JavaBroker Dot Com - Guide To Interview Sucess

INTERVIEW PREPARATION

Your aim at an interview is to present yourself in the best possible light and, thus, secure the job. Remember, it's not the best qualified person who gets the job, it's the best candidate.

The interview is a selling opportunity, with you as the product and salesman and the interviewer as the prospective purchaser. A good salesman will:

Gain the attention of the buyer
Arouse the interest of the buyer
Listen to the buyer's needs
Conduct himself/herself professionally

Many 'buyers' experience fear. Fear of making a mistake or fear of making a wrong decision. In the interview situation the 'buyer' has been instructed to find the right person for the job. He doesn't want to make a mistake because it will reflect on his professional reputation with his boss and peers.

Your must convince the interviewer that you are the best possible solution to his problem and that in choosing you he is going to 'look good'. Accept that the interviewer may be just as nervous as you. Recognise his position and the pressures he is under.

The interview is not an exam or an interrogation. It is a business meeting between professionals, each of whom has a problem. The purpose of the meeting is to exchange information and to arrive at a mutually beneficial and satisfactory conclusion.

Honesty in the interview is essential. Everyone who has ever been interviewed has been tempted to exaggerate his/her achievements. The basic rule is that if in doubt, tell the truth. You have no way of knowing what the interviewer knows about you. Inconsistency in answers infers a lack of honesty. Employers do not want untrustworthy employees.

Always distinguish between a question that calls for a fact and one that calls for an opinion. Answer the factual question honestly, answer the opinion question to your best advantage.

Preparation Check List

Preparation is the key to success:

Do I know where the interview is and at what time?
Do I know the names/job titles of the people I'm going to see?
Have I found out all I can about the company?
Have I found out all I can about the interviewer(s)?
Have I anticipated the questions I might be asked?
Have I prepared the questions I want to ask?
Have I thought out what I have to offer this job?
Have I clarified the messages I want to get across?
Have I got a copy of the advertisement, CV and other appropriate papers?
Have I arranged to get there early?

Dress Code

It is doubtful that anyone ever got a job because of the way they dressed. However, it is quite certain that many people have failed to get jobs because of their clothes.

The essential guidelines are:

Dress to your advantage
Dress to suit the image of a successful job holder
Colours and patterns should co-ordinate
Dress in line with the company's culture. If in doubt, be conservative.
Do not use too much perfume or aftershave.
Jewelry should be minimal
Spend money on a good haircut/hairstyle
Do not stint on your shoes (they're always noticed)

Influencing the Interviewer

Arrive 10 minutes early and treat everybody you meet professionally and politely. When you meet the interviewer, your handshake should be dry and firm. Look the person in the eye and smile politely.

Sit down when invited. Posture is important - push your backside into the back of the chair, push shoulders back, relax your arms look confident and ready to negotiate. Do not fiddle with hands or feet, or smoke.

Eye contact should be maintained with the person talking to you. If there is more than one person, turn to address the questioner. Project your voice as appropriate to the room and the type of interviewer.

In a market research survey by Burke Marketing Research Inc., top personnel executives listed the following, in order of importance, as the most influential in affecting their decision to hire:

Personality - how to present yourself during the interview
Experience
Qualifications relevant to the position
Background and references
The enthusiasm shown towards the organisation and the job
Educational and technical background
Potential for growth in the job
Compatibility, i.e. ability to get along with co-workers
Intelligence and capacity to learn
How hard a worker the candidate appears to be

2. TYPES OF INTERVIEWERS

Just as in life there are different types of people, so there are different types of interviewers. Remember that few interviewers have had any training in interview techniques. All too often recruitment is a 'bolt-on' responsibility which goes with the interviewer's main job - few Works Managers are appointed for their interviewing skills.

Friendly Type

This one is very extrovert, very informal and uses your first name. Do not fall into the trap of becoming over familiar yourself. It's one thing for the MD to call you by your first name, quite another for you to use his.

Talkative Type

The problem here is that talkers seldom make good listeners. You will have to seize the opportunities between pauses for breath to interrupt (courteously) to get your points across - you must make them more than once during the interview.

Silent Type

Gives nothing away and has to be drawn into conversation. Allows embarrassingly long pauses between questions. Hold your nerve - sit and wait. Most people hate silence and so they rush in to fill the silence. Unwittingly they say all sorts of things they would not otherwise have said. This is a well known trick to try to tempt the candidate into an indiscretion.

Prevaricating Type

Obviously not the decision taker. However, you have to live with him. Treat him courteously. You have to get past him to the next interview with the real decision maker.

Pompous Type

Status conscious, self-opinionated and, very often, sarcastic. Do not fawn or cringe. DO NOT challenge his opinions.

Experienced Type

If you get this one you're in luck. He knows what he wants and will have structured the interview and the questions to find out what he wants to know. You will be given plenty of chances to make your points. This is the interviewer you have prepared for. It may be tough but it will be fair. He will appreciate a well prepared candidate who presents himself/herself well.

Inexperienced Type

Waffles along, often nervous, clearly doesn't know what he's about. DO NOT treat him as an idiot. He has been given the responsibility for recruiting, so somebody somewhere trusts his judgment. Try to put words in his mouth by telling him what you think he should know about you and ask him questions to try to draw him out.

Shy Type

Very like the 'silent type' but for different reasons. Do not pressurise or intimidate in any way. Be very warm and friendly. Be co-operative and try to draw him out and win him over by gentle persuasion.

