HR Interview Questions & Answers
Tell me about yourself?
Start with the present and tell why you are well
qualified for the position. Remember that the
key to all successful interviewing is to match
your qualifications to what the interviewer is
looking for. In other words you must sell what
the buyer is buying. This is the single most
important strategy in job hunting.
So, before you answer this or any question it's
imperative that you try to uncover your
interviewer's greatest need, want, problem or
goal.
To do so, make you take these two steps:
Do all the homework you can before the hr
interview to uncover this person's wants and needs
(not the generalized needs of the industry or
company)
As early as you can in the interview, ask for a
more complete description of what the position
entails. You might say: “I have a number of
accomplishments I'd like to tell you about, but I want
to make the best use of our time together and
talk directly to your needs. To help me do, that,
could you tell me more about the most important
priorities of this position? All I know is what I
(heard from the recruiter, read in the
classified ad, etc
Then, ALWAYS follow-up with a second and
possibly, third question, to draw out his needs even
more. Surprisingly, it's usually this second or
third question that unearths what the interviewer
is most looking for.
You might ask simply, "And in addition to that?..."
or, "Is there anything else you see as essential
to success in this position?:
This process will not feel easy or natural at
first, because it is easier simply to answer questions,
but only if you uncover the employer's wants and
needs will your answers make the most sense.
Practice asking these key questions before
giving your answers, the process will feel more
natural and you will be light years ahead of the
other job candidates you're competing with.
After uncovering what the employer is looking
for, describe why the needs of this job bear
striking parallels to tasks you've succeeded at
before. Be sure to illustrate with specific examples
of your responsibilities and especially your
achievements, all of which are geared to present
yourself as a perfect match for the needs he has
just described.
What are your greatest strengths?
You know that your key strategy is to first
uncover your interviewer's greatest wants and needs
before you answer questions. And from Question
1, you know how to do this.
Prior to any interview, you should have a list
mentally prepared of your greatest strengths. You
should also have, a specific example or two,
which illustrates each strength, an example chosen
from your most recent and most impressive
achievements.
You should, have this list of your greatest
strengths and corresponding examples from your
achievements so well committed to memory that
you can recite them cold after being shaken
awake at 2:30AM.
Then, once you uncover your interviewer's
greatest wants and needs, you can choose those
achievements from your list that best match up.
As a general guideline, the 10 most desirable
traits that all employers love to see in their
employees are:
A proven track record as an
achiever...especially if your achievements match up with the
employer's greatest wants and needs.
Intelligence...management "savvy".
Honesty...integrity...a decent human being.
Good fit with corporate culture...someone to
feel comfortable with...a team player who meshes
well with interviewer's team.
Likeability...positive attitude...sense of
humor.
Good communication skills.
Dedication...willingness to walk the extra mile
to achieve excellence.
Definiteness of purpose...clear goals.
Enthusiasm...high level of motivation.
Confident...healthy...a leader.
What are your greatest weaknesses?
Disguise strength as a weakness.
Example: “I sometimes push my people too hard. I
like to work with a sense of urgency and
everyone is not always on the same wavelength.
Drawback: This strategy is better than admitting
a flaw, but it's so widely used, it is transparent
to any experienced interviewer.
BEST ANSWER: (and another reason it's so
important to get a thorough description of your
interviewer's needs before you answer
questions): Assure the interviewer that you can think of
nothing that would stand in the way of your
performing in this position with excellence. Then,
quickly review you strongest qualifications.
Example: “Nobody's perfect, but based on what
you've told me about this position, I believe I' d
make an outstanding match. I know that when I
hire people, I look for two things most of all. Do
they have the qualifications to do the job well,
and the motivation to do it well? Everything in
my background shows I have both the
qualifications and a strong desire to achieve excellence in
whatever I take on. So I can say in all honesty
that I see nothing that would cause you even a
small concern about my ability or my strong
desire to perform this job with excellence.”
Alternate strategy (if you don't yet know enough
about the position to talk about such a perfect
fit):
Instead of confessing a weakness, describe what
you like most and like least, making sure that
what you like most matches up with the most
important qualification for success in the position,
and what you like least is not essential.
Example: Let's say you're applying for a
teaching position. “If given a choice, I like to spend as
much time as possible in front of my prospects
selling, as opposed to shuffling paperwork back
at the office. Of course, I long ago learned the
importance of filing paperwork properly, and I do
it conscientiously. But what I really love to do
is sell (if your interviewer were a sales manager,
this should be music to his ears.)
Tell me about something you did – or failed to
do – that you now feel a little ashamed of ?As
with faults and weaknesses, never confess a
regret. But don’t seem as if you’re stonewalling
either.
Best strategy: Say you harbor no regrets, then
add a principle or habit you practice regularly for
healthy human relations.
Example: Pause for reflection, as if the
question never occurred to you. Then say to hr, “You
know, I really can’t think of anything.” (Pause
again, then add): “I would add that as a general
management principle, I’ve found that the best
way to avoid regrets is to avoid causing them in
the first place. I practice one habit that helps
me a great deal in this regard. At the end of each
day, I mentally review the day’s events and
conversations to take a second look at the people
and developments I’m involved with and do a
double check of what they’re likely to be feeling.
Sometimes I’ll see things that do need more
follow-up, whether a pat on the back, or maybe a
five minute chat in someone’s office to make
sure we’re clear on things…whatever.
“I also like to make each person feel like a
member of an elite team, like the Boston Celtics or LA
Lakers in their prime. I’ve found that if you
let each team member know you expect excellence
in their performance…if you work hard to set an
example yourself…and if you let people know
you appreciate and respect their feelings, you
wind up with a highly motivated group, a team
that’s having fun at work because they’re
striving for excellence rather than brooding over
slights or regrets.”
Why are you leaving (or did you leave) this
position ?
(If you have a job presently tell the hr)
If you’re not yet 100% committed to leaving your
present post, don’t be afraid to say so. Since
you have a job, you are in a stronger position
than someone who does not. But don’t be coy
either. State honestly what you’d be hoping to
find in a new spot. Of course, as stated often
before, you answer will all the stronger if you
have already uncovered what this position is all
about and you match your desires to it.
(If you do not presently have a job tell the
hr.)
Never lie about having been fired. It’s
unethical – and too easily checked. But do try to deflect
the reason from you personally. If your firing
was the result of a takeover, merger, division wide
layoff, etc., so much the better.
But you should also do something totally
unnatural that will demonstrate consummate
professionalism. Even if it hurts , describe
your own firing – candidly, succinctly and without a
trace of bitterness – from the company’s
point-of-view, indicating that you could understand
why it happened and you might have made the same
decision yourself.
Your stature will rise immensely and, most
important of all, you will show you are healed from
the wounds inflicted by the firing. You will
enhance your image as first-class management
material and stand head and shoulders above the
legions of firing victims who, at the slightest
provocation, zip open their shirts to expose
their battle scars and decry the unfairness of it all.
