INTERVIEWS

I. Introduction
An Interview is a fundamental meeting in which a person or group questions, consults, or
evaluates another person or group. An interview reveals the views, ideas, and attitude of the
person being interviewed as well as the skills of the interviewer.

Fundamental Principles of Interviewing

Employee selection is the choosing of one individual in preference over others on the basis of
characteristics that the employer believes an employee should have in order to be successful in a
specific job. The key question is: can a candidate’s suitability for a job be forecasted? If
available techniques cannot produce an accurate evaluation of a candidate that possesses the
desired characteristics, then management is handicapped in achieving its objective to pick the
applicant who is best qualified for the job. Certain basic rules should be followed in preparing
for and carrying out successful selection interviews.
The following are Ten basic principles:
1. Determine the employment objectives
The objectives of the specific hiring situation should control the shape and content of the
interview. Interviewers who proceed on the basis of the known objectives of a given employment
project have a head start in developing plans for the individual interviews. From the beginning,
they have a general picture of their information requirements, the yardsticks for evaluating
candidates and an optimum profile for the “winning” applicant.
2. Learn about applicants in advance
Interview time is limited. The interviewer who does not digest the information available from
applications, resumes, test results and references in advance is wasting personal resources.
Further, the interviewer who does not use such data as a basis for “fine tuning” the interview
plan is wasting the applicant’s time as well as the company’s money. Know your applicants
before the interview begins. It will save time, help us plan productive interviews and indicate to
the applicants that we are interested in them as individuals.
3. Know the job requirements
In addition to knowledge about the applicant, another important area of advance information
needed by the interviewer to ensure successful results is knowledge about the position for which
the applicant is being interviewed. Obviously, knowledge about an applicant can be modified,
expanded and more clearly understood during the interview. However, knowledge about the job
must be acquired before the interview. The knowledge of the job is an essential prerequisite of
the interview. The sources for such knowledge range from readily-available information on file
in the personnel department such as job descriptions and performance standards, to highly
relevant on-the-job insights gained from our experience.
4. Plan the interview
For many positions, little additional preparation may be necessary when the experienced
interviewer knows about the job to be filled and has learned what there is to know about the
candidates in advance. Experience will readily indicate a suitable approach. This is certainly true
with regard to routinely filled positions.
For the interviewer who is not highly skilled, however, it is beneficial and often essential to plan
the interview. Even the experienced interviewer needs to plan when a non-routine or higher-level
position is involved, or when the job is infrequently filled or otherwise unfamiliar. The planning
can range from an abbreviated review to determine key information to be gathered during the
interview, to a detailed plan for handling each successive portion of the interview with each
specific candidate.
5. Create a constructive attitude
Participating in a selection interview on behalf of the company is a responsible role. we must be
positive and professional to represent the company image. We have to work hard and stay alert
during the interview. For the occasional interviewer, it is a somewhat strange and even
uncomfortable process. We are obliged to probe into the personality and makeup of a number of
complete strangers, and this can be time consuming and tiring. Finally, we must recommend or
make a decision.
Approaching the interview with the right attitude, and preparing to create the right atmosphere
for it, can be learned. Skilled interviewers adopt their own methods for being “up.” Like actors,
athletes or teachers, they must know how to ready themselves for a given occasion. Thinking of
ways to avoid mistakes and to achieve a positive approach will encourage a constructive, fruitful
interview.
6. Build an interview framework
A great variety of styles and strategies can be used in interviews, either singly or in combination.
