawacks of non#cooperation.9

7I might add that Ive never yet come across a situation that couldnt e resolved y

harnessing others in a determined, constructive effort.9

Question 41 ou&e been with your firm a long time. Wont it be hard switching toa new company%

TRAPS: our interviewer is worried that this old dog will find it hard to learn newtricks.

A6S"ER: To overcome this ojection, you must point to the many ways you havegrown and adapted to changing conditions at your present firm. It has noteen a staticsituation. $ighlight the different responsiilities youve held, the wide array of new

situations youve faced and conuered.

6s a result, youve learned to adapt uickly to whatever is thrown at you, and you thriveon the stimulation of new challenges.

To further assure the interviewer, descrie the similarities etween the new position andyour prior one. F;plain that you should e uite comfortale working there, since theirneeds and your skills make a perfect match.


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Question 42 =ay I contact your present employer for a reference%

TRAPS: If youre trying to keep your jo search private, this is the last thing you want.*ut if you dont cooperate, wont you seem as if youre trying to hide something8

A6S"ER: F;press your concern that youd like to keep your jo search private, utthat in time, it will e perfectly okay.

()ample* 7"y present employer is not aware of my jo search and, for ovious reasonsRId prefer to keep it that way. Id e most appreciative if we kept our discussionconfidential right now. %f course, when we oth agree the time is right, then y allmeans you should contact them. Im very proud of my record there.

Question 43 >i&e me an e)ample of your creati&ity /analytical sill5managingability# etc.0

TRAPS: The worst offense here is simply eing unprepared. our hesitation may seemas if youre having a hard time rememering the last time you were creative, analytical,etc.

A6S"ER: 3ememer from 1uestion 5 that you should commit to memory a list ofyour greatest and most recent achievements, ever ready on the tip of your tongue.

If you have such a list, its easy to present any of your achievements in light of the ualitythe interviewer is asking aout. Hor e;ample, the smashing success you orchestrated atlast years trade show could e used as an e;ample of creativity, or analytical aility, oryour aility to manage.

Question 44 Where could you use some impro&ement%

TRAPS: 6nother tricky way to get you to admit weaknesses. 4ont fall for it.

A6S"ER: /eep this answer, like all your answers, positive. 6 good way to answer thisuestion is to identify a cutting#edge ranch of your profession (one thats not essential toyour employers needs! as an area youre very e;cited aout and want to e;plore morefully over the ne;t si; months.

Question 45 What do you worry about%

TRAPS: 6dmit to worrying and you could sound like a loser. Saying you never worrydoesnt sound credile.

A6S"ER: 3edefine the word Nworry so that it does not reflect negatively on you.


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()ample* 7I wouldnt call it worry, ut I am a strongly goal#oriented person. So I keepturning over in my mind anything that seems to e keeping me from achieving thosegoals, until I find a solution. Thats part of my tenacity, I suppose.9

Question 46 4ow many hours a wee do you normally wor%

TRAPS: ou dont want to give a specific numer. "ake it to low, and you may notmeasure up. Too high, and youll forever feel guilty aout sneaking out the door at @:2@.

A6S"ER: If you are in fact a woraholic and you sense this company would lie that*Say you are a confirmed workaholic, that you often work nights and weekends. ourfamily accepts this ecause it makes you fulfilled.

If you are not a woraholic* Say you have always worked hard and put in long hours. Itgoes with the territory. It one sense, its hard to keep track of the hours ecause yourwork is a laor of love, you enjoy nothing more than solving prolems. So youre almost

alwaysthinking aout your work, including times when youre home, while shaving inthe morning, while commuting, etc.

Question 47 Whats the most difficult part of being a /job title0%

TRAPS: 0nless you phrase your answer properly, your interviewer may conclude thatwhatever you identify as 7difficult9 is where you are weak.

A6S"ER: Hirst, redefine 7difficult9 to e 7challenging9 which is more positive. Then,identify an area everyone in your profession considers challenging and in which youe;cel. 4escrie the process you follow that enales you to get splendid resultsJand e

specific aout those results.

()ample* 7I think every sales manager finds it challenging to motivate the troops in arecession. *ut thats proaly the strongest test of a top sales manager. I feel this is onearea where I e;cel.9

7+hen I see the first sign that sales may slip or that sales force motivation is flaggingecause of a downturn in the economy, heres the plan I put into action immediatelyJ9(followed y a description of each step in the processJand most importantly# thee;ceptional results youve achieved.!.