For all prior positions:
Make sure you’ve prepared a brief reason for
leaving. Best reasons: more money, opportunity,
responsibility or growth.
The "Silent Treatment"
Like a primitive tribal mask, the Silent
Treatment loses all it power to frighten you once you
refuse to be intimidated. If your interviewer
pulls it, keep quiet yourself for a while and then ask,
with sincere politeness and not a trace of
sarcasm, “Is there anything else I can fill in on that
point?” That’s all there is to it.
Whatever you do, don’t let the Silent Treatment
intimidate you into talking a blue streak,
because you could easily talk yourself out of
the position.
Why should I hire you?
By now you can see how critical it is to apply
the overall strategy of uncovering the employer’s
needs before you answer questions. If you know
the employer’s greatest needs and desires, this
question will give you a big leg up over other
candidates because you will give him better
reasons for hiring you than anyone else is
likely to…reasons tied directly to his needs.
Whether your interviewer asks you this question
explicitly or not, this is the most important
question of your interview because he must
answer this question favorably in is own mind
before you will be hired. So help him out! Walk
through each of the position’s requirements as
you understand them, and follow each with a
reason why you meet that requirement so well.
Example: “As I understand your needs, you are
first and foremost looking for someone who can
manage the sales and marketing of your book
publishing division. As you’ve said you need
someone with a strong background in trade book
sales. This is where I’ve spent almost all of my
career, so I’ve chalked up 18 years of
experience exactly in this area. I believe that I know the
right contacts, methods, principles, and
successful management techniques as well as any
person can in our industry.”
“You also need someone who can expand your book
distribution channels. In my prior post, my
innovative promotional ideas doubled, then
tripled, the number of outlets selling our books. I’m
confident I can do the same for you.”
“You need someone to give a new shot in the arm
to your mail order sales, someone who knows
how to sell in space and direct mail media.
Here, too, I believe I have exactly the experience you
need. In the last five years, I’ve increased our
mail order book sales from $600,000 to
$2,800,000, and now we’re the country’s second
leading marketer of scientific and medical
books by mail.” Etc., etc., etc.,
Every one of these selling “couplets” (his need
matched by your qualifications) is a touchdown
that runs up your score. IT is your best
opportunity to outsell your competition.
Aren’t you overqualified for this position?
As with any objection, don’t view this as a sign
of imminent defeat. It’s an invitation to teach the
interviewer a new way to think about this
situation, seeing advantages instead of drawbacks.
Example: “I recognize the job market for what it
is – a marketplace. Like any marketplace, it’s
subject to the laws of supply and demand. So
‘overqualified’ can be a relative term, depending
on how tight the job market is. And right now,
it’s very tight. I understand and accept that.”
“I also believe that there could be very
positive benefits for both of us in this match.”
“Because of my unusually strong experience in
________________ , I could start to contribute
right away, perhaps much faster than someone
who’d have to be brought along more slowly.”
“There’s also the value of all the training and
years of experience that other companies have
invested tens of thousands of dollars to give
me. You’d be getting all the value of that without
having to pay an extra dime for it. With someone
who has yet to acquire that experience, he’d
have to gain it on your nickel.”
“I could also help you in many things they don’t
teach at the Harvard
Business School.
For
example…(how to hire, train, motivate, etc.)
When it comes to knowing how to work well with
people and getting the most out of them, there’s
just no substitute for what you learn over
many years of front-line experience. You company
would gain all this, too.”
“From my side, there are strong benefits, as
well. Right now, I am unemployed. I want to work,
very much, and the position you have here is
exactly what I love to do and am best at. I’ll be
happy doing this work and that’s what matters
most to me, a lot more that money or title.”
“Most important, I’m looking to make a long term
commitment in my career now. I’ve had
enough of job-hunting and want a permanent spot
at this point in my career. I also know that if I
perform this job with excellence, other
opportunities cannot help but open up for me right here.
In time, I’ll find many other ways to help this
company and in so doing, help myself. I really am
looking to make a long-term commitment.”
NOTE: The main concern behind the
“overqualified” question is that you will leave your new
employer as soon as something better comes your
way. Anything you can say to demonstrate
the sincerity of your commitment to the employer
and reassure him that you’re looking to stay
for the long-term will help you overcome this
objection.
Where do you see yourself five years from now?
Reassure your interviewer that you’re looking to
make a long-term commitment…that this
position entails exactly what you’re looking to
do and what you do extremely well. As for your
future, you believe that if you perform each job
at hand with excellence, future opportunities
will take care of themselves.
Example: “I am definitely interested in making a
long-term commitment to my next position.
Judging by what you’ve told me about this
position, it’s exactly what I’m looking for and what am very well
qualified to do. In terms of my future career path, I’m confident that if I do
my
work with excellence, opportunities will
inevitable open up for me. It’s always been that way in
my career, and I’m confident I’ll have similar
opportunities here.”
Describe your ideal company, location and job.
The only right answer is to describe what this
company is offering, being sure to make your
answer believable with specific reasons, stated
with sincerity, why each quality represented by
this opportunity is attractive to you.
Remember that if you’re coming from a company
that’s the leader in its field or from a
glamorous or much admired company, industry,
city or position, your interviewer and his
company may well have an “Avis” complex. That
is, they may feel a bit defensive about being
“second best” to the place you’re coming from,
worried that you may consider them bush
league.
This anxiety could well be there even though
you’ve done nothing to inspire it. You must go out
of your way to assuage such anxiety, even if
it’s not expressed, by putting their virtues high on
the list of exactly what you’re looking for,
providing credible reason for wanting these qualities.
If you do not express genuine enthusiasm for the
firm, its culture, location, industry, etc., you
may fail to answer this “Avis” complex objection
and, as a result, leave the interviewer
suspecting that a hot shot like you, coming from
a Fortune 500 company in New York,
just
wouldn’t be happy at an unknown manufacturer
based in Topeka, Kansas.
Why do you want to work at our company?
This question is your opportunity to hit the
ball out of the park, thanks to the in-depth research
you should do before any interview.
Best sources for researching your target
company: annual reports, the corporate newsletter,
contacts you know at the company or its
suppliers, advertisements, articles about the company
in the trade press.
What are your career options right now?
Prepare for this question by thinking of how you
can position yourself as a desired commodity. If
you are still working, describe the
possibilities at your present firm and why, though you’re
greatly appreciated there, you’re looking for
something more (challenge, money, responsibility,
etc.). Also mention that you’re seriously
exploring opportunities with one or two other firms.
If you’re not working, you can talk about other
employment possibilities you’re actually
exploring. But do this with a light touch,
speaking only in general terms. You don’t want to seem
manipulative or coy.
Why have you been out of work so long ?
You want to emphasize factors which have
prolonged your job search by your own choice.
