Resources Centre

Interview Guide
TABLE OF CONTENTS

INTERVIEWS 4
BEHAVIOUR DESCRIPTION INTERVIEWING 6
PREPARING FOR AN INTERVIEW 7
YOUR AGENDA 8
MAKE NOTES ON THE INTERVIEW 10
NON-VERBAL COMMUNICATION 12
ANSWERING THE INTERVIEWER’S QUESTIONS 13
TOUGH QUESTIONS AND THE PURPOSE OF ASKING THEM 14
TYPICAL INTERVIEW QUESTIONS 15
BEHAVIOURAL INTERVIEWING QUESTIONS 17
INTERVIEW QUESTIONS FOR EMPLOYERS 18
INTERVIEWING PRACTICE 19
INTERVIEWING PRACTICE - WORKSHEET 20
WRITE A THANK YOU/FOLLOW-UP LETTER 21
INTERVIEWS

Interviews are an integral part of your job search, and a natural evolution of networking in purpose and
preparation.

The purpose of an interview is to enable you and a business unit - especially the people within that
business unit - to get to know each other better and to explore mutual and relevant areas of interest and
need. The interview should not be viewed as an adversarial, one-sided interrogation during which an
interviewer mercilessly questions you. Instead, the interview should be perceived and experienced as a
forum which facilitates the exchange of information in an interactive, conversational manner.

Employment interviewing requires much the same initial preparation as a networking meeting,
although there is additional preparation involved. Before detailing the preparatory steps necessary, the
different types of interviews in which you might find yourself involved have been identified and
described below.

Types of Interviews

Screening Interviews

Screening interviews are often conducted by the Human Resources department or the business unit.
The role of the screening interviewer is to compare candidates to a set of specifications and eliminate
anyone who does not meet the specific criteria for the job. More simplistically, the goal is to eliminate
candidates, this making a small pile out of a big pile of résumés!

While you can often avoid this type of interview by using network contacts, occasionally you may find
yourself in a screening interview situation. If and when that happens, you can use these meetings
advantageously by taking the offensive.

Ask questions about the position and the person to whom it would report. Educate the interviewer
about your qualifications - your experience and competencies, and how they match the requirements of
the position. This is also a good time to ask any general questions about the business unit that will add
to your market research information. Show you have some knowledge about the business unit and its
history.

Since most screening interviewers have limited functional knowledge of the position involved, this is
not the time to ask technical questions or challenge the interviewer. If you are interested in pursuing the
position, your goal is to get past the screener and on to the person who has the power to make a
decision.

In-depth Interview
Employment interviews are usually conducted by the person who has the authority to hire you or to
whom you would report. Ideally, these interviews are a direct result of your networking efforts.
However, they might also come about as a result of passing screening interviews.

By definition, these interviews usually focus on a specific newly created or existing position. The
interviewer makes a determination as to whether your qualifications and experience are relevant to the
position and if and how you might "fit" in a particular division or department, as well as in the
company.

For your part, you also make an initial determination as to whether the position aligns with your career
and personal objectives and whether the culture of the business unit is a good fit for you.

Typically, the primary structure of the employment interview is a question and answer or discussion
format, as you both seek to gather as much information as possible.

Multiple or Panel Interviews

More than one person questioning a candidate conducts these interviews. Potential colleagues,
managers and representatives from other groups may form the interview team. Typically, this interview
process will thoroughly review your technical ability and “fit” within the organization.

Proposal Interviews

This is a meeting initiated and conducted by you with a person who has the authority to hire you or to
whom you would report.

Having researched a business unit and identified areas where their needs and your competencies match,
you make a proposal describing how you can help a group solve their problems or contribute to their
success.

The structure consists of you making a personal presentation at which you describe your skills and
experience, present your proposal and, subsequently, respond to questions or requests for further
clarification and exploration.

The goal here, as in the position interview, is to “close the sale” (rare in a first meeting) or to mutually
determine the need for another meeting to continue the exchange of information and perhaps to meet
and talk with others in the group.

BEHAVIOUR DESCRIPTION INTERVIEWING

Many large organizations are presently using the Behaviour Description Interviewing. This interview
consists in asking the interviewee how he dealt with a specific situation: “In which occasion did you
show leadership?” “Please describe what you did to settle a conflict with a colleague?”