Question 48 The 24ypothetical ?roblem-

TRAPS: Sometimes an interviewer will descrie a difficult situation and ask, 24owwould you handle this%- Since it is virtually impossile to have all the facts in front ofyou from such a short presentation, dont fall into the trap of trying to solve this prolemand giving your verdict on the spot. It will make your decision#making process seemwoefully inadeuate.


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A6S"ER: Instead, descrie the rational, methodical process you would follow inanaly)ing this prolem, who you would consult with, generating possile solutions,choosing the est course of action, and monitoring the results.

3ememer, in all such, 2What would you do%- uestions, always descrie your process

or woring methods#and youll never go wrong.

Question 49 What was the toughest challenge you&e e&er faced%

TRAPS: *eing unprepared or citing an e;ample from so early in your life that it doesntscore many points for you at this stage of your career.

A6S"ER: This is an easy uestion if youre prepared. $ave a recent e;ample readythat demonstrates either:

2. 6 uality most important to the jo at handR or

5. 6 uality that is alwaysin demand, such as leadership, initiative, managerial skill,persuasiveness, courage, persistence, intelligence, etc.

Question 50 4a&e you consider starting your own business%

TRAPS: If you say 7yes9 and elaorate enthusiastically, you could e perceived as aloose cannon in a larger company, too entrepreneurial to make a good team playerJorsomeone who had to settle for the corporate life ecause you couldnt make a go of yourown usiness.

6lso too much enthusiasm in answering 7yes9 could rouse the paranoia of a small

company indicating that you may plan to go out on your own soon, perhaps taking somekey accounts or trade secrets with you.

%n the other hand, if you answer 7no, never9 you could e perceived as a security#minded drone who never dreamed a ig dream.

A6S"ER: 6gain its est to:

2. -auge this companys corporate culture efore answering andJ5. *e honest (which doesnt mean you have to vividly share your fantasy of the

franchise or ed#and#reakfast you someday plan to open!.

In general, if the corporate culture is that of a large, formal, military#style structure,minimi)e any indication that youd love to have your own usiness. ou might say, 7%h,I may have given it a thought once or twice, ut my whole career has een in largerorgani)ations. Thats where I have e;celled and where I want to e.9

If the corporate culture is closer to the free#wheeling, everyodys#a#deal#maker variety,then emphasi)e that in a firm like this, you can virtually get the est of all worlds, the


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e;citement of seeing your own ideas and plans take shapeJcomined with the resourcesand staility of a well#estalished organi)ation. Sounds like the perfect environment toyou.

In any case, no matter what the corporate culture, e sure to indicate that any desires

aout running your own show are part of yourpast, not your present or future.

The last thing you want to project is an image of either a dreamer who failed and is nowsettling for the corporate cocoonJor the restless maverick who will fly out the door withkey accounts, contacts and trade secrets under his arms just as soon as his ankroll hasgotten reuilt.

6lways rememer: "atch what you want with what the position offers. The moreinformation youve uncovered aout the position, the more elievale you can make yourcase.

Question 51 What are your goals%

TRAPS:


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5. +ill the person do the work (motivation!8

=. +ill the person fit in (7our kind of team player9!8

Question 53 !ell me this stapler5/this pencil5this cloc5or some other object on

inter&iewers des0.

TRAPS: Some interviewers, especially usiness owners and hard#changing e;ecutivesin marketing#driven companies, feel that good salesmanship is essential for any keyposition and ask for an instant demonstration of your skill. *e ready.

A6S"ER: %f course, you already know the most important secret of all greatsalesmanship L 7find out what people want# then show them how to get it.-

If your interviewer picks up his stapler and asks, 7sell this to me,9 you are going todemonstrate this proven master principle. 4eres how*

7+ell, a good salesman must know oth his product and his prospect efore he sellsanything. If I were selling this, Id first get to know everything I could aout it, all itsfeatures and enefits.9

7Then, if my goal were to sell it you, I would do some research on how you might use afine stapler like this. The est way to do that is y asking some uestions. "ay I ask youa few uestions89

Then ask a few uestions such as, 7Pust out of curiosity, if you didnt already have astapler like this, why would you want one8 6nd in addition to that8 6ny other reason8

6nything else89

76nd would you want such a stapler to e reliale8...$old a good supply of staples89(6sk more uestions that point to the features this stapler has.!