Example: “After my job was terminated, I made a
conscious decision not to jump on the first
opportunities to come along. In my life, I’ve
found out that you can always turn a negative into a
positive IF you try hard enough. This is what I
determined to do. I decided to take whatever time
I needed to think through what I do best, what I
most want to do, where I’d like to do it…and
then identify those companies that could offer
such an opportunity.”
“Also, in all honesty, you have to factor in the
recession (consolidation, stabilization, etc.) in the
(banking, financial services, manufacturing,
advertising, etc.) industry.”
“So between my being selective and the companies
in our industry downsizing, the process has
taken time. But in the end, I’m convinced that
when I do find the right match, all that careful
evaluation from both sides of the desk will have
been well worthwhile for both the company
that hires me and myself.
Tell me honestly about the strong points and
weak points of your boss (company,
management team, etc.)
Remember the rule: Never be negative. Stress
only the good points, no matter how charmingly
you’re invited to be critical.
Your interviewer doesn’t care a whit about your
previous boss. He wants to find out how loyal
and positive you are, and whether you’ll
criticize him behind his back if pressed to do so by
someone in this own company. This question is
your opportunity to demonstrate your loyalty to
those you work with.
What good books have you read lately?
Unless you’re up for a position in academia or
as book critic for The New York Times, you’re not
expected to be a literary lion. But it wouldn’t
hurt to have read a handful of the most recent and
influential books in your profession and on
management.
Consider it part of the work of your job search
to read up on a few of these leading books. But
make sure they are quality books that reflect
favorably upon you, nothing that could even
remotely be considered superficial. Finally, add
a recently published bestselling work of fiction
by a world-class author and you’ll pass this
question with flying colors.
Tell me about a situation when your work was
criticized?
Begin by emphasizing the extremely positive
feedback you’ve gotten throughout your career
and (if it’s true) that your performance reviews
have been uniformly excellent.
Of course, no one is perfect and you always
welcome suggestions on how to improve your
performance. Then, give an example of a
not-too-damaging learning experience from early in
your career and relate the ways this lesson has
since helped you. This demonstrates that you
learned from the experience and the lesson is
now one of the strongest breastplates in your suit
of armor.
If you are pressed for a criticism from a recent
position, choose something fairly trivial that in no
way is essential to your successful performance.
Add that you’ve learned from this, too, and
over the past several years/months, it’s no
longer an area of concern because you now make it a
regular practice to…etc.
Another way to answer this question would be to
describe your intention to broaden your
master of an area of growing importance in your
field. For example, this might be a computer
program you’ve been meaning to sit down and
learn… a new management technique you’ve
read about…or perhaps attending a seminar on
some cutting-edge branch of your profession.
Again, the key is to focus on something not
essential to your brilliant performance but which
adds yet another dimension to your already
impressive knowledge base.
What are your outside interests ?
Try to gauge how this company’s culture would
look upon your favorite outside activities and be
guided accordingly.
You can also use this question to shatter any
stereotypes that could limit your chances. If you’re
over 50, for example, describe your activities
that demonstrate physical stamina. If you’re
young, mention an activity that connotes wisdom
and institutional trust, such as serving on the
board of a popular charity.
But above all, remember that your employer is
hiring your for what you can do for him, not your
family, yourself or outside organizations, no
matter how admirable those activities may be.
As every master salesperson knows, you will
encounter objections (whether stated or merely
thought) in every sale. They’re part and parcel
of the buyer’s anxiety. The key is not to
exacerbate the buyer’s anxiety but diminish it.
Here’s how…
Whenever you come up against a fatal flaw
question:
Be completely honest, open and straightforward
about admitting the shortcoming. (Showing
you have nothing to hide diminishes the buyer’s
anxiety.)
Do not apologize or try to explain it away. You
know that this supposed flaw is nothing to be
concerned about, and this is the attitude you
want your interviewer to adopt as well.
Add that as desirable as such a qualification
might be, its lack has made you work all the harder
throughout your career and has not prevented you
from compiling an outstanding tack record
of achievements. You might even give examples of
how, through a relentless commitment to
excellence, you have consistently outperformed
those who do have this qualification.
Of course, the ultimate way to handle “fatal
flaw” questions is to prevent them from arising in
the first place. You will do that by following
the master strategy described in Question 1, i.e.,
uncovering the employers needs and them matching
your qualifications to those needs.
Once you’ve gotten the employer to start talking
about his most urgently-felt wants and goals
for the position, and then help him see in
step-by-step fashion how perfectly your background
and achievements match up with those needs,
you’re going to have one very enthusiastic
interviewer on your hands, one who is no longer
looking for “fatal flaws”.
How do you feel about reporting to a younger
person (minority, woman, etc)?
You greatly admire a company that hires and
promotes on merit alone and you couldn’t agree
more with that philosophy. The age (gender,
race, etc.) of the person you report to would
certainly make no difference to you.
Whoever has that position has obviously earned
it and knows their job well. Both the person
and the position are fully deserving of respect.
You believe that all people in a company, from
the receptionist to the Chairman, work best when
their abilities, efforts and feelings are
respected and rewarded fairly, and that includes
you. That’s the best type of work environment
you can hope to find.
On confidential matters…
Your interviewer may press you for this
information for two reasons.
First, many companies use interviews to research
the competition. It’s a perfect set-up. Here in
their own lair, is an insider from the enemy
camp who can reveal prized information on the
competition’s plans, research, financial
condition, etc.
Second, the company may be testing your
integrity to see if you can be cajoled or bullied into
revealing confidential data.
What to do? The answer here is easy.
Never reveal anything truly confidential about a
present
or former employer. By all means, explain your
reticence diplomatically.
For example, “I
certainly want to be as open as I can about
that. But I also wish to respect the rights of those
who have trusted me with their most sensitive
information, just as you would hope to be able to
trust any of your key people when talking with a
competitor…”
And certainly you can allude to your finest
achievements in specific ways that don’t reveal the
combination to the company safe.
But be guided by the golden rule. If you were
the owner of your present company, would you
feel it ethically wrong for the information to
be given to your competitors? If so, steadfastly
refuse to reveal it.
Remember that this question pits your desire to
be cooperative against your integrity. Faced
with any such choice, always choose integrity.
It is a far more valuable commodity than
whatever information the company may pry from
you. Moreover, once you surrender the
information, your stock goes down. They will
surely lose respect for you.
One President we know always presses candidates
unmercifully for confidential information. If
he doesn’t get it, he grows visibly annoyed,
relentlessly inquisitive, It’s all an act. He couldn’t
care less about the information. This is his way
of testing the candidate’s moral fiber. Only those
who hold fast are hired.
What would you say to your boss if he’s crazy
about an idea, but you think it stinks ?
Remember the rule stated earlier: In any
conflict between values, always choose integrity.
Example: I believe that when evaluating
anything, it’s important to emphasize the positive.