Busy Type

Allows telephones to ring and people to interrupt the interview. This is distracting, bad mannered and unforgivable. Remain polite but firm. Make the point that the meeting is too important to be held in such an atmosphere. You could try, "How do you manage to cope with all this going on? Perhaps it would be better if we arranged another meeting at a more convenient time?"

3. FREQUENTLY ASKED QUESTIONS

All interview candidates have areas of vulnerability and all interviewers have their favourite questions. Unless you go to your interview properly prepared, you will present yourself inadequately because of your apprehension that the two will coincide.

The interview office is not an examination room and must not be treated as such. There are no 'right' answers that can be learned by rote. You must treat each question, not as a test to see if you can come up with the correct 'text book' answer, but as an opportunity to make points favorable to yourself and which substantiate your claim to be the best person for the job.

You must look outwards and try to project yourself into the mind of the interviewer. If you have done your homework you will have all necessary factual information at your fingertips and you will be free to concentrate on the real issues, such as:

What response would I find most favorable if I were the interviewer?
What does the interviewer really want to be reassured about?
What will the interviewer see as a benefit to him/her?

Work through the following questions but be careful not to train yourself, parrot fashion, into becoming so accomplished a question answered that you see this as your role and expect competence in this area alone to secure you the job. It won't. There is a danger of becoming too pat, which will become counter productive.

Do not allow the interviewer/interviewee question and answer pattern to develop as though you were in an examination room. It is vital that you contribute to the dialogue by asking questions. Remember the journalist's guidelines - 'who?', 'what?', 'where?', 'when?', 'how?' Use open-ended questions to spark a dialogue that informs and impresses the interviewer.

Nevertheless, you are going to have to deal with the questions you are asked, whether or not you think them relevant, useful or even objectionable (remember the interviewer may deliberately pressure you to see how you react).

What follows are a selection of questions which experience has shown are frequently asked or which have often been reported as being difficult to deal with. You are certain to be asked some of them, if not exactly in the same words. Your readiness for them will give you a considerable advantage over your rivals for the job.

Do not read straight through this exercise thinking 'how interesting' as though it were a newspaper quiz to be completed on a train journey. Answer each question BEFORE turning to suggested answers in Section 3.2. This is an important stage in a learning process which is designed to help you get the job you want. There are no prizes for high scoring here, but there are high prizes for scoring in the real life situation.

If you have a tape recorder, use it to speak your answers when you've settled on them. Play back and re-record until it sounds right. The sound will remain in your memory and you will be able to recall it when needed.

Questions To Prepare For

How would you answer the following questions?

Tell us about yourself.
What salary are you looking for?
What is your greatest strength?
What are your weak points?
What do you know about us?
What motivates you?
Why did you read for a . . . degree?
Why do you want to work for us?
What are you looking for in a job?
Do you think you are a leader?
Do you like to compete?
Are you willing to re-locate?
What do you not like doing?
How do you get on with people?
What are your short, medium and long term goals?
How would your spouse/partner describe you?
Why should we employ you?
Are you considering any other job offers?
How would you describe yourself?
What things do you feel most confident doing?
How high do you expect to rise in this company?
What is your best achievement to date?
What is your biggest failure to date?
How do you react under pressure?
How long have you been looking for a job?
Tell us about some of the creative work you've done.
What can you do for us that somebody else can't?
What do you think your referees will say about you?
What things about yourself would you like to improve upon?
What do like best and least about the job you've applied for?
How long before you will make a useful contribution?
How do you spend your leisure time?
How much time should a person devote to this job?
Do you mind working for a member of the opposite sex?
Do you mind travelling about in your work?
Are you aggressive?
Do you mind taking some psychological tests?
How do you react to criticism?
You've not done this job before. How do you expect to succeed?
What do you consider a reasonable time to stay in a job?
You don't seem to have the experience we're seeking.
Are you continuing your education and studies?
What are you good at?
What are you most proud of in your life?
I don't understand why you think you're right for this job?
What would your best friend say about you?
How will you react if you are not offered this job?
Where do you hope to be in three years' time?
Why do you think you've the potential to be a good manager?
You don't have much experience, do you?
How does this job fit in with your career aspirations?
What would you do if you disagreed with the decision of a superior?
Why haven't you found a job yet?
Given the choice, what things do you leave to last when working on a project?
Describe the last time you felt ineffective. What did you do about it?
In your CV you say that you're 'innovative', give some examples.
What qualities would you look for in your immediate boss?
Don't you think you're over qualified for this job?
How important is money to you?
What is your idea of success in life?
How do you see the future in your particular specialty?
What kind of people do you dislike working with?
How do you cope with stress?
If we offered you the job right now, would you take it?
What would your best friend regard as your biggest fault?
Do you have any problems we should be aware of?
What attributes would you bring to this job?
What do you regard as the average working week?
What have you enjoyed doing most in your life?
How are you coping with unemployment?
What annoys you most in a work situation?
What do you do if you've a problem you can't handle on your own?
If you could start over again, what one thing in your life would you change?
What kinds of decisions are most difficult for you?
Describe a situation where your work was criticized?
What do you fear most?
Why?
If you're so good, how come you're still unemployed?
What was the last thing that annoyed you?
If you could choose, what famous person would you want to be?
On a scale of 1-10, how do you rate your commitment to a job?
What personal characteristics do you have which get in the way of work?
How do you feel about being responsible for hiring and firing?
Do you enjoy being in charge of people?
Give me an example of a method of persuasion you have used successfully.
If you had a private income, how would you spend your time?
How do you react when a deadline is approaching?
What do you feel strongly about?
How important are money, status and position to you? Rank them in order.
Describe your ideal boss.
Do you prefer to be a big fish in a small pond or a small fish in a big pond?
Do you regard it as a weakness to ' blow your top'?
Do you read much? What was the last book you read?
What would you do if you had a decision to make and no procedure existed?
How have you successfully co-operated with a 'difficult' type of person?
Do you have any doubts about your ability to do this job?
Would you compete against me for my job?
What do you see as the toughest part of being a manager?
We can't make a decision in under 6 weeks. All right?
What salary were you earning in your last job?
What is your opinion of your present/previous employer?
What did you think of your last boss?
Why are you looking for another job/leave your last job?
Why were you made redundant?
Were you happy in your last job?
Why have you decided to change careers?
What frustrations did you have in your last job?
How did you resolve them?
What were the main weakness of your last boss?
How did it affect your work?
How did you compensate?
Why didn't you achieve more in your last job?
Have you ever been fired?
Do you consider yourself successful in your present/last job?
Have you any questions?