The primary assumptions that form the basis of this type of interviewing are:

• Past behaviour is the most reliable and objective means of predicting future performance.
 • By using target dimensions, interviewers can collect and evaluate the exact information that
they need to make a hiring decision.

Characteristics of Behaviour Description Interviews or Behavioural Interviewing

1. Typically, targeted or behaviour description interviews involve several interviewers

(often those who would have a "stake" in the performance of the employee such as -- Human
Resources Recruiter, immediate supervisor, business unit manager).
2. The interview is focused on the critical requirements needed to be successful at that
particular job. These critical requirements are often described in terms of job goals or objectives
such as: being able to function in a multidisciplinary team, attention to detail, etc.
3. The critical requirements are then grouped into dimensions such as technical competency,
work habits, supervisory skills, interpersonal skills, etc.
4. The questions asked during the interview are generally predetermined to elicit information
related to the critical requirements; and the interviewers spend considerable time recording/rating
the respondent's answers. The information gathered by each interviewer is reviewed and
compared.

For your guidance, we have included examples of behavioural interviewing questions at the end of this
section.

PREPARING FOR AN INTERVIEW

Prepare Your Information:

• Research the business unit.

• Rehearse a personal presentation tailored to the business unit.

Prepare Your Agenda:

• List information you need to get about the business unit, position and people.

Prepare Yourself:

• Dress conservatively, suitable to the culture of the organization and the image you wish to
project.

• Arrive in good time so that you have a few minutes to relax and absorb the environment.

• Psychologically prepare yourself to interact with the interviewer, not just field questions. You
are having the interview because you have something valuable to offer and because the
interviewing company has a need, possibly a pressing need.
 Additional Preparation To Consider For A Behaviour Description Interview

1. Anticipate the critical requirements that may be part of the job for which you are applying.

2. Identify the dimensions that make up the critical requirements.

3. Prepare sample questions that you think the interviewers might ask.

4. Rehearse how you would describe key experiences.

5. Pay attention to the competencies and qualities required for this job. Be ready to show that
you master these competencies.

Your achievements and success stories noting your accomplishments and successes are invaluable in
preparing for a Behaviour Description Interview. It will be important to have a selection of stories to
draw upon.

YOUR AGENDA

As suggested in the preceding preparatory steps, you will want to prepare your own agenda so that you
get from the interview the information you need to decide whether to:

• Pursue the opportunity further, or

• Accept the job when offered.

Preparing an agenda in advance does not mean you should attempt to control all aspects of the
interview. The purpose of your agenda is to enhance the potential for a shared, productive interchange.
Some questions and items you will want to include on your agenda are:

Who am I Talking to?

Get the full name and title of the interviewer. Establish the interviewer's role and relationship to the
position being discussed and to other relevant people in the organization.

What's the Purpose of the Interview?

Try to determine the sequence in the interviewing process. Is this a "get acquainted" meeting or a
second opinion? Is a decision distant or imminent?

How Much Time do we Have?

Determine the timeframe, get some idea of how long the interview will take and what is on the
interviewer's agenda so you have some idea of what to expect.

What are the Goals of the Business Unit?

Try to ascertain the short and long-term goals and what progress has been made toward meeting them
so far.

What are the Realities of the Position?

You should have a list of questions you would like answered some time in the course of the
interviewing process, such as:

• Is this a new or existing position? How long has it been in existence? How long has it been
opened? Who had the position last? Why was that person replaced? What happened to that person?

• What are the responsibilities and priorities? What are the job objectives? What is the extent of
the authority?

• What are the reporting relationships? Where does this position fit in the structure of the
company or the business unit?

• What are the financial/personnel/equipment/time resources available to do the job? Who are
the people with whom I will work? What is the budget? How is it planned? Has the budget been
increased/decreased in recent years?

• What criteria will be used to measure success in the job? How and by whom will my
performance be evaluated?

• What might my future look like? What are the likely promotions, moves or opportunities?

How do my Competencies Match the Position?

Match your competencies to the realities of the position (not your assumptions from the job title) by
illustrating with specific examples of what you have done, can do, and will do, as they relate to what is
required of the position.

What Kind of Person do they Really Want?

What are the personal or informal expectations of the person to whom I would report? How do those
expectations relate to me?