What do I like about this idea?”
“Then, if you have reservations, I certainly
want to point them out, as specifically, objectively
and factually as I can.”
“After all, the most important thing I owe my
boss is honesty. If he can’t count on me for that,
then everything else I may do or say could be
questionable in his eyes.
“But I also want to express my thoughts in a
constructive way. So my goal in this case would be
to see if my boss and I could make his idea even
stronger and more appealing, so that it
effectively overcomes any initial reservation I
or others may have about it.”
“Of course, if he overrules me and says, ‘no,
let’s do it my way,’ then I owe him my full and
enthusiastic support to make it work as best it
can.”
How could you have improved your career
progress?
You’re generally quite happy with your career
progress. Maybe, if you had known something
earlier in life (impossible to know at the time,
such as the booming growth in a branch in your
industry…or the corporate downsizing that would
phase out your last job), you might have
moved in a certain direction sooner.
But all things considered, you take
responsibility for where you are, how you’ve gotten there,
where you are going…and you harbor no regrets.
What would you do if a fellow executive on your
own corporate level wasn’t pulling his/her weight…and this was hurting your
department?
Try to gauge the political style of the firm and
be guided accordingly. In general, fall back on
universal principles of effective human
relations – which in the end, embody the way you would
like to be treated in a similar circumstance.
Example: “Good human relations would call for me
to go directly to the person and explain the
situation, to try to enlist his help in a
constructive, positive solution. If I sensed resistance, I
would be as persuasive as I know how to explain
the benefits we can all gain from working
together, and the problems we, the company and
our customers will experience if we don’t.”
POSSIBLE FOLLOW-UP QUESTION
And what would you do if he still did not
change his ways?
ANSWER: “One thing I wouldn’t do is let the
problem slide, because it would only get worse and
overlooking it would set a bad precedent. I
would try again and again and again, in whatever
way I could, to solve the problem, involving
wider and wider circles of people, both above and
below the offending executive and including my
own boss if necessary, so that everyone
involved can see the rewards for teamwork and
the drawbacks of non-cooperation.
“I might add that I’ve never yet come across a
situation that couldn’t be resolved by harnessing
others in a determined, constructive effort.”
You’ve been with your firm a long time. Won’t it
be hard switching to a new
company?
To overcome this objection, you must point to
the many ways you have grown and adapted to
changing conditions at your present firm. It has
not been a static situation. Highlight the
different responsibilities you’ve held, the wide
array of new situations you’ve faced and
conquered.
As a result, you’ve learned to adapt quickly to
whatever is thrown at you, and you thrive on the
stimulation of new challenges.
To further assure the interviewer, describe the
similarities between the new position and your
prior one. Explain that you should be quite
comfortable working there, since their needs and
your skills make a perfect match.
May I contact your present employer for a
reference?
Express your concern that you’d like to keep
your job search private, but that in time, it will be
perfectly okay.
Example: “My present employer is not aware of my
job search and, for obvious reasons; I’d
prefer to keep it that way. I’d be most
appreciative if we kept our discussion confidential right
now. Of course, when we both agree the time is
right, then by all means you should contact
them. I’m very proud of my record there.
Give me an example of your creativity
(analytical skill…managing ability, etc.)
Remember from Question 2 that you should commit
to memory a list of your greatest and most
recent achievements, ever ready on the tip of
your tongue.
If you have such a list, it’s easy to present
any of your achievements in light of the quality the
interviewer is asking about.
For example, the smashing success you
orchestrated at last year’s
trade show could be used as an example of
creativity, or analytical ability, or your ability to
manage.
Where could you use some improvement?
Keep this answer, like all your answers,
positive. A good way to answer this question is to
identify a cutting-edge branch of your
profession (one that’s not essential to your employer’s
needs) as an area you’re very excited about and
want to explore more fully over the next six
months.
What do you worry about?
Redefine the word ‘worry’ so that it does not
reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a
strongly goal-oriented person. So I keep turning
over in my mind anything that seems to be
keeping me from achieving those goals, until I find a
solution. That’s part of my tenacity, I
suppose.”
I’m concerned that you don’t have as much
experience as we’d like in...
This question is related to “The Fatal Flaw” ,
but here the concern is not that you are totally
missing some qualifications, such as CPA
certification, but rather that your experience is light in
one area.
Before going into any interview, try to identify
the weakest aspects of your candidacy from this
company’s point of view. Then prepare the best
answer you possible can to shore up your
defenses.
To get past this question with flying colors,
you are going to rely on your master strategy of
uncovering the employer’s greatest wants and
needs and then matching them with your
strengths. Since you already know how to do this
from Question 1, you are in a much stronger
position.
More specifically, when the interviewer poses as
objection like this, you should…
Agree on the importance of this qualification.
Explain that your strength may be indeed be
greater than your resume indicates because…
When this strength is added to your other
strengths, it’s really your combination of
qualifications that’s most important.
Then review the areas of your greatest strengths
that match up most favorably with the
company’s most urgently-felt wants and needs.
This is powerful way to handle this question for
two reasons. First, you’re giving your
interviewer more ammunition in the area of his
concern. But more importantly, you’re shifting
his focus away from this one, isolated area and
putting it on the unique combination of
strengths you offer, strengths which tie in
perfectly with his greatest wants.
How do you feel about working nights and
weekends?
First, if you’re a confirmed workaholic, this
question is a softball lob. Whack it out of the park on
the first swing by saying this kind of schedule
is just your style. Add that your family understands
it. Indeed, they’re happy for you, as they know
you get your greatest satisfaction from your
work.
If however, you prefer a more balanced
lifestyle, answer this question with another: “What’s the
norm for your best people here?”
If the hours still sound unrealistic for you,
ask, “Do you have any top people who perform
exceptionally for you, but who also have
families and like to get home in time to see them at
night?” Chances are this company does, and this
associates you with this other “top-performerswho-leave-not-
Depending on the answer, be honest about how you
would fit into the picture. If all those extra
hours make you uncomfortable, say so, but phrase
your response positively.
Example: “I love my work and do it exceptionally
well. I think the results speak for themselves,
especially in …(mention your two or three
qualifications of greater interest to the employer.
Remember, this is what he wants most, not a
workaholic with weak credentials). Not only would
I bring these qualities, but I’ve built my whole
career on working not just hard, but smart. I think
you’ll find me one of the most productive people
here.
I do have a family who likes to see me after
work and on weekends. They add balance and
richness to my life, which in turn helps me be
happy and productive at work. If I could handle
some of the extra work at home in the evenings
or on weekends, that would be ideal. You’d be
getting a person of exceptional productivity who
meets your needs with strong credentials. And
I’d be able to handle some of the heavy workload
at home where I can be under the same roof
as my family. Everybody would win.”
Are you willing to relocate or travel?
First find out where you may have to relocate
and how much travel may be involved. Then
respond to the question.