Interviews can be designed to fit such descriptive headings as “regulated,” “permissive,”
“counseling” or “negotiated.” Then there are interviews intended to “sell” the applicant, the
“stress” interview, the “buddy-buddy” approach, the totally professional discussion, the
applicant-centered interview, and so on. It is important to understand that an interview should
have some kind of detailed framework for the interviewer to follow in a flexible way and which
will be in keeping with the employment objectives (1) and the interview plan (4). Taken
together, these two techniques will define the broad scope of the interview.
It is highly useful for the interviewer to have in mind a number of configurations and formats
from which to select an interview framework, even when there is little time to prepare.
7. Develop rapport quickly
A key means of making the interview profitable is to quickly establish a close and sympathetic
two-way understanding. This sort of relationship promotes the channels of interchange, helps to
raise the interview to a meaningful level and produces a greater depth of insight for both
participants.
A positive method of building rapport is to treat the applicant as an individual, not just as another
body sitting on the other side of the desk. Words or actions encouraging the belief that the
interview will be a genuine interchange between individuals are always helpful. The interviewer
need not be talkative, overly considerate or super friendly. The interview can be conducted on a
person-to-person basis at virtually any level of formality or friendliness.
8. Listen before we talk
The interview is totally a communication process. All the thinking, emotion and physical effort
that go into it on both sides should be aimed at communicating — that is, interchanging
information and knowledge by oral, visual, sensory or any other possible means. Of course, oral
communication predominates and means both talking and listening. Again, acquiring skill in
getting applicants to speak up, if they are hesitant to do so, is vital. However, there is a far more
basic and insidious communication hurdle that all interviewers face.
The best advice that can be given for acquiring interviewing expertise is to “listen more than we
talk.” Keep the mind on the applicant and what he or she is saying. Don’t spend the time thinking
about our own views on the subject under discussion. If we do, what we will record is our own
thoughts. In this self-centered approach, whatever the applicant says will be filtered through our
own views and we may hear only what we expect to hear.
9. Control the interview
The interviewer should strive to maintain overall control of the interview from beginning to end.
The purpose of this control is not to satisfy the ego of the interviewer or to keep the applicant
properly humbled by showing who the boss is. Rather, control is maintained so that the various
requirements of information acquisition, expenditure of time, satisfaction of the applicant’s
needs and so on will be met.
The most elementary form of maintaining control is to use a question and answer format. The
interviewer keeps track of the time spent on each area of the interview and, when necessary,
shuts off discussion to move on to the next area. This is a matter of “leading” the interview in a
positive, open way. By growing more and more practiced and sophisticated, the interviewer
becomes adept at allowing an increasingly free form of discussion. Nevertheless, the interview is
still being controlled so that each major subject area will have adequate coverage within the time
allotted for each applicant.
10. Respect the applicant’s needs
Even for the veteran interviewer, there is a temptation to let one’s personal needs dominate the
conversation. All interviewers should, of course, be primarily concerned about adequately
satisfying the needs of the company and the applicant. The interviewer who is going to be the
supervisor of the selected applicant should be intent on keeping a balance among the interests of
three parties: the company’s, his or her own and the applicant’s. In any case, a fair share of
attention should be given to what the applicant needs to know.
Job applicants need to know about the organization, its objectives, and its rules and conditions of
work. They need to know about the jobs they are being considered for and the people they will
work with if they are hired. They need to be able to talk about themselves in relation to possible
employment with the organization and to project to the interviewer their own picture of how this
relationship will work out.