Suggested Answers

As already mentioned, there are no 'right' answers to these or any other interview questions. You must look to sell yourself in the positive way you would sell anything else. You must not operate in the passive mode of 'being interviewed'.

While we can suggest ideas, you will have to develop your own individual responses relevant to your background training and achievements. You must then match these responses to the circumstances and your own and the interviewer's personalities.

The classic opener and the classic trap. You have to seem to answer the question and get the dialogue going as soon as possible. You cannot sell your services until you know his needs. Anything you tell him which is irrelevant to those needs may appear self-centred and boring. Do not ask "What areas would you like me to concentrate on?." The chances are that if he has asked this general question, he wants to see how decisively you handle it and to identify possible areas for further examination. Alternatively, it could just be that the interviewer hasn't done insufficient preparation. If he is fishing and doesn't know where he wants you to start or what to concentrate on then you will discomfort him by asking. Develop a brief overview of your career and education, taking the interviewer through the points which you consider most relevant to the job applied for. Allow about 5 minutes. Return to questions.
Don't get into salary discussions too early. Early on you will have no indicators. A response might be, "It's hard to discuss salary without knowing more about the job and the responsibilities" or "I'd like to discuss that later, if we may, when I have a clearer idea of the parameters of the job. You were saying . . ." ( and lead into a question). If it is late in the proceedings and there are still no indicators you might ask, "What is the salary range in which this job would usual fall?" or "What salary bracket have you provisionally budgeted for this job?" Don't ask for a precise figure - leave him and you some room for maneuver. If there is a fixed salary scale, then you will be told, and it is unlikely to be negotiable. Return to questions.
A common question. You, of course, have several strengths, or strong points. Think before you go to the interview and make sure your strong points are relevant to the job. Do not talk about being 'good with people' or 'quick to adapt to new situations' or 'revel in a challenge'. This is waffly and will suggest you are not up to the job. Wherever possible, relate each of your strengths to an achievement. Return to questions.
If you get the 'strong points' question it will almost certainly be followed by the 'weak points' one. NEVER admit to ones you think may be real. Think up something that can be seen as a virtue. "Well, I'm a bit of a workaholic" or "I like to get things done quickly, so sometimes I can get a bit impatient". Everyone has weaknesses, no use denying it, but always try to relate a weakness back to strength. Return to questions.
If you've done your homework you can answer this. If not you're dead. Who wants to employ someone who is so disinterested in the job they can't be bothered to find out something about the company they're hoping to work for? Return to questions.
Job interest, opportunity, growth, chances to learn and get experience, work for a world class company, work for the market leader, technical innovator, etc. NOT the money, the pension or the fringe benefits. He wants to know what you can do for him, he knows what he can do for you. Return to questions.
Whatever your reasons try to relate them in some way to the job requirements. If a 'non-vocational' degree, you still have a trained mind, the ability to absorb and analyze large amounts of data, to reach rational conclusions and present and defend a case articulately. These mental disciplines are transferable skills and can be applied to a wide range of situations and problems. Return to questions.
Base your reply on their reputation for their products, management, international scope, technology, research and development, as a good place to grow and broaden your experience. If you have done your homework you will know their products, policies and potential for you. Return to questions.
If this comes late in the interview you should have found out enough about this job to form the answer which will emphasize your suitability. If it comes early in the interview be careful. Do not use tired old clich�s about 'challenge', etc. A swift "Something I can get my teeth into", followed by a question as to what he sees as the most important factors. You can then relate your strengths to those factors. Return to questions.
Think about what it takes to be a good leader. To be a good leader you must first be a good follower. Give examples of how you have followed good leaders and how you have successfully led other people. Think of the best people who have led you and list their attributes in leadership, then apply them to yourself. Recognition and helping people often weigh heavily in leadership. Another important aspect is to be able to delegate while maintaining control. If you can list some actual examples and achievements demonstrating this ability you are well on your way to handling this question. Return to questions.
There is nothing wrong with competition as long as it does not sacrifice the rest of the activity or prejudice the team effort. If you are competitive, relate to the team effort or the total business activity and not your personal ambition, i.e. you want the team/company to be successful. Return to questions.
Don't pause, have your answer ready. "Yes, of course, for the right opportunity. Do you have something specific in mind?" Return to questions.
Anything that is not relevant to the job. Filling in tax returns, waiting for buses, etc. If pressed in relation to work then generalize and turn a dislike into a virtue. "I don't much like filing, but it has to be done. Every job has something about it that can be tedious. I find the best way is to get the less enjoyable tasks out of the way as soon as possible rather than put them off." Return to questions.
You get on very well with them. All shapes, sorts and sizes. Give some examples of successful relationships with peers, previous bosses, any subordinates, people in authority, etc. Above all, show what a good team person you are. Return to questions.
Relate your goals to those that can realistically be achieved in the interviewing company. Limit your goals to short and medium range, its too early to be certain about twenty years ahead. A good reply will be orientated towards growing in your job through learning, experience and achievement. Return to questions.
Something to think about! Return to questions.
If you know the job requirements and can match up some achievements then you have a good fit and should say so. Otherwise talk about the contribution you can make through your strengths. Return to questions.
If you are then say so, but don't give any details. If not then, "I do have some other irons in the fire" should be sufficient. Return to questions.
