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Job Interviews |
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"Ask not what the company can do for you; tell what you can do for the company!" RESEARCH THE COMPANY / ORGANIZATION and THE POSITION
What to Research
Where to Find the Information
KNOW YOURSELFThink about what you have to offer in these areas. What proof do you have that you can benefit the job position and the company in terms of:
REHEARSE ANSWERS and CREATE QUESTIONS TO ASK INTERVIEWER
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copy of job ad |
samples of work (when appropriate) |
directions |
copies of resume |
reference list |
paper & professional-looking pen for notes |
list of questions |
name of person(s) you're meeting with, phone #, address |
money (just in case) |
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Today, interviews take many forms including:
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Here are a few typical examples:
* These are behavioral questions. The STAR method is useful for answering them.
| · listen carefully; take your time | · ask for clarification if you're confused |
| · be concise in your answers; don’t ramble, but answer the question fully! | · use positive words ("challenge" vs "problem") |
| · provide verbal examples of skills & accomplishments | · knowledge |
| · transferable skills | · reanswer botched answered questions |
| Communication skills | Honesty | Self-confidence | Organizational skills |
| Interpersonal skills | Motivation / initiative | Leadership qualities | Detailed-oriented |
| Flexibility to change | Strong work ethic | Creativity/ versatility | Likeable / stable / mature |
| Teamwork | Productivity | Independence | Manageable by others |
Make sure you have examples of all of these great qualities!
| -- discuss family, controversial topics, or salary | -- bring up your negative traits |
| -- speak negatively about past employers | -- compare yourself to others |
INTERVIEW QUESTIONS for you to ask
Prepare at least 10 open-ended questions (those that cannot be answered with a simple "yes" or "no") relating to the . . .
... Position Itself:
... Employer's Expectations:
... Company:
... Decision-Making Process (About the Job):
WARNING -- DON'T ask self-centered questions (questions that focus on what the company can do for you rather than on what you can do for the company). Clarify questions 1 through 4 only after you receive a job offer that you're interested in accepting.
DON'T ask "red flag" questions. (Questions that indicate you'll be a problem employee.)

To improve your interviewing for the next time, think about whether you demonstrated the following during this interview: 
| Overall, I rate my performance: | Poor | Adequate | Good | Excellent |
Employers want to fill jobs just as much as you want the job! One of their worst nightmares is checking your references so that they can make you an offer and finding out that your reference doesn't know who you are, is unaware of your job search, or has nothing good to say about you. Call all your references and ask them for permission to use their names, and ask them what they might say about you. It's a good idea to give all your references a copy of your current resume, samples of work, and a brief description of the jobs you are looking for as well.
Make sure that the references you list aren't a list of friends, but rather that they include supervisors, faculty, customers, or peers. After all, what would you expect your best friend to say about you except nice things? Keep in mind, too, that employers question motives of candidates who do not list any previous supervisor (were you fired?), as well as individuals who appear to "jump jobs" repeatedly within a relatively short timeframe.
Instead of just handing a potential employer a list of names, addresses, and telephone numbers, enhance your reference list. In the sample reference list that follows, the candidate, Richard Sinclair, added some information about who the references were, what type of work he did for them, and what they might say about him. This puts him in control of the reference-checking process. Employers appreciate this type of information because it gives them a place to start when calling your references.

Richard Sinclair
2913 Baxter Road
Mentor, Ohio 44060
800/685-5555
rsinclair@abc.com
Sarah Andersen
Senior Vice President, Marketing Communications
RenTan Corporation
4400 Mentor Avenue
Mentor, Ohio 44060
Phone: (440) 555-1111
E-mail address: s_anderson@rentancorp.com
Ms. Anderson was my supervisor during my internship at RenTan. During my tenure at the company, she worked as a Senior Communications Designer. We produced three catalogs for Johnson Scientific Corporation together, and she will attest to my organization skills in keeping all the details together so that the catalogs were completed on time.
John Draves, Esq.
Draves and Locke, LPC
1400 Stanford Blvd.
Mentor, Ohio 44060
Phone: (440) 555-1112
E-mail address: djd@draveslock.com
Mr. Draves is senior partner at Draves and Locke and supervised my summer internship the year I graduated from college. Under his supervision, I wrote press releases, created a four-color brochure, and updated the firm's web site to include photos and profiles of each attorney.