%nce youve asked these uestions, make your presentation citing all the features andenefits of this stapler and why its e;actly what the interviewer just told you heslooking for.

Then close with, 7Pust out of curiosity, what would you consider a reasonale price for auality stapler like thisJa stapler you could have right nowand would (then repeat all

the prolems the stapler would solve for him!8 +hatever he says, (unless its )ero!, say,7%kay, weve got a deal.9


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wastes everyones time if we try to force it on those who dont. 6nd I certainly wouldntwant to waste your time. *ut we sell many items. Is there anyproduct on this desk youwould very much like to ownJjust one item89 +hen he points something out, repeat theprocess aove. If he knows anything aout selling, he may give you a standing ovation.

Question 54 2The !alary @uestion- , 4ow much money do you want%

TRAPS: "ay also e phrases as, 2What salary are you worth%-Jor, 24ow much areyou maing now%- This is your most important negotiation. $andle it wrong and youcan low the jo offer or go to work at far less than you might have gotten.

A6S"ER: Hor ma;imum salary negotiating power, rememer these five guidelines:

2. #5@KM pay oost when they switch jos. If youregrossly underpaid, you may want more.

@. K more to your present7cash#only9 salary.

Question 55 The Illegal @uestion

TRAPS: Illegal uestions include any regarding your ageJnumer and ages of yourchildren or other dependentsJmarital statusJmaiden nameJreligionJpoliticalaffiliationJancestryJnational originJirthplaceJnaturali)ation of your parents,


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our interviewer wonders, 7Is this person really ale to handle the jo89J9Is he or she aNgood fit at a place like ours89J9+ill the chemistry ever e right with someone likethis89 *ut the interviewer never raises such uestions ecause theyre illegal. So whatcan you do8

A6S"ER: 3ememer that just ecause the interviewer doesnt ask an illegal uestiondoesnt mean he doesnt have it. "ore than likely, he is going to come up with his ownanswer. So you might as well help him out.

$ow8 +ell, you oviously cant respond to an illegal uestion if he hasnt even asked.This may well offend him. 6nd theres always the chance he wasnt even concernedaout the issue until you rought it up, and only then egins to wonder.

So you cant address 7secret9 illegal uestions head"on. *ut what you can do is makesure theres enough counterbalancing information to more than reassure him that theresno prolem in the area he maye doutful aout.

Hor e;ample, lets say youre a sales rep who had polio as a child and you need a cane towalk. ou know your condition has never impeded your performance, yet youreconcerned that your interviewer may secretly e wondering aout your stamina or ailityto travel. +ell, make sure that you hit these ailities very hard, leaving no dout aoutyour capacity to handle them well.

So, too, if youre in any different from what passes for 7normal9. "ake sure, without inany way seeming defensi&eaout yourself that you mention strengths, accomplishments,preferences and affiliations that strongly counteralance any unspoken concern yourinterviewer may have.

Question 57 What was the toughest part of your last job%

TRAPS: This is slightly different from the uestion raised earlier, 2Whats the mostdifficult part of being a /job title50-ecause this asks what youpersonally have foundmost difficult in your last position. This uestion is more difficult to redefine intosomething positive. our interviewer will assume that whatever you found toughest maygive you a prolem in your new position.

A6S"ER: State that there was nothing in your prior position that you found overlydifficult, and let your answer go at that. If pressed to e;pand your answer, you could

descrie the aspects of the position you enjoyedmore than others, making sure that youe;press ma;imum enjoyment for those tasks most important to the open position, and youenjoyed least those tasks that are unimportant to the position at hand.


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Question 58 4ow do you define success5and how do you measure up to your owndefinition%

TRAPS: Seems like an ovious enough uestion. et many e;ecutives, unprepared forit, fumle the all.

A6S"ER: -ive a well#accepted definition of success that leads right into your ownstellar collection of achievements.

()ample* 7The est definition Ive come across is that success is the progressivereali)ation of a worthy goal.9

76s to how I would measure up to that definition, I would consider myself othsuccessful and fortunateJ9(Then summari)e your career goals and how yourachievements have indeed represented a progressive path toward reali)ation of yourgoals.!