A variation on Q1. Think of any past appraisals or assessments and pick out your strong attributes. If you can link them to the job requirements then you will do well. Return to questions.
Almost everybody likes to do the things they do well and are most confident about them. If you can, stick to achievements and think of the job requirements and try to relate to them. Return to questions.
Be careful. Do not be over ambitious. "I'd like to take one step at a time. First of all I'd like to make a success of this job, then if I move up the ladder it will be on merit. Of course I'm ambitious but I'd like to take my time and see what opportunities present themselves." Return to questions.
Pick one of your most significant achievements and relate it to the job requirements. Return to questions.
Everybody has failures. Do not pretend otherwise. Pick something not related to the job and something you were later able to correct. Then you can turn it into a learning experience - and you never make the same mistake twice! Return to questions.
The important thing is to show that you can handle pressure. Try to find out what he means by pressure or ask how much pressure there is in the job. Give examples of how you have handled pressure situations. Return to questions.
If it has been a long time, you can mention that you have been doing part time work, investigating further training, etc. The important thing is not "How long?" but "Have you been unproductive or idle?" Of course you haven't! Return to questions.
Show how you have developed a new idea, a new theme, or improved something. Return to questions.
NEVER "Because I'm the best person for the job." It's arrogant and you don't know the other candidates, their qualifications or experience. Therefore, you cannot judge them, nor should you attempt to do so. Match your achievements and qualifications to the job and mix in an interest in what you have heard and seen so far. Answer from what you know and feel you can do. Return to questions.
Good things hopefully. If you've done your homework they will know they are likely to be approached. You will have given them a copy of your CV for reference and will have discussed with them what you would like them to say about you. Return to questions.
Pick on something that will not reflect on your suitability for the job. Better computer skills, another language, etc. Return to questions.
Choose what you like best about the job. There is nothing you like least. "At this moment I can see no important negatives, that's why I'm so interested." Return to questions.
Don't hurry this. There is always a transition period during which people learn the ropes. "I'm a quick learner. If things go as I believe they will, then I would expect to start making a contribution fairly soon. What sort of period would you expect?" Return to questions.
Be reasonable. Don't overdo your efforts to present yourself as a 'rounded' person. Not so many activities that there's no time for work. Also this is NOT the time to mention you like free-fall parachuting or bungee jumping. Return to questions.
As much as is needed to do it well, and then some. Return to questions.
Of course you don't. Not in this day and age. It's the job that matters. Stick to the job specification and don't get side-tracked into issues of sex discrimination, etc. Return to questions.
You should know how much traveling the job entails. If not, now is a good time to find out. This might be tricky if you have a spouse/partner with a job, or a family. Think out your answer in relation to your circumstances well before the interview. Return to questions.
If that means "Are you a go-getter?", then yes you are. "Of course, if I see opportunities I go for them." However, defuse any tough implications and remember you are always a team member and player. It's the success of the team that matters. Return to questions.
You have no choice if this is company policy. Try to get agreement to your having some feedback from the results. This way you will learn something about yourself. You can ask if the test will be conducted according to the IPM or BPS codes of practice. Under these codes you do have the right to have the results discussed with you. Return to questions.
Nobody likes criticism. If criticism is based upon fact and is something from which you can learn and improve, that's fine. "I welcome all opportunities to learn to do my job better, although purely destructive criticism is hard to take. Do you have a formal appraisal system linked to a staff development policy?" Return to questions.
Bring out your achievements to show how you tackle new things and do them well. Return to questions.
Three or four years, before the real edge of enthusiasm starts to get blunted - and that's a vital ingredient. Of course, that's in the same job, not the same company or even the same job title. Give the interviewer some leeway. He may have reached his career peak, been stuck in the same job for years and have several more to go before he retires. Don't give the impression you are telling him he is less than competent or remind him of his unachieved career ambitions. Return to questions.
This is NOT the end. Counter question. "I'm surprised you should say that, perhaps you could be more specific?" Nerve and persistence can get you through. They wouldn't be seeing you if they didn't think what you have to offer is relevant to their needs. You must achieve a re-emphasis and discussion which lets you demonstrate that your background, training, etc. are appropriate to their needs. This sort of question is often thrown in to pressure you. Don't rise to the bait and don't imply "You know my qualifications for the job and if that's what you think why waste my time getting me here?" (Even if that's how you feel). Return to questions.
The answer is obvious, but you must have examples ready. Return to questions.
A variation of the 'strengths' question (Q3) and should be dealt with in the same way. Anticipate the follow up "What are you bad at?" and deal with it as for 'weaknesses' (Q4). Return to questions.
You can refer to the 'greatest achievement' answer (Q22) or find something else about which you are particularly proud. Try to relate to the needs of the job. Anticipate the "What are you least proud of?" question and relate to your 'failure'. Return to questions.
A needle statement designed to provoke you. Treat it as serious question and, again, counter question. "Would you be more specific? Where are your doubts?" This will lead you to the specifics which will enable you to re-emphasize your strong points which make you suitable for the job. Return to questions.
Hopefully, what you have given as your strong points. You may add other things which show how you fit in 'good sense of humour', 'even tempered', etc. Don't overdo it, though. Return to questions.
Naturally you will be disappointed, because it's a job you would like to do and which you know you could do well if given the opportunity. However, you are a realist and you know their may be better candidates. You will regard the application and interview as a learning experience which will stand you in good stead with your next application. Return to questions.