If there’s no problem, say so enthusiastically.
If you do have a reservation, there are two
schools of thought on how to handle it.
One advises you to keep your options open and
your reservations to yourself in the early going,
by saying, “no problem”. You strategy here is to
get the best offer you can, then make a
judgment whether it’s worth it to you to
relocate or travel.
Also, by the time the offer comes through, you
may have other offers and can make a more
informed decision. Why kill of this opportunity
before it has chance to blossom into something
really special? And if you’re a little more
desperate three months from now, you might wish you
hadn’t slammed the door on relocating or
traveling.
The second way to handle this question is to
voice a reservation, but assert that you’d be open
to relocating (or traveling) for the right
opportunity.
The answering strategy you choose depends on how
eager you are for the job. If you want to
take no chances, choose the first approach.
If you want to play a little harder-to-get in
hopes of generating a more enticing offer, choose the
second.
Do you have the stomach to fire people? Have you
had experience firing many
people? Describe the rational and sensible
management process you follow in both
hiring and firing.
Example: “My whole management approach is to
hire the best people I can find, train them
thoroughly and well, get them excited and proud
to be part of our team, and then work with
them to achieve our goals together. If you do
all of that right, especially hiring the right people,
I’ve found you don’t have to fire very often.
“So with me, firing is a last resort. But when
it’s got to be done, it’s got to be done, and the
faster and cleaner, the better. A poor employee
can wreak terrible damage in undermining the
morale of an entire team of good people. When
there’s no other way, I’ve found it’s better for
all concerned to act decisively in getting rid
of offenders who won’t change their ways.”
Why have you had so many jobs?
First, before you even get to the interview
stage, you should try to minimize your image as job
hopper. If there are several entries on your
resume of less than one year, consider eliminating
the less important ones. Perhaps you can specify
the time you spent at previous positions in
rounded years not in months and years.
Example: Instead of showing three positions this
way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B
altogether. Notice what a difference this makes in
reducing your image as a job hopper.
Once in front of the interviewer and this
question comes up, you must try to reassure him.
Describe each position as part of an overall
pattern of growth and career destination.
Be careful not to blame other people for your
frequent changes. But you can and should
attribute certain changes to conditions beyond
your control.
Example: Thanks to an upcoming merger, you
wanted to avoid an ensuing bloodbath, so you
made a good, upward career move before your
department came under the axe of the new
owners.
If possible, also show that your job changes
were more frequent in your younger days, while you
were establishing yourself, rounding out your
skills and looking for the right career path. At this
stage in your career, you’re certainly much more
interested in the best long-term opportunity.
You might also cite the job where you stayed the
longest and describe that this type of situation
is what you’re looking for now.
What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.
Think of the most essential ingredients of
success for each category above – your job title, your
role as manager, your firm’s role, etc.
Identify at least three but no more than six
qualities you feel are most important to success in
each role. Then commit your response to memory.
Here, again, the more information you’ve already
drawn out about the greatest wants and
needs of the interviewer, and the more homework
you’ve done to identify the culture of the
firm, the more on-target your answer will be.
Would you lie for the company ?
Try to avoid choosing between two values, giving
a positive statement which covers all bases
instead.
Example: “I would never do anything to hurt the
company..”
If aggressively pressed to choose between two
competing values, always choose personal
integrity. It is the most prized of all values.
Looking back, what would you do differently in
your life ?
Indicate that you are a happy, fulfilled,
optimistic person and that, in general, you wouldn’t
change a thing.
Example: “It’s been a good life, rich in
learning and experience, and the best it yet to come.
Every experience in life is a lesson it its own
way. I wouldn’t change a thing.”
Could you have done better in your last job ?
Again never be negative.
Example: “I suppose with the benefit of
hindsight you can always find things to do better, of
course, but off the top of my head, I can’t
think of anything of major consequence.”
(If more explanation seems necessary)
Describer a situation that didn’t suffer because
of you but from external conditions
beyond your control ?
For example, describe the disappointment you
felt with a test campaign, new product launch,
merger, etc., which looked promising at first,
but led to underwhelming results.
have known at the start what we later found out
(about the economy turning, the marketplace
changing, etc.), but since we couldn’t, we just
had to go for it. And we did learn from it…”
Can you work under pressure ?
Absolutely…(then prove it with a vivid example
or two of a goal or project accomplished under
severe pressure.)
What makes you angry ?
Give an answer that’s suited to both your
personality and the management style of the firm.
Here, the homework you’ve done about the company
and its style can help in your choice of
words.
Examples: If you are a reserved person and/or
the corporate culture is coolly professional:
“I’m an even-tempered and positive person by
nature, and I believe this helps me a great deal in
keeping my department running smoothly,
harmoniously and with a genuine esprit de corps. I
believe in communicating clearly what’s
expected, getting people’s commitment to those goals,
and then following up continuously to check
progress.”
“If anyone or anything is going off track, I
want to know about it early. If, after that kind of open
communication and follow up, someone isn’t
getting the job done, I’ll want to know why. If
there’s no good reason, then I’ll get impatient
and angry…and take appropriate steps from
there. But if you hire good people, motivate
them to strive for excellence and then follow up
constantly, it almost never gets to that state.”
If you are feisty by nature and/or the position
calls for a tough straw boss.
“You know what makes me angry? People who (the
fill in the blanks with the most objectionable
traits for this type of position)…people who
don’t pull their own weight, who are negative,
people who lie…etc.”
Why aren’t you earning more money at this stage
of your career ?
You like to make money, but other factors are
even more important.
Example: “Making money is very important to me,
and one reason I’m here is because I’m
looking to make more. Throughout my career,
what’s been even more important to me is doing
work I really like to do at the kind of company
I like and respect.
(Then be prepared to be specific about what your
ideal position and company would be like,
matching them as closely as possible to the
opportunity at hand.
Who has inspired you in your life and why?
Have a few heroes in mind, from your mental
“Board of Directors” – Leaders in your industry,
from history or anyone else who has been your
mentor.
Be prepared to give examples of how their words,
actions or teachings have helped inspire your
achievements. As always, prepare an answer which
highlights qualities that would be highly
valuable in the position you are seeking.
What was the toughest decision you ever had to
make?
Be prepared with a good example, explaining why
the decision was difficult…the process you
followed in reaching it…the courageous or
effective way you carried it out…and the beneficial
results.
Tell me about the most boring job you’ve ever
had.
You have never allowed yourself to grow bored
with a job and you can’t understand it when
others let themselves fall into that rut.
Example: “Perhaps I’ve been fortunate, but that
I’ve never found myself bored with any job I
have ever held. I’ve always enjoyed hard work.
As with actors who feel there are no small parts,
I also believe that in every company or
department there are exciting challenges and intriguing
problems crying out for energetic and
enthusiastic solutions. If you’re bored, it’s probably
because you’re not challenging yourself to
tackle those problems right under your nose.”