Question 59 2The 8pinion @uestion- , What do you thin about 5Abortion5The?resident5The +eath ?enalty5/or any other contro&ersial subject0%

TRAPS: %viously, these and other 7opinion9 uestions should never e asked.Sometimes they come up over a comination dinner&interview when the interviewer hashad a drink or two, is feeling rela;ed, and is spouting off aout something that uggedhim in todays news. If you give your opinion and its the opposite of his, you wontchange his opinions, ut you could easily lose the jo offer.

A6S"ER: In all of these instances, just rememer the tale aout student and the wise

old rai. The scene is a seminary, where an overly serious student is pressing the raito answer the ultimate uestions of suffering, life and death. *ut no matter how hard hepresses, the wise old rai will only answer each difficult uestion with a uestion of hisown.

In e;asperation, the seminary student demands, 2Why# rabbi# do you always answer a$uestion with another $uestion%- To which the rai responds, 2And why not%-

If you are ever uncomfortale with any uestion, asking a uestion in return is thegreatest escape hatch ever invented. It throws the onus ack on the other person,sidetracks the discussion from going into an area of risk to you, and gives you time to

think of your answer or, even etter,your ne)t $uestion3

In response to any of the 7opinion9 uestions cited aove, merely responding, 2Why doyou as%-will usually e enough to dissipate any pressure to give your opinion. *ut ifyour interviewer again presses you for an opinion, you can ask another uestion.

%r you could assert a generality that almost everyone would agree with. Hor e;ample, ifyour interviewer is complaining aout politicians then suddenly turns to you and asks if


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youre a 3epulican or 4emocrat, you could respond y saying, 76ctually, Im finding ithard to find any politicians I like these days.9

(%f course, your est uestion of all may e whether you want to work for someoneopinionated.!

Question 60 If you won BCD million lottery# would you still wor%

TRAPS: our totally honest response might e, 24ell# no# are you serious%- Thatmight e so, ut any answer which shows you as fleeing work if given the chance couldmake you seem la)y. %n the other hand, if you answer, 28h# Id want to eep doinge)actly what I am doing# only doing it for your firm#- you could easily inspire yourinterviewer to silently mutter to himself, 2eah# sure. >imme a brea.-

A6S"ER: This type of uestion is aimed at getting at your edrock attitude aout workand how you feel aout what you do. our est answer will focus on your positive

feelings.

()ample* 76fter I floated down from cloud nine, I think I would still hold my asicelief that achievement and purposeful work are essential to a happy, productive life.6fter all, if money alone ought happiness, then all rich people would e all happy, andthats not true.

7I love the work I do, and I think Id always want to e involved in my career in somefashion. +inning the lottery would make it more fun ecause it would mean having morefle;iility, more options...who knows89

7%f course, since I cant count on winning, Id just as soon create my own destiny ysticking with whats worked for me, meaning good old reliale hard work and a desire toachieve. I think those ualities have uilt many more fortunes that all the lotteries puttogether.9

Question 61 Looing bac on your last position# ha&e you done your best wor%

TRAPS: Tricky uestion. 6nswer 2absolutely-and it can seem like your est work isehind you. 6nswer, 2no# my best wor is ahead of me#-and it can seem as if you didntgive it your all.

A6S"ER: To cover oth possile paths this uestion can take, your answer should statethat you always try to do your est, and the est of your career is right now. Aike anathlete at the top of his game, you are just hitting your career stride thanks to severalfactors. Then, recap those factors, highlighting your strongest ualifications.


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Question 62 Why should I hire you from the outside when I could promote someonefrom within%

TRAPS: This uestion isnt as aggressive as it sounds. It represents the interviewersown dilemma over this common prolem. $es proaly leaning toward you already and

for reassurance, wants to hear what you have to say on the matter.

A6S"ER: $elp him see the ualifications that onlyyou can offer.

()ample* 7In general, I think its a good policy to hire from within L to look outsideproaly means youre not completely comfortale choosing someone from inside.

7


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CHAPTER-III

1uestions to ask the $3

+hat kinds of assignments might I e;pect the first si; months on the jo8

$ow often are performance reviews given8

lease descrie the duties of the jo for me.