A very common question. Your answer will be framed in the context of the job and the opportunities it may provide. NEVER answer "Sitting in your chair". Would you like to be threatened at an interview? Return to questions.
A variation on the 'leader' question (Q1O). The characteristics of a good manager will be the same. Return to questions.
Refer to Q41. Return to questions.
You will have worked this out before the interview. Your career aspirations will match the future of the job for which you're applying ( if not, why are you applying for it?). Return to questions.
You believe in being reasonable about things like this. "I make a point of trying to work as closely as possible with my superiors and I believe in communicating continually. As long as it wasn't a question of ethics or illegality, I would go along with him after trying to make sure he understood the reasons for my views". Return to questions.
A variation on "How long have you been looking for a job?" (Q25). Think carefully about your answer. State of the economy, clarifying your options, investigating further training/post graduate opportunities, etc. Return to questions.
A loaded question. A positive reply might be on the lines "I'm a person who likes to establish priorities and work accordingly. I have no particular preference for doing things first or last. I just like to get the job done as well as possible". Return to questions.
Most people will think of a problem that couldn't be resolved. You will not. You will refer only to a problem or situation that you were able to solve or resolve. This will be a splendid opportunity for you to present one of your successes. Return to questions.
You must expect questions based on your CV. Know it inside out and be prepared to substantiate claims. Return to questions.
All the things that make a good manager/leader (Q1O, Q49). Return to questions.
Of course not. "I imagine my qualifications and experience would enable me to make a bigger contribution sooner" or "I'm very realistic, understand the economic situation and in the present climate I have no exaggerated ideas about my place in the scheme of things". Return to questions.
Obviously it's important. Like most people you want to enjoy a reasonable standard of living. However, money doesn't dominate your life or career aspirations. Other things (quality of life) are equally important. Return to questions.
You may have your own views. Try to relate them to the job and the company. Doing the kind of work you enjoy, doing it successfully and well. Return to questions.
You must keep up to date in your field if you are to answer this one. This is the point of the question. Return to questions.
So far in life you've had little difficulty in working with all sorts of people, but if pressed say that you find it annoying to work with people who don't pull their weight. Return to questions.
A variation on the 'pressure' question (Q24). Return to questions.
Yes you would. Don't hesitate. You can always change your mind later. This is the job you really want. Leave no doubts in their minds about that. Return to questions.
Whatever the fault is, it is no way related to the job. It could be you're a bit over generous, too ready to see the other person's point of view, too fond of chocolate, impatient with people who are late for appointments, etc. Return to questions.
No. Return to questions.
A variation on "Why should we employ you?" See Q17. Return to questions.
There's no such thing. The working week is as long as is necessary to get the job done properly. Return to questions.
Most people enjoy doing what they do well. So your answer should in some way reflect or relate to your strengths. Stick to achievements and think of the job requirements. Return to questions.
You don't like it, but you are not dispirited and you have used/are using the time productively (aren't you?). See Q25. Return to questions.
Remember not to criticise former colleagues or workmates. Something general like, "I suppose seeing the job not being as well done as it might be" or "When the customer isn't put first". Return to questions.
Seek advice and help from someone who has more knowledge and/or experience. Return to questions.
This is up to you, but don't confess to any shortcomings that are relevant to the job. Return to questions.
You may have your own ideas. But they are not the sort of decisions which might affect your ability to do the job. Return to questions.
Pick something not relevant to the job and make sure it was not a major disaster. You learned from it and that is the important point to get over. Return to questions.
Only you can answer this. Return to questions.
And this. Return to questions.
Another variation on Q25 and Q53. Return to questions.
Be careful. You don't easily lose your temper but . . . Pick something outside work. Show your annoyance was well justified and that you resolved the matter in a civilised way. Return to questions.
Its up to you. But remember you will be asked your reasons. Pick someone who has characteristics worthy of respect. Return to questions.
A 'Heads I win, Tails you lose' question. Less than 10 and you're accused of not being totally committed to the job, score 10 and you're accused of having no interest outside the job. Tread around the quicksand. You can suggest that the question is almost impossible to answer since it would require a knowledge of every possible future situation which could arise in life. Of course you would give 100% commitment while at work, but there are other things in life outside of working hours. Hobbies, wife/husband/children, etc. All human beings have responsibilities and interests outside of work. You could give an example. "For instance, if I had a family and one of my children was ill in hospital then that might, temporarily, affect my performance, or, if my wife was injured in an accident and I was called to the hospital I might, in that situation, put going to the hospital ahead of attending a business meeting." The point to get over is that in normal circumstances you give 100% to the job while doing the job, but in real life, situations can occur where that order of priority might change temporarily. Return to questions.
Try something general, such as, "Certainly nothing major that I'm conscious of". It's back to the 'weaknesses' question again (Q4). Return to questions.
Nobody likes firing anybody (survey's show it is the least liked part of a manager's responsibility). Hiring is also an important part of a manager's role. Get it wrong and it can be expensive. However, these responsibilities go with the territory and, if necessary, they would be responsibilities you would be prepared to take on board. Return to questions.
Yes you do. You like motivating people and getting the best out of them. Essentially this is a variation on the 'leadership/management' questions (Q1O, Q57). You're a good leader and a good manager (or potentially so), therefore you like exercising management/leadership skills. Return to questions.
Back to your achievements. Have one or two examples ready where you have successfully persuaded someone to do something. Return to questions.