Have you been absent from work more than a few
days in any previous position?
If you have had no problem, emphasize your
excellent and consistent attendance record
throughout your career.
Also describe how important you believe such
consistent attendance is for a key executive…why
it’s up to you to set an example of
dedication…and why there’s just no substitute for being there
with your people to keep the operation running
smoothly, answer questions and handle
problems and crises as they arise.
If you do have a past attendance problem, you
want to minimize it, making it clear that it was an
exceptional circumstance and that it’s cause has
been corrected.
To do this, give the same answer as above but
preface it with something like, “Other that being
out last year (or whenever) because of (your
reason, which is now in the past), I have never had
a problem and have enjoyed an excellent
attendance record throughout my career.
Furthermore, I believe, consistent attendance is
important because…” (Pick up the rest of the
answer as outlined above.).
What changes would you make if you came on
board?
You, of course, will want to take a good hard
look at everything the company is doing before
making any recommendations.
Example: “Well, I wouldn’t be a very good doctor
if I gave my diagnosis before the examination.
Should you hire me, as I hope you will, I’d want
to take a good hard look at everything you’re
doing and understand why it’s being done that
way. I’d like to have in-depth meetings with you
and the other key people to get a deeper grasp
of what you feel you’re doing right and what
could be improved.
“From what you’ve told me so far, the areas of
greatest concern to you are…” (name them. Then
do two things. First, ask if these are in fact
his major concerns. If so then reaffirm how your
experience in meeting similar needs elsewhere
might prove very helpful).
How many hours a week do you normally work?
If you are in fact a workaholic and you sense
this company would like that: Say you are a
confirmed workaholic, that you often work nights
and weekends. Your family accepts this
because it makes you fulfilled.
If you are not a workaholic: Say you have always
worked hard and put in long hours. It goes with
the territory. It one sense, it’s hard to keep
track of the hours because your work is a labor of
love, you enjoy nothing more than solving
problems. So you’re almost always thinking about
your work, including times when you’re home,
while shaving in the morning, while commuting,
etc.
What’s the most difficult part of being a (job
title)?
First, redefine “difficult” to be “challenging”
which is more positive. Then, identify an area
everyone in your profession considers
challenging and in which you excel. Describe the process
you follow that enables you to get splendid
results…and be specific about those results.
Example: “I think every sales manager finds it
challenging to motivate the troops in a recession.
But that’s probably the strongest test of a top
sales manager. I feel this is one area where I
excel.”
“When I see the first sign that sales may slip
or that sales force motivation is flagging because of
a downturn in the economy, here’s the plan I put
into action immediately…” (followed by a
description of each step in the process…and most
importantly, the exceptional results you’ve
achieved.).
The “Hypothetical Problem”
Instead, describe the rational, methodical
process you would follow in analyzing this problem,
who you would consult with, generating possible
solutions, choosing the best course of action,
and monitoring the results.
Remember, in all such, “What would you do?”
questions, always describe your process or
working methods, and you’ll never go wrong.
What was the toughest challenge you’ve ever
faced?
This is an easy question if you’re prepared.
Have a recent example ready that demonstrates
either:
A quality most important to the job at hand; or
A quality that is always in demand, such as
leadership, initiative, managerial skill,
persuasiveness, courage, persistence,
intelligence, etc.
Have you consider starting your own business?
Again it’s best to:
Gauge this company’s corporate culture before
answering and…
Be honest (which doesn’t mean you have to
vividly share your fantasy of the franchise or bedand-breakfast you someday
plan to open).
In general, if the corporate culture is that of
a large, formal, military-style structure, minimize
any indication that you’d love to have your own
business. You might say, “Oh, I may have given
it a thought once or twice, but my whole career
has been in larger organizations. That’s where I
have excelled and where I want to be.
If the corporate culture is closer to the
free-wheeling, everybody’s-a-deal-maker variety, then
emphasize that in a firm like this, you can
virtually get the best of all worlds, the excitement of
seeing your own ideas and plans take
shape…combined with the resources and stability of a
well-established organization. Sounds like the
perfect environment to you.
In any case, no matter what the corporate
culture, be sure to indicate that any desires about
running your own show are part of your past, not
your present or future.
The last thing you want to project is an image
of either a dreamer who failed and is now settling
for the corporate cocoon…or the restless
maverick who will fly out the door with key accounts,
contacts and trade secrets under his arms just
as soon as his bankroll has gotten rebuilt.
Always remember: Match what you want with what
the position offers. The more information
you’ve uncovered about the position, the more
believable you can make your case.
What are your goals?
Many executives in a position to hire you are
strong believers in goal-setting. (It’s one of the
reason they’ve achieved so much). They like to
hire in kind.
If you’re vague about your career and personal
goals, it could be a big turnoff to may people you
will encounter in your job search.
Be ready to discuss your goals for each major
area of your life: career, personal development
and learning, family, physical (health),
community service and (if your interviewer is clearly a
religious person) you could briefly and
generally allude to your spiritual goals (showing you are a
well-rounded individual with your values in the
right order).
Be prepared to describe each goal in terms of
specific milestones you wish to accomplish along
the way, time periods you’re allotting for
accomplishment, why the goal is important to you,
and the specific steps you’re taking to bring it
about. But do this concisely, as you never want to
talk more than two minutes straight before
letting your interviewer back into the conversation.
What do you for when you hire people?
Speak your own thoughts here, but for the best
answer weave them around the three most
important qualifications for any position.
Can the person do the work (qualifications)?
Will the person do the work (motivation)?
Will the person fit in (“our kind of team
player”)?
Sell me this stapler…(this pencil…this clock…or
some other object on interviewer’s
desk).
Of course, you already know the most important
secret of all great salesmanship – “find out
what people want, then show them how to get it.”
If your interviewer picks up his stapler and
asks, “sell this to me,” you are going to demonstrate
this proven master principle. Here’s how:
“Well, a good salesman must know both his
product and his prospect before he sells anything. If
I were selling this, I’d first get to know
everything I could about it, all its features and benefits.”
“Then, if my goal were to sell it you, I would
do some research on how you might use a fine
stapler like this. The best way to do that is by
asking some questions. May I ask you a few
questions?”
Then ask a few questions such as, “Just out of
curiosity, if you didn’t already have a stapler like
this, why would you want one? And in addition to
that? Any other reason? Anything else?”
“And would you want such a stapler to be
reliable?...Hold a good supply of staples?” (Ask more
questions that point to the features this
stapler has.)
Once you’ve asked these questions, make your
presentation citing all the features and benefits
of this stapler and why it’s exactly what the
interviewer just told you he’s looking for.
Then close with, “Just out of curiosity, what
would you consider a reasonable price for a quality
stapler like this…a stapler you could have right
now and would (then repeat all the problems the
stapler would solve for him)?Whatever he says,
(unless it’s zero), say, “Okay, we’ve got a deal.”