II. General Preparation for an interview

An invitation for an interview shows that, on paper, we are the right person required by the
organization for the vacant position. In fact, it is estimated that 80% of candidates are rejected at
the application stage so we are really more than three quarters of the way towards getting the
job! Larger organizations will have interviewers who are often personnel professionals, or who
are trained and experienced interviewers, so expect the interview to be very structured to obtain
the maximum from you. In smaller firms we are more likely to be interviewed by a partner who
may not be a trained interviewer. If we are confronted by a 'bad' interviewer we will have to
work hard to use the questions as a means of conveying the points we wish to make. It can be a
good idea to try to steer the conversation towards the topics we have particular strengths in,
highlighting our good points. 
An interview is what it all comes down to. If we've been called for a face-to-face interview, it's a
definite sign of interest by the employer. However, don't take things for granted. Our selection is
far from confirmed, as it now that we come to the most crucial round. An interview is where we
are evaluated on multiple parameters to see if we'd be a good fit in the organization or not. This
means you need to prepare equally well and put our best foot forward.
Preparations that we need before an interview 
Go through the resume properly: Go through the resume properly and rehearse the points that we
want to highlight in front of the interviewer. The very first question that one generally encounters
is "Tell us something about yourself". Start with the name, giving a crisp biodata of yours,
including the qualifications, work experience, family, skills, interests, etc., some of which are
already mentioned in the CV.
General Interview Preparation/Overview
The goal of the interview is to get the job offer! Ambrion has had the experience of taking
thousands of candidates through the job search and interview process. Based on this experience
we know what companies and hiring managers are looking for candidates during the process.
Whether we are a senior executive who has interviewed many times, or we are preparing for
your first job search, it can be hard work. One thing to keep in mind is that interviewing is a
process and the key to success in this process is preparation. The following overview will help us
properly prepare for the interview process:
• Understand first and foremost that we will be extended an offer or passed over based upon a
hiring company’s perception of us during the interview process. Whether the process consists of
one interview or ten the hiring company makes a decision mostly based upon how they perceive
us during the interview process. Creating the right perception, and understanding how to do so, is
vital in determining whether or not we will receive the offer.
• Your Ambrion recruiter will be an excellent resource in preparing for upcoming interviews.
Utilize them! Recruiters can “set the stage” for the interview as a recruiter will have inside
information that is not typically available to a job candidate. Ask questions of the recruiter or
schedule a meeting with him/her to discuss the interview process in person. A quick “study
session” will go a long way in securing the position! • Navigating the interview process is an art.
Learning to navigate this process successfully can be learned. Ambrion has worked with
hundreds of companies and thousands of interviewing authorities and know what works and
what doesn’t during this process. It is up to us to fully leverage and trust this resource.
• Try to acquire as much information about the company, the job, the culture and the hiring
manager as possible prior to our interview, and then throughout the interview process. Get a
written job description whenever possible and make sure we have a thorough understanding of
the position including a breakdown of duties and responsibilities and expectations of new
employees.
• Use the Internet and other resources to find out as much as we can about the company. Media,
such as annual reports, trade journals, the company website and our network of professional
associations can all provide useful information
• Be prepared to answer and ask questions! Writing out and verbalizing answers to common
interview questions will help curb nervousness. In addition, always have a list of prepared
questions to ask prospective employers.
• Be prepared to talk about yourself. This can be uncomfortable and can lead to overly wordy or
very short explanations so be prepared. This is your opportunity to sell yourself by giving
specific examples of strengths and accomplishments.
• Relax – the more prepared you are for an interview, the more confident you will feel and the
better you will perform!
Keep the following points in mind when preparing for an interview
• Sharp, professional appearance
• Show enthusiasm and high energy
• Do not overplay the money issue, focus on the opportunity
• All references made regarding previous employers and peers should be positive
• Maintain direct eye contact throughout the interview
• Use a firm handshake
• Show up fifteen minutes early to the interview and be courteous to the receptionist
• Thank the interviewer/s for their time
• Ask solid, well-researched questions about the position and company
• Give concrete responses to questions, including examples
• Be assertive but not arrogant
• Express yourself clearly
• Demonstrate well defined goals and career direction (short-term and long-term)
• Maintain solid self-confidence
• Remember your manners
• Show maturity
• Be decisive
• Show you are ready to make a career move
• Always be positive
• Demonstrate you have high moral standards
• Represent yourself as self-motivated and self-directed
• Establish yourself as tolerant and easy to work with
• Demonstrate you can take direction and constructive criticism
• Let them know you want the job!

III. Success in an Interview

Job search techniques change, the labour market changes and job descriptions change. But what
more or less stays the same is the job interview. It’s our chance to sell ourselves. The first 30
seconds of a job interview are the most important – so if we want to be a cut above the rest we
need to be on the ball. Rob Yeung, a business psychologist, maintains that an interview is all
about the three Ps. “we need to prepare, we need to practice, and then, on the day, we need to
perform.”