Abigail Henry
Graphic Design Instructor
Lakeland Community College
7700 Clocktower Drive
Kirtland, Ohio 44094
Phone: (440) 525-0000
E-mail address: ahenry@lakelandcc.edu
Ms. Henry was my instructor for five courses at Lakeland Community College. She encouraged me to enter my work in the bi-annual art contest, for which I won three awards.
SAMPLE AFTER-INTERVIEW THANK YOU LETTERAlways send thank-you letters within 24 hours of your interview. You can hand-write it on note cards or type it. Notice that this one mentions specifics about what was discussed and adds a "point" the author forgot to mention during the interview. A thank-you letter is a perfect way to correct mistakes you made during an interview and/or to continue your sales pitch!
Richard Sinclair
2913 Baxter Road
Mentor, Ohio 44060
800/685-5555
rsinclair@abc.com
Note: Letter is dated, with proper inside address and heading; professionally done. It is OK to hand-write on a note card if you have good handwriting. |
February 7, 2005
Dr. Foster Walker, Director
Technical Design Group
Atlantic Engineering Systems, Inc.
1220 Warwick Avenue
Newport News, VA 23607
Thank-you letters should be mailed within 24 hours of your interview! |
Thank you very much for interviewing me yesterday for the Manager of Marketing Communications position. I enjoyed meeting you and learning more about your research and design work. I don't think I mentioned that I am a current member of the AIGA and attend their seminars twice a year.
Did you forget to say something important in your interview? Now is your chance to fix that! |
My enthusiasm for the position and my interest in working for AES were strengthened as a result of the interview. I think my education and internship experiences fit nicely with the job requirements, and I am sure that I could make a significant contribution. I was very impressed by the success AES has had in increasing market share in the Atlantic region, specifically with the Turner project we discussed.
Mentioning something specific learned during the interview is a good idea. Restate your qualifications. |
I want to reiterate my strong interest in the position and in working with you and your staff. Please feel free to contact me if I can provide you with any additional information.
Make sure to "ask for the job" again. Show that you are very interested! |
Again, thank you for the interview and your consideration.
Don't forget to sign your letter! |
Sincerely,
Richard Sinclair
Richard Sinclair
STAR Method: Answering Behavioral Questions
An important part of interviewing is answering questions. Your ability to clearly and concisely respond to questions in an informed manner that relates your background to the question posed will set you apart from others who stumble over questions. Behavioral questions are those that require you to describe a situation in your educational, volunteer, or working past, in which you displayed the behavior that the employer is looking for.
There are FOUR STEPS to using it:
| 1. | S = Situation (Describe the situation) |
| 2. | T = Technique (What approach did you use?) |
| 3. | A = Action (What action did you take?) |
| 4. | R = Result (What was the result of your action?) |
Before you ever even think of going on a job interview, make a list of your accomplishments, especially those that relate to activities such as:
Develop short stories that illustrate your successes in these areas, especially ones that relate to the job opening. With a little practice, you'll find the STAR method will help you organize your responses so that you can state your accomplishments well.
For example:
Situation: With only 2 days' notice, I had to plan and implement new employee training for 25 new hires.
Technique: Based on previous experience, I had filed all necessary materials in a new hire file; I looked on our booking system and found 2 available conference rooms.
Action: Put together packets of information, payroll forms, and handbooks and sent to copy center as rush job; received back within 8 hours; booked one available room for 3 hours.
Result: Was able to accommodate all 25 new employees in one session, saving over 50 hours' administrative time.
Now, tell the story:
"We hired 25 people, and instead of giving each one a new employee orientation and training separately, I decided it was much more efficient to train them as a group. But I only had 2 days' notice, so I had to rush. Based on previous new hire training, I had organized all the training materials in files ahead of time, so I hand-delivered the materials to the copy center as a rush job, and then found 2 available rooms, and booked the larger one. I recruited two secretaries to help put together the new hire packets once the copies were received the next day. On the day of the training, all the employees finished their paperwork at the same time, and it was all done in only 3 hours. We ended up saving over 50 hours of administrative time by having all the employees train at one time. As a bonus, the employees got to meet one another and network with each other so that they ended up working much better together."
SAMPLE QUESTIONS YOU MIGHT BE ASKED
ACADEMIC BACKGROUND
TEAMWORK
INITIATIVE
JUDGMENT
PLANNING/ORGANIZATION
FOLLOW-UP
CUSTOMER SERVICE
INTEREST IN COMPANY
ANALYSIS
TECHNICAL / PROFESSIONAL KNOWLEDGE
ADAPTABILITY
ORAL COMMUNICATIONS
MOTIVATIONAL FIT
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