Productively, not sitting on a yacht in the South Seas sipping Gins and Tonics (however true that might be!). Possibly self-employment, supporting the Arts, helping charities, etc. Return to questions.
Back to 'pressure/stress' again (Q24, Q63). You don't panic. After all, if things have been planned and executed properly there shouldn't be any real problems to deal with. The word deadline is just another word for job completion. Return to questions.
Whatever it is, make sure it isn't something that's going to disqualify you from the job. It might be, for example, 'not giving value for money'. Try to pick things that are outside of work. Return to questions.
A variation on Q59. Remember the first part of the question is asking you to relate to your life overall. The second part of the question is a matter of your personal preferences. There is certainly no 'right' answer here. The questioner is more interested in how you deal with this question rather than with the particular answer you give, although some deductions about what sort of a person you are may be made from your answer. Decide what sort of person you wish to project yourself as, in relation to the job, and frame your answer accordingly. Return to questions.
Back to leadership/management qualities. Obviously your ideal boss is one who satisfies those criteria (Q10, Q49, Q57). Return to questions.
A favourite question with many interviewers. Your answer should match the job situation. Remember where you are when you answer and be prepared to follow up with some reasons. Return to questions.
No. In moderation and under control. Provided, of course, that it's justified. Under those circumstances it can be a good thing since it ensures no-one settles down to a complacent existence. Return to questions.
A simple question which often throws people. A nice easy way to score some points if you've thought about it in advance. Return to questions.
There are two elements here. Your ability to make decisions and communication (bosses don't like surprises). Possibly answer along the lines, "First I would seek advice from my superior. If he wasn't available and the decision couldn't be delayed until he was, then I would make the decision on the best information available to me at the time. I would, of course, inform my superior as soon as possible". Return to questions.
Have some examples ready. This is back to teamwork, motivation, leadership and management skills. Return to questions.
No you haven't. Clearly there will be a learning period, but given your skills and achievements you are as certain as anyone can be about something that you can do the job successfully. Back to 'strengths' again. Return to questions.
Careful. You could possibly say, "I'd like to think that when you are promoted I might at some time be a candidate for your position". Return to questions.
A good reply might be, "To get around me a team of people who would be better than me at their individual specialties. After all, one of the responsibilities of a manager should be to make sure that if he walks under a bus his department will still function". Return to questions.
If you are servile now, they won't want you in 6 weeks or 60 weeks. "Perhaps we can keep each other informed. I like the job very much but I will let you know if a decision on my other applications is forced on me and perhaps you will let me know if you can advance your timetable". Return to questions.
If you are being interviewed by a recruitment consultant you will have to tell him. If it is a normal interview try to sidestep the question, or delay it. "I was well compensated in my previous job but I really don't want to prejudice my chances here by being too high or too low. Can we delay this until we've looked at all aspects of your requirements?" or "What is your range for this job?" Return to questions.
Be careful. NEVER criticise your previous employer or boss. Remain at worst neutral, at best positive. Focus on situations from which you have learned and/or been able to make a contribution. Return to questions.
This will almost certainly come up. Again, no criticisms. Whatever your real feelings, be positive. "He was the kind of person I could learn from" or "We communicated well and got things done quickly and efficiently". Return to questions.
One or other of these will almost certainly be asked so prepare carefully. Opportunity is always a good response, e.g. "I want the chance to broaden my experience and I've hit a bit of a bottleneck at . . . Again, always be positive about your last/present employer and think through your answer. Try to link your reasons to the job being applied for. Return to questions.
You were never selected for redundancy. The job itself was no longer viable and made redundant. If a well publicised situation has given the interviewer data which implies selectivity you must answer with an inflexible formula. "Everyone working on the . . . which was canceled had to go" or "Last in, first out - with no exceptions". Answer quickly, briefly and clearly. Return to questions.
Of course you were. You were doing the kind of work you enjoy and you were successful at it. List some of your achievements. Make certain your answer tallies with answers to Q103. Return to questions.
A variation on Q103 but it might be particularly relevant if you are making a clear move into a new field. Again, base your answer on opportunity, interest, increased responsibility requirement to broaden your experience. Link these to the job in hand. Return to questions.
Catch 22 question. Frustrations are part and parcel of any job. Relate some of the bottlenecks you experienced, but, very importantly, show what you did to overcome them. Return to questions.
You've already answered this as part of your previous answer. Return to questions.
No avoiding this. Everybody has some weaknesses. Keep it short, simple and not too savage. Make it as unlike the interviewer as you possibly can. Return to questions.
It didn't. Return to questions.
Explain how you compensated, but no going behind your previous boss's back. Q109, Q110 and Q111 are a typical 'train of questions' which you may meet in a variety of guises. Be prepared for them. Follow the essential rule - rely on your imagination; do not be distracted by memory! Return to questions.
Generally it is a mistake to repeat a question you are asked (it implies you can't think of an answer and are trying to buy time). This is an exception. Repeat it back slowly with a slight emphasis of incredulity on 'achieve' and 'more'. Then, "Well, I can't really think of anything at all significant". Never, never accept any assumption of guilt or failure. Return to questions.
If yes, make certain you have a good explanation worked out and tested with friends or former business colleagues. Don't be untruthful. They can always check. Return to questions.
Yes, most certainly. You have been doing work you enjoy and have accumulated some achievements. "I started out as a trainee and within two years I reached management grade, managing a team of 15 and with responsibility for a major product. Is that the sort of performance you are looking for?" Return to questions.
Of course you have. Return to questions.

