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How to Master the Art of
Interviewi Presented by Bosco-Hubert & Associates, LLC By
Bill Radin ©1998
Innovative Consulting, Inc. Career Development
Reports To a
large degree, the success of your interview will depend on your ability to
discover needs and empathize with the interviewer. You can do this by
asking questions that verify your understanding of what the interviewer
has just said, without editorializing or expressing an opinion. By
establishing empathy in this manner, you’ll be in a better position to
freely exchange ideas, and demonstrate your suitability for the job.
In addition to empathy, there are four other intangible
fundamentals to a successful interview. These intangibles will influence
the way your personality is perceived, and will affect the degree of
rapport, or personal chemistry you’ll share with the employer. [1]
Enthusiasm -- Leave no doubt as to your level of interest in the
job. You may think it’s unnecessary to do this, but employers often
choose the more enthusiastic candidate in the case of a two-way tie.
Besides, it’s best to keep your options open -- wouldn’t you rather be
in a position to turn down an offer, than have a prospective job evaporate
from your grasp by giving a lethargic interview? [2]
Technical interest -- Employers look for people who love what they
do, and get excited by the prospect of tearing into the nitty-gritty of
the job. [3]
Confidence -- No one likes a braggart, but the candidate who’s
sure of his or her abilities will almost certainly be more favorably
received. [4]
Intensity -- The last thing you want to do is come across as
“flat” in your interview. There’s nothing inherently wrong with
being a laid back person; but sleepwalkers rarely get hired.
By the way, most employers are aware of how stressful it can be to
interview for a new position, and will do everything they can to put you
at ease. The Other Fundamentals
Since interviewing also involves the exchange of tangible
information, make sure to: •
Present your background in a thorough and accurate manner; •
Gather data concerning the company, the industry, the position, and
the specific opportunity; •
Link your abilities with the company needs in the mind of the
employer; and •
Build a strong case for why the company should hire you, based on
the discoveries you make from building rapport and asking the right
questions.
Both for your sake and the employer’s, never leave an interview
without exchanging fundamental information. The more you know about each
other, the more potential you’ll have for establishing rapport, and
making an informed decision. Basic Interviewing Strategy
There are two ways to answer interview questions: the short version
and the long version. When a question is open-ended, I always suggest to
candidates that they say, “Let me give you the short version. If we need
to explore some aspect of the answer more fully, I’d be happy to go into
greater depth, and give you the long version.”
The reason you should respond this way is because it’s often
difficult to know what type of answer each question will need. A question
like, “What was your most difficult assignment?” might take anywhere
from thirty seconds to thirty minutes to answer, depending on the detail
you choose to give.
Therefore, you must always remember that the interviewer’s the
one who asked the question. So you should tailor your answer to what he or
she needs to know, without a lot of extraneous rambling or superfluous
explanation. Why waste time and create a negative impression by giving a
sermon when a short prayer would do just fine?
Let’s suppose you were interviewing for a sales management
position, and the interviewer asked you, “What sort of sales experience
have you had in the past?”
Well, that’s exactly the sort of question that can get you into
trouble if you don’t use the short version/long version method. Most
people would just start rattling off everything in their memory that
relates to their sales experience. Though the information might be useful
to the interviewer, your answer could get pretty complicated and
long-winded unless it’s neatly
packaged.
One way to answer the question might be, “I’ve held sales
positions with three different consumer product companies over a nine-year
period. Where would you like me to start?”
Or, you might simply say, “Let me give you the short version
first, and you can tell me where you want to go into more depth. I’ve
had nine years experience in consumer product sales with three different
companies, and held the titles of district, regional, and national sales
manager. What aspect of my background would you like to concentrate on?”