10 Tips for a Successful Job Interview.

1. First impressions count
Greet the interviewer with a smile and firm handshake. Give eye contact. Try to make small talk
during the walk from the reception area to the interview room. Liz Anderson, a human
resource manager says, “We have to sell ourselves before we can sell anything else and the first
30 seconds are when the interviewer subconsciously makes decisions about whether they like us
or not and whether you will fit into the team.”
2. Be prepared
Re-read the resume and the job advert just before the interview. Do the research thoroughly.
Look at the company web site or obtain literature. We may be asked about the salary we are after
so make sure we research that as well.
3. Don’t waffle
Answer questions properly – even if we need a few moments’ silence to collect our thoughts.
Anderson advises, “It’s better to say we need a minute to think about our answer rather than
speak instantly and regret it afterwards.”
4. Why should they hire you?
Most job adverts will list qualities they’re looking for – a team worker, a good communicator –
so it’s up to us to think of examples of how we can demonstrate these skills. Be ready to talk
about the knowledge, experience, abilities and skills. Have at least three strong points about
ourselves that we can relate to the company and job on offer.
5. Be positive
The interviewer will be thinking about what it would be like to work with us, so the last thing
they want to hear is to talk about the boss or current colleagues behind their back. Interviewers
like to see someone who enjoys a challenge and is enthusiastic.
6. Remember the body language
It is not what we say, but how we say it. During the interview, do not fold the arms and lean back
or look to the floor! Sit upright and try to maintain good eye contact. Use the hands and lean
forward when making a point. Many people cannot think and control their body language at the
same time, which is why we need to prepare.
7. Expect the unexpected
The interviewer may try to catch us off guard: A survey by Office Angels has revealed that 90
per cent of employers ask ‘killer’ questions in interviews. It is impossible to plan for every
difficult question, such as “How would your colleagues describe you?” but try to appear relaxed
and in control. Ask the interviewer to repeat the question if necessary but do not evade it.
8. Develop rapport
Show energy, a sense of humour and smile. Jean Smith, a social anthropologist says: “It’s
infectious, being positive and enthusiastic.” Ask the interviewer questions about themselves and
any issues the business is facing.
9. Clarify anything we are unsure of
If we are not certain what are meant by a particular question, ask for clarification. At the end, ask
the interviewer if there is anything else he or she needs to know about. Do not be afraid to ask
when we are likely to hear if we have been successful or not.
10. Remember your manners
It is better to choose than to be chosen. Tell the interviewer why we are interested in the
company and job opportunity. Ask them for a business card and follow it up by sending a
“thank-you” e-mail or letter, saying how much we enjoyed meeting them and how interested we
are.

IV. Types of Interviewing Questions

The five types of interview questions
 Companies and people have different interviewing styles.  Here's a list of the five most common
types of interview questions, along with suggestions for how to answer them:
Permission Questions:
These types of questions demonstrate concern for the other party. They are used at the beginning
of the interview to put the other person at ease. Examples include the following:
 Are there any questions you have about the process before we begin the interview?
 Is there anything I can do to make you more comfortable before we begin?
 Okay, should we start with question one?
Factual Questions:
They are low-risk attempts to obtain objective data about an applicant. They are intended to give
you a picture of the status of the other party. These questions can be used to help make the
applicant feel comfortable and are good to use at the beginning of the interview and after a
particularly difficult or threatening question. Examples include the following:
 What do you do in your present job?
 How long have you worked there?
  What attracted you to our company?
‘Tell Me about’ Questions:
These questions are the most important during a hiring interview. They ask the candidate to
describe their past experience. Examples include the following:
 Tell me about a recent important decision you made and how you went about it.
 Walk me through the first and last half hour of your most recent normal work day.
 What did you do first, second, etc.?
 Tell me about a recent work assignment that made you look forward to going to work.
‘Feeling’ Questions:
‘Feeling’ Questions are designed to obtain subjective data on the other party’s feelings, values,
and beliefs. They are useful as follow-ups to ‘tell me about’ or factual questions. Make sure that
the applicant responds by describing an emotional state, not by describing what they thought.
Examples include the following:
 How did you feel about that reaction?
 What do you like best (least) about your present job?
 How would you feel if this were to occur?
‘Checking’ Questions:
Checking questions allow you to make sure you have understood the other person’s answer.
They are useful at any point in the interview, but most useful at the end to help you check any
assumption you have made about the applicant. Examples include the following:
 Is this what you mean?
 As I understand it, you plan of action is this. Am I right?
 Are you saying that was a negative experience.