Questions You Can Ask

Where does the job fit into the company structure? What are the lines of authority?
Has the job changed since you first advertised it?
May I ask why you have put an age restriction on the job?
Why do you want . . . experience?
Would not my experience in . . . be of great help to you?
With my ability as a . . . could we not increase the content of the job?
Why have you not promoted from within the company?
If a job is well done it usually expands. How do you see this job expanding?
What would you want me to achieve for you - short term?
How will my performance be measured? Is there an appraisal scheme?
Could you show me my position in relation to others? (Have a pen and paper handy).
What is your market share?
How do you see the company/industry developing in the future?
What plans have you for . . . ?
How are you overcoming the problem of . . . ?
What happened to the last occupier of the job?
How long was he doing it? And the person before him?
When would you want the person appointed to take up the position?
What particular aspects of the job do you see as being the most important?
Has the position been advertised within the company?
What would you consider to be my immediate task?
What are the discretionary powers which go with the job?
Do I have a budget to work to and how much involvement would I have in setting it?
What is the 'executive turnover' in the last two years?
What is the 'staff turnover'?
What are your labour/delivery problems?
Is there a long order book?
Are there any shortages?
What are your plans for the future?
Are you introducing any new products in the future?
Do you have any cash flow problems?
What are the company policies in the fields relating to this position?
Have you any reservations about my ability to carry out this job for you?
What is the time factor as regards the next step? I ask this because naturally I have other irons in the fire, but this position as you describe it is easily my top priority.

4. SALARY NEGOTIATION

Avoid being the first to raise the subject. The interviewer must raise it sooner or later. If it is brought up early in the interview, try to defer the matter for later. Then you will have a better idea of the duties and responsibilities and will have had more opportunity to impress the interviewer.

From research, try to make certain you have some idea of the going rate for the job. Suggest a salary range, allowing a negotiating margin. Don't fight for an absolute maximum - try to build in future assurances, e.g. trial period, frequency of review, % increments, etc. Remember, once you name a figure you can only be negotiated downwards! Never drive yourself or the other side into a corner. Always leave room for manoeuvre.

When negotiating over salary, think in terms of a 'remuneration package'. This will include some of the following: salary, bonus, pension, life assurance, private medical care, car or car allowance, relocation payments, holidays, sick pay, share options, discount buying, mortgage relief, etc.

Never accept or reject an offer on the spot. Always take it away to think it over.

5. COMMUNICATION SKILLS

Active Listening

Pay attention to what the interviewer says and how he says it.
Demonstrate that you are listening by using eye contact (80% of the time), showing interest, nodding and smiling from time to time (not like an idiot!) and by NOT INTERRUPTING.
Allow 'air space'. Give the interviewer room to talk and respond to your answers or questions.
Allow silence while the interviewer absorbs and thinks about your answers.
Check understanding of questions and answers. Clarify what you don't understand (DO NOT repeat the question back to the interviewer).
Pay attention to non-verbal signals.
Analyze, evaluate and respond appropriately to the interviewer's words and gestures.

Eye Contact

Don't stare - it's rude and makes the other person feel uncomfortable.
Don't hold eye contact for too long - it can make the other person feel uncomfortable.
Very short or avoiding eye contact makes you appear shifty, furtive and not to be trusted.
Be non-committal on matters of opinion and stick to facts wherever possible.
Gaze is used to collect information as well as to send it. Average time for a gaze is about one and a half seconds, but you should gaze a lot more when you are listening than when you are talking.
Tests have shown that if, when listening, you gaze at the speaker for less than 15% of the time you are considered cold and defensive.
If, when listening, you gaze at the speaker for 80% of the time you are considered friendly, natural and self-confident.
Do not wear dark glasses - it can make the other person uneasy.
Watch the speaker carefully - he/she will keep checking on your eye contact to check that you are listening and that you are interested in what they are saying.
Try to avoid 'cut-off' eye gestures such as: looking away for long periods (evasive), rapid glances away and returning (furtive) or eyes closed for too long (stuttering). These disconcert the interviewer and makes them irritated.

Body Language

Avoid the following body language:

Barrier Signals. At peak moments of stress or nervousness there is a body cross - one arm makes contact with the other across the body, e.g. rub hands together, adjust cufflinks, adjust tie (with both hands), woman checks handbag, hold hands together.
Intention Movements. Small preparation movements occurring when about to take action, e.g. grasping the arms of a chair to rise to go, but not getting up.
Cut-Off Activities. Used to reduce stress, e.g. holding head in hands, closing eyes or unconsciously looking evasive/shifty.
Displacement Activities. Small irrelevant movements made during moments of inner stress or frustration, e.g. head scratching, tugging ear, stroking hair or face, touching cuffs or watch, picking finger nails, picking imaginary fluff off clothes, etc.

6. CLOSING THE INTERVIEW

Watch the interviewer closely for buying signals - gauging his interest from his body language. Look for animation and rapt attention - he might suddenly lean forward and become intent. Alternatively, he might relax back into his chair and the tone of conversation may change, becoming more friendly. It is important that such signals are not misinterpreted and it is wise to check them out by asking pertinent questions.