By using this method, you telegraph to the interviewer that your
thoughts are well organized, and that you want to understand the intent of
the question before you travel too far in a direction neither of you wants
to go. After you get the green light, you can spend your interviewing time
discussing in detail the things that are important, not whatever happens
to pop into your mind. Don’t Talk Yourself Out of a Job
I’ve got a friend who’s the hiring manager of an electronics
company. He told me once that he brought a candidate into his office to
make him a job offer. An hour later, the candidate left. I asked my friend
if he had hired the candidate.
“No,” he said. “I tried. But the candidate wouldn’t stop
talking long enough for me to make him an offer.”
Don’t misinterpret me. I’m not suggesting that an interview
should consist of a series of monosyllabic grunts. It’s just that
nothing turns off an employer faster than a windbag candidate.
By using the short version/long version method to answer questions,
you’ll never talk yourself out of a job. The Prudent Use of Questions
Beware: An interview will quickly disintegrate into an
interrogation or monologue unless you ask some high quality questions of
your own. Candidate questions are the lifeblood of any successful
interview, because they: •
Create dialogue, which will not only enable the two of you to learn
more about each other, but will help you visualize what it’ll be like
working together once you’ve been hired; •
Clarify your understanding of the company and the position
responsibilities; •
Indicate your grasp of the fundamental issues discussed so far; •
Reveal your ability to probe beyond the superficial; and •
Challenge the employer to reveal his or her own depth of knowledge,
or commitment to the job.
Your questions should always be slanted in such a way as to show
empathy, interest, or understanding of the employer’s needs. After all,
the reason you’re interviewing is because the employer’s company has
some piece of work which needs to be completed, or a problem that needs
correcting. Here are some questions that have proven to be very effective: •
What’s the most important issue facing your department? •
How can I help you accomplish this objective? •
How long has it been since you first identified this need? •
How long have you been trying to correct it? •
Have you tried using your present staff to get the job done? What
was the result? •
What other means have you used? For example, have you brought in
independent contractors, or temporary help, or employees borrowed from
other departments? Or have you recently hired people who haven’t worked
out? •
Is there any particular skill or attitude you feel is critical to
getting the job done? •
Is there a unique aspect of my background that you’d like to
exploit in order to help accomplish your objectives?
Questions like these will not only give you a sense of the
company’s goals and priorities, they’ll indicate to the interviewer
your concern for satisfying the company’s objectives. Give It Some Thought
Here are seven of the most commonly asked interviewing questions.
Do yourself and the prospective employer a favor, and give them some
thought before the interview occurs. [1]
Why do you want this job? [2]
Why do you want to leave your present company? [3]
Where do you see yourself in five years? [4]
What are your personal goals? [5]
What are your strengths? Weaknesses? [6]
What do you like most about your current company? [7]
What do you like least about your current company?
The last question is probably the hardest to answer: What do you
like least about your present company?
I’ve found that rather than pointing out the faults of other
people (“I can’t stand the office politics,” or, “I don’t get
along with my boss”), it’s best to place the burden on yourself (“I
feel I’m ready to exercise a new set of professional muscles,” or,
“The type of technology I’m interested in isn’t available to me
now.”).
By answering in this manner, you’ll avoid pointing the finger at
someone else, or coming across as a whiner or complainer. It does no good
to speak negatively about others.
I suggest you think through the answers to the above questions for
two reasons.
First, it won’t help your chances any to hem and haw over
fundamental issues such as these. (The answers you give to these types of
questions should be no-brainers.)
And secondly, the questions will help you evaluate your career
choices before spending time and energy on an interview. If you don’t
feel comfortable with the answers you come up with, maybe the new job
isn’t right for you. Money, Money, Money
There’s a good chance you’ll be asked about your current and
expected level of compensation. Here’s the way to handle the following
questions: [1]
What are you currently earning? Answer:
“My compensation, including bonus, is in the high-forties. I’m
expecting my annual review next month, and that should put me in the
low-fifties.” [2]
What sort of money would you need in order to come to work for our
company? Answer:
“I feel that the opportunity is the most important issue, not
salary. If we decide to work together, I’m sure you’ll make me a fair
offer.”