What are the Next Steps?

Identify what will be the next stage in the selection process. When are you likely to hear from the
interviewer? When should you call if you do not hear from them?

What Else do I Need to Know or Do?

Before you leave the interview, consider what information you can obtain which will help you in the
next steps in the interviewing process, such as an outline of a critical area of the position or material
which will help familiarize you with products, services or facilities.
MAKE NOTES ON THE INTERVIEW

Immediately following the interview, make notes on the interview. Include in your notes:

• The position - What was needed?

• The person - Who is wanted?
• The business unit - Goals, outlook, philosophy, et al.
• The cast of characters - Who were they? Your reactions?
• The material you presented - What did you tell them?
• The material you did not present - What did you leave out?
• The information you got - What clues did you pick up?

The Interviewer's Agenda

Some interviewers are highly skilled while others have no formal training in interviewing. Some are
more clear about what they do not want in an employee, but less clear on how to convey what they do
need.

The structure and content of employment interviews will change with the skills and goals of the
individual interviewer. Some will begin with the interviewer giving an overview of the business unit
and a description of the position, followed by questions and answers. Others might reverse the process,
eliciting information from you first. Still others might integrate the information giving and receiving
information components.

Regardless of the experience level or the interviewing style, there are basic agenda items which an
interviewer will need to cover. Having an awareness of what a potential employer needs to know might
help you ensure a successful interview should you run into an inexperienced interviewer.

Does the Candidate Have the Qualifications and Experience Needed for the Job?

Do the experience and skills of the candidate match the basic requirements of the job descriptions?

Does the Candidate Have any Extras or Pluses for Now or the Future?

What unique qualities or experiences might make the candidate even more valuable in the future, in
terms of promotability, flexibility?

Will the Candidate "Fit" Into the Organization?

Are there any visible flaws in character or style which will inhibit compatibility with peers and
subordinates? Is the candidate "one of us?"

What are the Personal Qualities of the Candidate?

How will the good qualities contribute to the job to be done and to the business unit generally? What
about the bad ones? Are any serious enough to eliminate this candidate?

Additionally, the interviewer should evaluate you on:

• General Intelligence • Attitude

• Motivation • Stability
• Maturity • Self-Assurance
• Ability To Communicate • Interpersonal Relationships

Nervousness During An Interview

Being nervous before or during an interview is very common early in the process, particularly for
people who have not interviewed for a long time.

If you feel that your body language is conveying anxiety, it is usually best to verbalize it. You might
say something like: "I haven't interviewed in years and I'm a little surprised to find myself nervous."
Or, relate your feelings to the importance of the interview: "I'm a little nervous because this is not a
routine interview. It's an important one for me since the company is high on my list."

Verbalizing your nervousness often reduces it, and interviewers are usually empathetic.

You might also use relaxation techniques while waiting, e.g. slow, deep breathing.

NON-VERBAL COMMUNICATION

Experts in kinetics, the study of clarification of body movements, estimate that words express only
10% to 20% of what people actually communicate; facial expressions and body movements and actions
convey the rest. During an employment interview, what you convey nonverbally may be as important
as what you say. Keep these "body language" clues in mind as you interview:

Facial Expression

Eyes are a key non-verbal indicator. Looking away indicates shyness, dislike or lack of interest. Eye
contact indicates a desire for communication, feedback and friendliness. Make and keep eye contact.

Posture

The way you sit or stand can convey energy or fatigue, interest or boredom. Walk and sit with a
confident air. Lean toward an interviewer to indicate interest and enthusiasm.
Voice and Gestures

Speaking loudly, rapidly or in high pitch can convey anger or anxiety. Boredom can be expressed by a
moderate volume and monotonous inflection. A well-modulated voice with a moderate pitch and
inflection convey interest and appropriate excitement. Be aware of gestures which might convey
anxiety and interfere with your message. Natural gestures reinforce your message and communicate
confidence.

It is useful to get some objective feedback on the "body language" you habitually use. The feedback
could tell you which may be useful and might be used advantageously, and which might be intrusive or
distracting and should be eliminated.

ANSWERING THE INTERVIEWER’S QUESTIONS

A good interview is a mutual get acquainted process which usually involves questions and answers in
both directions. As you might expect, some of the questions you will be asked are predictable, while
others are less so. There are four principles which help to guide you in creating the best impression:

Listen to the Question

Be sure that you understand exactly what is asked and why the interviewer wants this information. If
necessary, ask for clarification on specific points the interviewer is pursuing.