Listen for verbal buying signals - the use of the word "when" instead of "if". In this case, assume an offer, take the initiative and ask, "When do you anticipate the starting date to be? Are there any further points you wish to raise with me now or later?"

Whether or not you assume the signals to be favourable or unfavourable, it is worth making the point, "We seem to have covered a great deal of ground and for my part am very interested in the position. I am certain that I can bring considerable experience to resolving your problems, but I would like to know if there are any areas we have not discussed in depth on which you would like further assurance." This might pursuade the interviewer to reveal any doubts that he has about your abilities and give you the opportunity to resolve.

The way the interview is closed can be critical. Avoid 'being dismissed' by the interviewer. Try to ensure that you end the meeting. Do not be tempted into an extra cup of coffee or to idle into social chit chat. Go out in a dignified manner. Let his last impression of you be one of purpose, someone who does not indulge in trivia (at least not in working hours).

Thank him for his courtesy in seeing you, tell him you enjoyed discussing their problems and requirements, assure him of your interest in the appointment and that you would be happy to meet him and his colleagues for further discussion when it is convenient. Ask him when you may expect to hear and/or about the next step.

Regardless of whether or not the interview went well, always write to the interviewer and thank him for the time he spent with you. Re-emphasise any points made at the interview which he considered important. If you overlooked or forgot something at the interview then cover this in the letter. Be enthusiastic and assure him once again of your keenness for the position and that you look forward to hearing from him or meeting him once again.

You may find yourself in the situation where you have one job offer and are very close to getting a second. In this situation, you may wish to delay accepting the first offer and to speed up the offer of the second job, particularly if the latter is more attractive.

Delay the first offer by writing back (after 2 days) and suggest that there are one or two matters you would like to clear before final acceptance. Request a short meeting (say 5 days time). This way you will gain 7 days leeway.

Speed up the other offer by telling them about your first offer (but only if you are prepared to take the first offer). Say you would rather work for them and ask to meet urgently to finalise the matter. You will then find out how keen they are to have you.

7. POST-INTERVIEW CHECK LIST

As soon as possible after the interview use this check list so that you can learn from the interview (even if you didn't get the job). We learn from our mistakes, but only if we analyse them carefully. Be absolutely honest with your answers.

Did I look as good as I am capable of looking?
Was I as informed about the company as I should have been?
Was I relaxed and in control of myself?
Did I appear confident?
Did I show real enthusiasm for the job?
Did I answer the questions in a way that highlighted the most important aspects - my ability, my experience, my achievements my suitability for the job?
Did I listen carefully to the interviewer?
Were there any questions I couldn't answer satisfactorily?
Did I control the content of my answers?
Was I observant enough?
Did the interviewer get interested and involved in what I was saying?
Did I tailor my answers to the sort of interviewer I was seeing?
Did I present an accurate and favourable picture of myself?
Do I understand about the next stage?
Write a 'thank you' letter to the interviewer.

8. OTHER INTERVIEW SITUATIONS

Psychological Testing

The most common of these are 16PF, OPQ and Meyers-Briggs. Don't try and 'second guess' and give the correct answer, because there isn't one. Answer the questions as though you were in your normal work environment. If multiple choice responses are being used then, where your own view is not closely reflected, select the response you dislike least.

Group or Board Interviews

It is usual for each member of the group to ask about a specific area. Turn towards the member when spoken to and address your reply initially to the questioner. As you develop your reply, take in each of the other members and close your reply looking at the questioner. Use names appropriately and do not be over awed by the presence of several people.

Very early on it will become apparent who the real decision maker is by the deference others pay to him verbally and by their body language. Pay particular attention to this person. Do not be afraid to ask questions.

Selection Boards

These normally take place over a two or three day period, with up to ten candidates for the job. It will include meals, when members of the selection board will mingle with the candidates. This is part of the interview so keep up your guard and use your interview techniques when appropriate.

There will also be written tests, psychometric tests, group discussion activities and interviews with the various members of the board. During these activities, when you are in charge show you can handle the chairman role and when you are a team member show you are a constructive contributor and team player. Overall you must show you are a positive and capable enabler. No sarcasm, no putting people down and no negative aggression. Show your skill at getting the best out of people in any situation.

Recruitment Consultants and Headhunters

You will be given, almost certainly, an in-depth interview by a professionally trained consultant. It will last anything up to two hours and will not be confined to the technical aspects of your work. It will cover your career objectives, your management style, your motives for doing things, how your life has progressed, your wife/husband/partner, your family, your health, your holidays and your leisure pursuits.

The consultant needs to get to know a great deal about you and what makes you tick because he cannot afford to put someone in front of a client and have the client find out more than the consultant.

The consultant is trained to get you to reveal yourself and, in many cases, to read your body language - so be on your guard; sit properly, be alert but be relaxed. Don't be afraid to ask questions to find out what the consultant is looking for, even if you have been briefed at the beginning of the interview.

At the end of the interview you may be given some feedback on the way you interviewed and you may be given some advice. Stay on your guard and accept it. Do not argue or contradict the consultant. Your reactions may well be part of the interview assessment.

Interview Over a Meal or Drinks

Beware! Don't forget this is an interview, the food and drink are secondary. Treat the occasion with appropriate social graces but do not relax too much over the food and drink. Pay attention to what you order. Choose food which does not present problems at the table (prawns and finger bowls, tough steak, soup, peas, etc). Stick to easily handled, chewed and swallowed foods.

Remember, it is easy to let your guard down over food and drink. Stay professional - imagine you are at a normal interview and treat it like one.

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