NOTE: If your interviewer tests you by fighting
every step of the way, denying that he even
wants such an item, don’t fight him. Take the
product away from him by saying, “Mr. Prospect,
I’m delighted you’ve told me right upfront that
there’s no way you’d ever want this stapler. As
you well know, the first rule of the most
productive salespeople in any field is to meet the needs
of people who really need and want our products,
and it just wastes everyone’s time if we try to
force it on those who don’t. And I certainly
wouldn’t want to waste your time. But we sell many
items. Is there any product on this desk you
would very much like to own…just one item?”When
he points something out, repeat the process above.
If he knows anything about selling, he may
give you a standing ovation.
“The Salary Question” – How much money do you
want ?
For maximum salary negotiating power, remember
these five guidelines
Never bring up salary. Let the interviewer do it
first. Good salespeople sell their products
thoroughly before talking price. So should you.
Make the interviewer want you first, and your
bargaining position will be much stronger.
If your interviewer raises the salary question
too early, before you’ve had a chance to create
desire for your qualifications, postpone the
question, saying something like, “Money is
important to me, but is not my main concern.
Opportunity and growth are far more important.
What I’d rather do, if you don’t mind, is
explore if I’m right for the position, and then talk about
money. Would that be okay?”
The #1 rule of any negotiation is: the side with
more information wins. After you’ve done a
thorough job of selling the interviewer and it’s
time to talk salary, the secret is to get the
employer talking about what he’s willing to pay
before you reveal what you’re willing to accept.
So, when asked about salary, respond by asking,
“I’m sure the company has already established
a salary range for this position. Could you tell
me what that is?” Or, “I want an income
commensurate with my ability and qualifications.
I trust you’ll be fair with me. What does the
position pay?” Or, more simply, “What does this
position pay?”
Know beforehand what you’d accept. To know
what’s reasonable, research the job market and
this position for any relevant salary
information. Remember that most executives look for a 20-
25%$ pay boost when they switch jobs. If you’re
grossly underpaid, you may want more.
Never lie about what you currently make, but
feel free to include the estimated cost of all your
fringes, which could well tack on 25-50% more to
your present “cash-only” salary.
The Illegal Question
Illegal questions include any regarding your
age…number and ages of your children or other
dependents…marital status…maiden
name…religion…political affiliation…ancestry…national
origin…birthplace…
children…diseases…
directly related to your performance of the job.
You can’t even be asked about arrests, though
you can be asked about convictions.
ANSWER: Under the ever-present threat of
lawsuits, most interviewers are well aware of these
taboos. Yet you may encounter, usually on a
second or third interview, a senior executive who
doesn’t interview much and forgets he can’t ask
such questions.
You can handle an illegal question in several
ways. First, you can assert your legal right not to
answer. But this will frighten or embarrass your
interviewer and destroy any rapport you had.
Second, you could swallow your concerns over
privacy and answer the question straight
forwardly if you feel the answer could help you.
For example, your interviewer, a devout Baptist,
recognizes you from church and mentions it.
Here, you could gain by talking about your church.
Third, if you don’t want your privacy invaded,
you can diplomatically answer the concern behind
the question without answering the question
itself.
Example: If you are over 50 and are asked, “How
old are you?” you can answer with a friendly,
smiling question of your own on whether there’s
a concern that your age my affect your
performance. Follow this up by reassuring the
interviewer that there’s nothing in this job you
can’t do and, in fact, your age and experience
are the most important advantages you offer the
employer for the following reasons…
Another example: If asked, “Do you plan to have
children?” you could answer, “I am
wholeheartedly dedicated to my career“, perhaps
adding, “I have no plans regarding children.”
(You needn’t fear you’ve pledged eternal
childlessness. You have every right to change your
plans later. Get the job first and then enjoy
all your options.)
Most importantly, remember that illegal
questions arise from fear that you won’t perform well.
The best answer of all is to get the job and
perform brilliantly. All concerns and fears will then
varnish, replaced by respect and appreciation
for your work.
The “Secret” Illegal Question
Much more frequent than the Illegal question is
the secret illegal question. It’s secret because
it’s asked only in the interviewer’s mind. Since
it’s not even expressed to you, you have no way
to respond to it, and it can there be most
damaging.
Example: You’re physically challenged, or a
single mother returning to your professional career,
or over 50, or a member of an ethnic minority,
or fit any of a dozen other categories that do not
strictly conform to the majority in a given
company.
Your interviewer wonders, “Is this person really
able to handle the job?”…”Is he or she a ‘good
fit’ at a place like ours?”…”Will the chemistry
ever be right with someone like this?” But the
interviewer never raises such questions because
they’re illegal. So what can you do?
ANSWER: Remember that just because the
interviewer doesn’t ask an illegal question doesn’t
mean he doesn’t have it. More than likely, he is
going to come up with his own answer. So you
might as well help him out.
How? Well, you obviously can’t respond to an
illegal question if he hasn’t even asked. This may
well offend him. And there’s always the chance
he wasn’t even concerned about the issue until
you brought it up, and only then begins to
wonder.
So you can’t address “secret” illegal questions
head-on. But what you can do is make sure
there’s enough counterbalancing information to
more than reassure him that there’s no
problem in the area he may be doubtful about.
For example, let’s say you’re a sales rep who
had polio as a child and you need a cane to walk.
You know your condition has never impeded your
performance, yet you’re concerned that your
interviewer may secretly be wondering about your
stamina or ability to travel. Well, make sure
that you hit these abilities very hard, leaving
no doubt about your capacity to handle them well.
So, too, if you’re in any different from what
passes for “normal”. Make sure, without in any way
seeming defensive about yourself that you
mention strengths, accomplishments, preferences
and affiliations that strongly counterbalance
any unspoken concern your interviewer may have.
What was the toughest part of your last job?
State that there was nothing in your prior
position that you found overly difficult, and let your
answer go at that. If pressed to expand your
answer, you could describe the aspects of the
position you enjoyed more than others, making
sure that you express maximum enjoyment for
those tasks most important to the open position,
and you enjoyed least those tasks that are
unimportant to the position at hand.
How do you define success…and how do you measure
up to your own definition?
Give a well-accepted definition of success that
leads right into your own stellar collection of
achievements.
Example: “The best definition I’ve come across
is that success is the progressive realization of a
worthy goal.”
“As to how I would measure up to that
definition, I would consider myself both successful and
fortunate…”(Then summarize your career goals and
how your achievements have indeed
represented a progressive path toward
realization of your goals.)
“The Opinion Question” – What do you think about
…Abortion…The President…The Death
Penalty…(or any other controversial subject)?
In all of these instances, just remember the
tale about student and the wise old rabbi. The scene
is a seminary, where an overly serious student
is pressing the rabbi to answer the ultimate
questions of suffering, life and death. But no
matter how hard he presses, the wise old rabbi will
only answer each difficult question with a
question of his own.