Take Time to Think

Think about the question before you respond. A reasonable period for reflection can create a positive,
not a negative impression.

Give Concise Answers

Give enough information to satisfy the interviewer, but don't ramble or volunteer more information
unless it is positive and pertinent. Try to keep each response 1 - 2 minutes.

Use Positive Information

Be truthful, but do not offer negative or critical information about a colleague or an event. Whenever
possible, relate the needs of the business unit involved to your demonstrated competencies and
achievements.

Beginning on the next page are some of the most commonly asked employment interview questions.
Prepare for interviews by giving advance thought as to what you want to say, keeping the preceding
four principles in mind.

TOUGH QUESTIONS AND THE PURPOSE OF ASKING THEM

Questions What Lies Behind These Question
1. Tell me about yourself. Are you really qualified?
2. Describe a few of your strengths.
3. What are your biggest Anything terribly wrong with you?
weaknesses?
4. Why do you want to leave
your present job?
5. What about those résumé
gaps and other ghosts from the past?
6. The too-personal question.
7. Are you willing to take a
series of psychological tests?
8. Why are you interested in What's your motivation?
this job?
1. Where do you want to be in 1 (2,
5) years from now?
10. How do you spend your Would you fit in?
spare time?
11. How would you solve the
following problem?
12. Describe your ideal work
environment
13. What are your salary Can we afford you?
requirements and when can you start?
1. What was your salary in your
last position?

TYPICAL INTERVIEW QUESTIONS

1. Tell me about yourself.

2. What do you have to offer this business unit?

3. What qualifications and work experience do you have that you think prepares you for this
position?

4. What was it about this business unit that interest you?

5. What team activities have you been involved with?

6. What do you consider to be your greatest strengths?

7. What do you consider to be your greatest weaknesses?

8. Where do you see yourself in five years?

9. If I were to talk to your leader/subordinates, what would he/she say about you?

10. What sort of pay do you expect to receive?

11. How would you describe yourself?

12. What motivates you to put forth your greatest effort?

13. Define success, as you see it.

14. What is your impression of your present organization's management - their aims, operating
philosophy and style?

15. Describe your present (most recent) job. What do you do in the course of a day?

16. What are your short and long term objectives? How are you preparing yourself to achieve
them?

17. What is your biggest responsibility?

18. To whom do you functionally report?

19. Who reports to you?

20. What do you like most/least about your job?

21. Have you had any other firm job offers?

22. How do you react when you are asked to change your methodology?

23. What are the two things you want to improve in the next several years?

24. Would you like to sit in my chair one day?

25. What is your opinion on the importance of academic degrees?

26. Why did you join your present organization back in 19_ ?

27. Describe your ideal position.

28. What are the most important rewards you expect in your business career?

29. What have you learned from participation in extra-curricular activities?

30. In what kind of work environment are you most comfortable?

 31. How well do you work under pressure?

32. What two or three things are most important to you in your work?

33. What criteria are you using to evaluate the company for which you hope to work?

34. Are you willing to travel?

35. What do you think it takes to be successful in a business unit like ours?

36. What qualities should a successful manager possess?

37. What two or three accomplishments have given you the most satisfaction? Why?

38. Describe your most rewarding educational experience.

39. What major work problem have you encountered and how did you deal with it?

40. What was your biggest mistake and what did you learn from it?

41. How do you feel about overtime work?

42. Do you prefer working with others or by yourself?

43. Do you like routine work?

44. How would you deal with an irate customer/employee/co-worker?

Expect to be asked about anything that stands out on your résumé.

BEHAVIOURAL INTERVIEWING QUESTIONS

The behavioural interviewing becomes more popular, thus we are including questions based on your
accomplishments and abilities rather than on the responsibilities of your job or your opinions.

1. Could you describe the most stressful job (or situation) you have ever faced? How did you
handle it?

2. You are aware of an ethical problem with a colleague, what do you do?

3. In which circumstances did you use your communication skills at its best? What were the
comments?

4. An unsatisfied customer threatens to end the business relationship with your company.
What do you do?

5. Have you ever done a presentation to a group? What were the reactions?

6. Could you describe a situation where you had to deal with a difficult customer (person or
colleague)? How did you deal with the situation?
 7. Were you ever involved in a situation where you had to take a decision without having
enough information? What did you do?