Notice the way a range was given as the answer to question [1], not
a specific dollar figure. However, if the interviewer presses for a exact
answer, then by all means, be precise, in terms of salary, bonus,
benefits, expected increase, and so forth.
In answer to question [2], if the interviewer tries to zero in on
your expected compensation, you should also suggest a range, as in, “I
would need something in the low- to mid- fifties.” Getting locked in to
an exact figure may work against you later, in one of two ways: either the
number you give is lower than you really want to accept; or the number
appears too high or too low to the employer, and an offer never comes. By
using a range, you can keep your options open. Some Questions You Can Count On
There are four types of questions that interviewers like to ask.
First, there are the resume questions. These relate to your past
experience, skills, job responsibilities, education, upbringing, personal
interests, and so forth.
Resume questions require accurate, objective answers, since your
resume consists of facts which tend to be quantifiable (and verifiable).
Try to avoid answers which exaggerate your achievements, or appear to be
opinionated, vague, or egocentric.
Second, interviewers will usually want you to comment on your
abilities, or assess your past performance. They’ll ask self-appraisal
questions like, “What do you think is your greatest asset?” or, “Can
you tell me something you’ve done that was very creative?”
Third, interviewers like to know how you respond to different
stimuli. Situation questions ask you to explain certain actions you took
in the past, or require that you explore hypothetical scenarios that may
occur in the future. “How would you stay profitable during a
recession?” or, “How would you go about laying off 1300 employees?”
or, “How would you handle customer complaints if the company drastically
raised its prices?” are typical situation questions.
And lastly, some employers like to test your mettle with stress
questions such as, “After you die, what would you like your epitaph to
read?” or, “If you were to compare yourself to any U.S. president, who
would it be?” or, “It’s obvious your background makes you totally
unqualified for this position. Why should we even waste our time
talking?”
Stress questions are designed to evaluate your emotional reflexes,
creativity, or attitudes while you’re under pressure. Since off-the-wall
or confrontational questions tend to jolt your equilibrium, or put you in
a defensive posture, the best way to handle them is to stay calm and give
carefully considered answers.
Whenever I hear a stress question, I immediately think of the Miss
Universe beauty pageant. The finalists (usually sheltered teenagers from
places like Zambia or Uruguay) are asked before a live television audience
of three and a half billion people to give heartfelt and earnest responses
to incongruous questions like, “What would you tell the leaders of all
the countries on earth to do to promote world peace?”
Of course, your sense of humor will come in handy during the entire
interviewing process, just so long as you don’t go over the edge. I
heard of a candidate once who, when asked to describe his ideal job,
replied, “To have beautiful women rub my back with hot oil.” Needless
to say, he wasn’t hired.
Even if it were possible to anticipate every interview question,
memorizing dozens of stock answers would be impractical, to say the least.
The best policy is to review your background, your priorities, and your
reasons for considering a new position; and to handle the interview as
honestly as you can. If you don’t know the answer to a question, just
say so, or ask for a moment to think about your response. Wrapping It Up
At the conclusion of your interview, you can wrap up any unfinished
business you failed to cover so far, and begin to explore the future of
your candidacy.
During your interview wrap-up, it’s a good practice to make the
interviewer aware of other opportunities you’re exploring, as long as
they’re genuine, and their timing has some bearing on your own decision
making.
The fact that you’re actively exploring other opportunities may
affect the speed with which the company makes its hiring decision. It may
even positively influence the eventual outcome, since the company may want
to act quickly so as not to lose you.
However, your other activity should be presented in the spirit of
assistance to the interviewer, not as a thinly veiled threat or
negotiating tactic. I’d advise you to play it straight with the
interviewer.
And remember to maintain a positive attitude. In today’s job
market, you’d be surprised how often victory is snatched from the jaws
of defeat. The better your
interviewing skills, the greater your chances of getting the job.
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