+hat products (or services! are in the development stage now8

4o you have plans for e;pansion8

+hat are your growth projections for ne;t year8

$ave you cut your staff in the last three years8

6re salary adjustments geared to the cost of living or jo performance8

4oes your company encourage further education8

$ow do you feel aout creativity and individuality8

4o you offer fle;time8

+hat is the usual promotional time frame8

4oes your company offer either single or dual career#track programs8

+hat do you like est aout your jo&company8 %nce the proation period is completed, how much authority will I have over

decisions8

$as there een much turnover in this jo area8

4o you fill positions from the outside or promote from within first8

Is your company environmentally conscious8 In what ways8
http://www.addthis.com/bookmark.php


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In what ways is a career with your company etter than one with your

competitors8

Is this a new position or am I replacing someone8

+hat is the largest single prolem facing your staff (department! now8

"ay I talk with the last person who held this position8

+hat ualities are you looking for in the candidate who fills this position8

+hat skills are especially important for someone in this position8

+hat characteristics do the achievers in this company seem to share8

+ho was the last person that filled this position, what made them successful at it,

where are they today, and how may I contact them8

Is there a lot of team&project work8

+ill I have the opportunity to work on special projects8

+here does this position fit into the organi)ational structure8

$ow much travel, if any, is involved in this position8

+hat is the ne;t course of action8 +hen should I e;pect to hear from you or

should I contact you8


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CHAPTER-I

Dress Ti$s

$ere are some asic dresses for success tips:

3esearch how people in a particular field&organi)ation dress and then dress

accordingly. If youre not sure what the dress code is, dress conservatively.

Gonservative formal dress consists of a suit (gray, navy, or lack! with a nice

dress shirt&louse. Shoes should e dark and well#shined. +omen can also wear atailored dress with or without a jacket. umps with low to medium heels are est.

*usiness casual is a more rela;ed look for oth men and women. Gasual interview

wear can consist of a sports coat or jacket with pants or a skirt in an attractivecontrasting color. Think:


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CHAPPTER ;

T7P 2< HR I6TERIE" MISTA0ES

Hamiliari)e yourself with the list that follows so that you know which actions are

inappropriate, what comments to avoid, and what not to forget. ou'll e glad you didit

could mean the difference etween getting hired and getting passed over.

2. Showing u$ ate' *e sure to allow yourself ample time to get to your interview. *e

sure to factor in une;pected circumstances, such as train delays or heavy traffic.

If you know you're going to e late, get to a phone at all costs so you can let

your interviewer know.

5. ,eing un$re$ared to descri%e !our e)$eriences' 6n interview is a testand

you should never walk into a test unprepared. Take some time to prepare your

success stories, and think aout how you would handle the uestions your

interviewer might ask. ractice descriing your e;periences out loud or conduct

practice interviews with friends.

=. Answering 5uestions with on! a yes or =no'= our interviewer needs to

get to know you, and he will e unale to do that if you don't volunteerinformation aout yourself. *e sure to support your answers with stories and

e;amples.

?. 8idgeting' If you are tapping your foot, playing with a racelet on your

wrist, or constantly shifting in your seat, you won't look professional. 6nd if

you don't look professional, you won't get hired.

@. S$eaking too 5uick!' ou may want to get in a lot of information, ut you don't

want to speak so fast that your inter viewer can't understand you. Take a deepreath efore you egin answering uestions and slow down. Gonduct a practice

interview with a friend to make sure that your speaking voice is steady and even.

B. Avoiding e!e contact' If you avoid making eye contact, you will e unale to

estalish a personal connection with your interviewer. ou should e attentive

and engaged in what your interviewer is saying.


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C. 6ot researching the com$an!' 1: +hat do you know aout our firm8 6:

0h. .. not much. 6nswers like this will not get you hired. Similarly, when

your interviewer asks if you have any uestions, you don't want to answer

with, eah. +hat e;actly does this company do8

>' !ing' 4on't lie aout or emellish your jo e;periences or academic record. our

interviewer is going to check these things out. If an interviewer catches you lying, you

won't e hired. If your employer finds out aout your misrepresentation after you've

een hired, you will e fired.

E. 6ot answering the 5uestion asked' ou want to use your success stories in the

interview, ut you should e careful to always answer the uestion eing asked.

4on't e so intent on launching into a story that you avoid the uestion altogether

your interviewer will notice.

2>. Reveaing too much' our interviewer is neither your est friend nor your

therapist. She wants to learn aout the skills and ualities you will ring to a jo.

She does not want to hear aout your personal life or prolems.