8. Could you talk about a situation where routine represented a challenge to overcome? How
did you overcome this?

9. In which circumstances are you getting impatient? What is your reaction?

10. Could you describe a situation when your team did not want to work together? How did you
react?

11. Could you describe an experience where a colleague did not want to work with you, or what
would you do if that were the case?

12. Could you describe a situation where you had to…

♦ Bring or accept a major change?
♦ Put pressure to influence a decision?
♦ Take a difficult or unpopular decision?
♦ Influence your leader or a colleague?
♦ Integrate yourself in a difficult team or group?

How did you deal with this situation?

INTERVIEW QUESTIONS FOR EMPLOYERS

Regarding The Job

• Would you please describe the job duties and responsibilities of this position?

• Is this a new position in the business unit?

• How did this position become open? (i.e. Was the previous person promoted, retired, fired,
quit, etc.?)

• What do you consider are the ideal experiences/skills needed for this job? (Gives you a
chance to fill in or confirm to the employer that you have these skills)

• Would you please tell me about the primary people that I would be dealing/working with?

• What are the business unit's future plans for this position? (Answer will give you an idea of
the long-range plans for the person in the position.)

• Is there a system for evaluating new employees? How about existing employees?

• Is there a training orientation period of this position? (Be careful how you word this question -
it could come across that you feel that you need a lot of training)
 • What is the natural progression from this position to other positions within the business unit?

• Are there duties or responsibilities with this position that go beyond the regular duties, hours
of work, etc.? (Be careful how you ask the question)

• DO NOT ASK if there is an employee probationary period. (i.e. a trial period before
becoming a permanent employee)

Regarding the Business Unit

• What is the employee turnover rate at this business unit? (A high rate may indicate employee
morale or other problems)

• What are the future growth plans of this business unit? (New products, new services - that
may require additional staff)

• What do you see as being the business unit's responsibility or position in the industry,
community?

INTERVIEWING PRACTICE

Purpose of the exercise:

To provide the participants with the opportunity to experience a simulated interview and to receive
constructive feedback.

Benefits of the exercise:

• There is no substitute for practice. Practice makes perfect.

• Participants will experience the need for more thorough preparation.

• Participants will experience a certain amount of nervousness particularly if they have not been
interviewed for a long time. Nervousness is natural.

• What a participant communicates non-verbally is as important as what they communicate

verbally; body language, facial expression, posture, voice and gestures are very significant.

INTERVIEWING PRACTICE - WORKSHEET

1. Participants break into groups of three participants.

 2. Each participant takes turn in playing the role of Interviewee, Interviewer, and Observer.

3. Each group prepare the interview, practice and then give feedback.

4. Observer makes notes and gives written comments to interviewee.

Comments and Notes for Interviewee

Strengths, skills, qualifications

Use of success stories and accomplishments

Solving problems and answering weakness questions

Rapport with interviewer

Motivation and attitude

Non-verbal communication; energy level

WRITE A THANK YOU/FOLLOW-UP LETTER [1]

Immediately write a follow-up letter to each person with whom you met, regardless of how you think
the interview went. The letter should be reasonably brief, relevant and:

• Express your appreciation for the time and opportunity.

• Recap/emphasize salient points covered in the interview.

 • Add points you did not cover but should have.

• Reiterate or elaborate how you can contribute, solve problems.

• Express your interest in continuing the dialogue.

If the position clearly cannot be negotiated to suit your wants and needs, this is your opportunity to
bow out gracefully and professionally. Convert the interviewer to a networking contact and explore
other avenues inside or outside the company. This type of letter should be followed by a phone call.

The importance of sending a thank-you letter to everyone is one of the

most essential steps in the entire job hunt. Yet it is the most overlooked
step in the entire process. We know of one woman who was told she
was hired because she was the only interviewee, out of 39, who sent a
thank you letter after the interview.

Richard Nelson Bolles:

“What Colour is Your Parachute?”

Networking and Interviews Workshop – Resources Centre – 2002 2

[1] To write “Thank You Letters”, please refer to the “Résumé” document.