In exasperation, the seminary student demands,
“Why, rabbi, do you always answer a question
with another question?” To which the rabbi
responds, “And why not?”
If you are ever uncomfortable with any question,
asking a question in return is the greatest
escape hatch ever invented. It throws the onus
back 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 better, your next question!
In response to any of the “opinion” questions
cited above, merely responding, “Why do you
ask?” will usually be enough to dissipate any
pressure to give your opinion. But if your
interviewer again presses you for an opinion,
you can ask another question.
Or you could assert a generality that almost
everyone would agree with. For example, if your
interviewer is complaining about politicians
then suddenly turns to you and asks if you’re a
Republican or Democrat, you could respond by
saying, “Actually, I’m finding it hard to find any
politicians I like these days.”
(Of course, your best question of all may be
whether you want to work for someone
opinionated.)
If you won $10 million lottery, would you still
work?
This type of question is aimed at getting at
your bedrock attitude about work and how you feel
about what you do. Your best answer will focus
on your positive feelings.
Example: “After I floated down from cloud nine,
I think I would still hold my basic belief that
achievement and purposeful work are essential to
a happy, productive life. After all, if money
alone bought happiness, then all rich people
would be all happy, and that’s not true.
“I love the work I do, and I think I’d always
want to be involved in my career in some fashion.
Winning the lottery would make it more fun
because it would mean having more flexibility,
more options...who knows?”
“Of course, since I can’t count on winning, I’d
just as soon create my own destiny by sticking
with what’s worked for me, meaning good old
reliable hard work and a desire to achieve. I think
those qualities have built many more fortunes
that all the lotteries put together.”
Looking back on your last position, have you
done your best work?
To cover both possible paths this question can
take, your answer should state that you always
try to do your best, and the best of your career
is right now. Like an athlete at the top of his game, you are just hitting
your career stride thanks to several factors. Then, recap those factors,
highlighting your strongest qualifications.
Why should I hire you from the outside when I
could promote someone from within?
Help him see the qualifications that only you
can offer.
Example: “In general, I think it’s a good policy
to hire from within – to look outside probably
means you’re not completely comfortable choosing
someone from inside.
“Naturally, you want this department to be as
strong as it possibly can be, so you want the
strongest candidate. I feel that I can fill that
bill because…(then recap your strongest
qualifications that match up with his greatest
needs).”
Tell me something negative you’ve heard about
our company…
Just remember the rule – never be negative – and
you’ll handle this one just fine.
On a scale of one to ten, rate me as an
interviewer.
Once again, never be negative. The interviewer
will only resent criticism coming from you. This
is the time to show your positivism.
However, don’t give a numerical rating. Simply
praise whatever interview style he’s
been using.
If he’s been tough, say “You have been thorough
and tough-minded, the very qualities needed
to conduct a good interview.”
If he’s been methodical, say, “You have been
very methodical and analytical, and I’m sure that
approach results in excellent hires for your
firm.”
In other words, pay him a sincere compliment
that he can believe because it’s anchored in the
behavior you’ve just seen.
Review these typical interview questions and
think about how you would answer them. Read
the questions listed; you will also find some
strategy suggestions with it.
1. Tell me about yourself:
The most often asked question in interviews. You
need to have a short statement prepared
in your mind. Be careful that it does not sound
rehearsed. Limit it to work-related items
unless instructed otherwise. Talk about things
you have done and jobs you have held that
relate to the position you are interviewing for.
Start with the item farthest back and work up
to the present.
2. Why did you leave your last job?
Stay positive regardless of the circumstances.
Never refer to a major problem with
management and never speak ill of supervisors,
co-workers or the organization. If you do,
you will be the one looking bad. Keep smiling
and talk about leaving for a positive reason
such as an opportunity, a chance to do something
special or other forward-looking reasons.
3. What experience do you have in this field?
Speak about specifics that relate to the
position you are applying for. If you do not have
specific experience, get as close as you can.
4. Do you consider yourself successful?
You should always answer yes and briefly explain
why. A good explanation is that you have
set goals, and you have met some and are on
track to achieve the others.
5. What do co-workers say about you?
Be prepared with a quote or two from co-workers.
Either a specific statement or a
paraphrase will work. Jill Clark, a co-worker at
Smith Company, always said I was the
hardest workers she had ever known. It is as
powerful as Jill having said it at the interview
herself.
6. What do you know about this organization?
This question is one reason to do some research
on the organization before the interview.
Find out where they have been and where they are
going. What are the current issues and
who are the major players?
7. What have you done to improve your knowledge
in the last year?
Try to include improvement activities that
relate to the job. A wide variety of activities can
be mentioned as positive self-improvement. Have
some good ones handy to mention.
8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this
area. Keep the focus on this job and what
you can do for this organization. Anything else
is a distraction.
9. Why do you want to work for this
organization?
This may take some thought and certainly, should
be based on the research you have done
on the organization. Sincerity is extremely
important here and will easily be sensed. Relate
it to your long-term career goals.
10. Do you know anyone who works for us?
Be aware of the policy on relatives working for
the organization. This can affect your answer
even though they asked about friends not
relatives. Be careful to mention a friend only if
they are well thought of.
11. What kind of salary do you need?
A loaded question. A nasty little game that you
will probably lose if you answer first. So, do
not answer it. Instead, say something like,
That's a tough question. Can you tell me the
range for this position? In most cases, the
interviewer, taken off guard, will tell you. If not,
say that it can depend on the details of the
job. Then give a wide range.
12. Are you a team player?
You are, of course, a team player. Be sure to
have examples ready. Specifics that show you
often perform for the good of the team rather
than for yourself are good evidence of your
team attitude. Do not brag, just say it in a
matter-of-fact tone. This is a key point.
13. How long would you expect to work for us if
hired?
Specifics here are not good. Something like this
should work: I'd like it to be a long time. Or
As long as we both feel I'm doing a good job.
14. Have you ever had to fire anyone? How did
you feel about that?
This is serious. Do not make light of it or in
any way seem like you like to fire people. At the
same time, you will do it when it is the right
thing to do. When it comes to the organization
versus the individual who has created a harmful
situation, you will protect the organization.
Remember firing is not the same as layoff or
reduction in force.
15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery
dissertation here. Do you have strong
feelings that the job gets done? Yes. That's the
type of answer that works best here. Short
and positive, showing a benefit to the
organization.
16. If you had enough money to retire right
now, would you?
Answer yes if you would. But since you need to
work, this is the type of work you prefer. Do
not say yes if you do not mean it.
17. Have you ever been asked to leave a
position?
If you have not, say no. If you have, be honest,
brief and avoid saying negative things
about the people or organization involved.
18. Explain how you would be an asset to this
organization
You should be anxious for this question. It
gives you a chance to highlight your best points
as they relate to the position being discus.
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