11' 6ot =seing= !ourse& when !ou answer 5uestions'

ou should answer uestions in a way that rings out the ualities that wil l serve

you on the jo. If you are asked how your est friend would descrie you, don't

say, She thinks I'm a fun person and that I have great fashion sense.

Instead, say something like, I think my est friend would descrie me as loyal

and dependale. eople always knowthat they can count on me.

25. S$eaking $oor! o& or %eitting $ast ?o% e)$eriences'

4isparaging other employers or jos will make you sound unprofessional,

negative, and hostile. 6nd it will make the interviewer wonder what you would say

aout her company to others. Try to focus on what you learned from other jos.

2=. Dressing too casua!' our interviewer wants to hire a responsile

professional. "ake sure you look like one.

2?. 6ot asking an! 5uestions a%out the com$an!' *y asking some good uestions,

you will prove that you are very interested in the joand that you were

motivated enough to research the position and the company.

2@. 8orgetting to send a thank-!ou note' 4emonstrate your professionalism and


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of your accomplishments, ut make sure you don't cut the interviewer off or

preclude her from asking uestions. She has limited time to speak with you.

5@. Hree)ing up. 3ela;Q It's only an interview. If you're well prepared, you should feel

confident and stress#free. Smile and e yourself. our interviewer wants to hire aperson, not a root.


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CHAPTER ;I

Common HR Interview 4uestions to Consider

C7MM76 I6TERIE" 49ESTI76S T7 C76SIDER

It's impossile to predict or anticipate all the uestions that an interviewer will ask.

$owever, it helps to get a sense of the range of uestions that might e asked. *elow is a list

that includes some uestions that have already een addressed in these pages, along with

uite a few more that are worth considering. These are some of the most common

uestions asked in interviews. Fven if these uestions don't come up in your interview, it is

a valuale e;ercise to think aout how you might answer them.

If you're stumped, ask a friend to help you. Sometimes it's difficult to pinpoint your own

good ualities. 6n outside point of view is often the est way to gain insight into ourselves.

+hy are you interested in this field8

2. +hat was your most challenging or difficult e;perience8

5. +hy did you choose your college8=. +hy did you choose your major in college8

?. +hat do you know aout this firm8

@. +hy should I hire you8

B. +hat ualifications do you have for this jo8

C. 4escrie your ideal jo.

D. 4escrie your ideal oss.

2>. 4escrie your working style.

22.-ive an e;ample of a time when you worked in a team.

25.+hat did you learn8

2=. +hat are your hoies and interests82?.$ow would your friends descrie you8

2@.$ow would a teacher descrie you8

2B.$ow would a co#worker descrie you8

2C. +hat college course did you like the most8 +hy8

2D. +hat do you think you would like least aout this jo8

2E. +hat does success mean to you8


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5>.+hat would you do if you had a co#worker you didn't get along with8

52. +hat are some of your pet peeves8

55. -ive an e;ample of a challenging prolem you had to solve

and e;plain how you came up with your solution.

5=. 4o you prefer working alone or in teams8 +hy8

5?. $ere's a pencil. Sell it to me.5@. +hat motivates you8 +hat doesn't8

5B.0nder what conditions do you do your est work8

5C. If you had a free afternoon, how would you use your

time8

5D. $ow do you define success8

5E. +hat do you think it takes to e successful in this

career8

=>.4o you have any plans for further education8

=2. $ave you ever had a conflict with a oss or professor8 $ow did you resolve it8

=5. $ow has your education prepared you for your career8

==. Tell me a little aout yourself.

=?. $ow are you different from other candidates interviewing

for this position8

=@. +hat are your strengths8

=B. +hat are your weaknesses8

=C. +here would you like to e five years from now8

=D. +here would you like to e ten years from now8

=E. 4o you consider yourself a leader8 +hy or why not8

?>. 4escrie your ideal work environment.?2. +hat college course did you find the most challenging8

+hy8

?5. $ave you ever failed at anything8 $ow did you handle it8

?=. +hat are your long#term career goals8

??. Tell me a story.

?@. $ow do you usually handle conflict with a coworker8

?B. +hat was your greatest disappointment8

?C. 4escrie a time when you were under pressure to perform.

+hat was the outcome8

?D. 4escrie a creative project you were involved in.?E. $ow would you evaluate your accomplishments so far8

@>. -ive an e;ample of a time when you had to work indepen

dently.

@2. +hat else would you like to tell me aout yourself that I

don't already know8


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