V. The Importance of Non-Verbal Communication in an Interview

In a job interview, it’s all about how we answer the questions, right? That’s only half the story.
Most candidates would be surprised to learn how much non-verbal communication (body
language, facial expressions, etc.) matters.
Some studies have shown that people form first impressions based 55% on body language and
only 7% on actual verbal content. Actions really can speak louder than words. We start making a
non-verbal impression from the moment we walk in the lobby door until the moment we leave.
Some non-verbal mistakes can ruin our chances of a job offer — even if our answers to the
interview questions are impressive.
PREPARING TO MAKE A GREAT IMPRESSION
Basics: Our first impression. Beauty is only skin deep, but we will make a visual impression
within seconds of meeting our interviewer — before we get the opportunity to say a word. We
can immediately turn an interviewer off if we look (or smell) unprofessional, slovenly, or
nervous.
Looks: Make sure that we are dressed properly from top to bottom. It’s not about looking
beautiful, it’s about presenting a professional, confident persona.
Smell: This may sound obvious, but it’s essential to avoid making a bad olfactory first
impression. Don’t walk into the job interview smelling like we’ve bathed in cologne or perfume,
reeking of cigarette or cigar smoke, or emanating eau de locker room or dirty laundry hamper.
Bringing: Don’t forget to bring a few hard copies of resume Bring portfolio and work samples,
if appropriate, and make sure that they are organized professionally. Be prepared for
emergencies by adding the following to our job interview survival kit: gum or mints, tissues,
safety pins, a mini-lint roller, and make-up for touch-ups.
WAITING IN THE LOBBY
Make a point of greeting the receptionist professionally before taking a seat to wait for
interviewer. Be polite, but not overly friendly. We never know who might be watching us while
we wait, so don’t slouch in chair and read the Magazine or sing along to iPod. Don’t take phone
calls or obsessively check the Blackberry or iPhone as if we have better places to be. Sit down
and wait patiently. Review the interview preparation notes or any company materials displayed
in the lobby.

GREETING YOUR INTERVIEWER

Walk confidently to greet the interviewer, make eye contact, smile, and offer the hand. This is
the only chance to make a first impression.
DURING THE INTERVIEW
Posture: When we take our seat, be sure to sit up straight and avoid slouching. We can lean
forward a little to show the interest. The goal here is to appear natural, confident, and
enthusiastic. Avoid any body language that could be construed as showing disinterest or
desperation. Don’t lean back or fidget and don’t invade the interviewer’s personal space.
Hands and Feet: Keep your feet on the floor and your hands positioned naturally. If you’re not
sure what to do with your hands, keep them folded loosely in your lap or on the tabletop.
Eye Contact: Maintain eye contact in a natural way. Just don’t stare fixedly at the interviewer.
That can seem creepy or robotic. Listen carefully and smile and nod as appropriate.
WRAPPING UP THE INTERVIEW
Once the interview is over, when we thank the interviewer politely for her time, shake his/her
hand professionally and smile.
Then it’s time to walk confidently out the door, secure in the knowledge that we’ve made a
winning non-verbal impression.

VI. What are Different Types of Interview?

A job interview is your chance to show an employer what he/she will get if you are hired. That is
why, it is essential to be well prepared for the job interview. Knowing about the industry, the
employer, and yourself should be also a part of your preparation for interview. It means paying
attention to details, such as personal appearance, punctuality, and demeanor. Knowledge is your
best weapon. Let us start by going over the different types of interviews you might face.
1. Screening Interview:
Your first interview with a particular employer will often be the screening interview. This is
usually an interview with someone in human resources. It may take place in person or over the
telephone. He/she will have a copy of your resume in hand and will try to verify the information
on it. The human resource representative will want to find out if you meet the minimum
qualifications for the job and, if you do, you will be passed on to the next step.
2. Selection Interview:
The selection interview is a step in the process that makes people the most anxious. The
employer knows you are qualified to do the job. While you may have the skills to perform the
tasks that are required by the job in question, the employer needs to know if you have the
personality necessary to ‘fit in’. Someone who cannot interact well with the management and co-
workers may disrupt the functioning of the entire department. This can ultimately affect the
company’s bottom line. Many experts feel that this can be determined within the first several
minutes of the interview. However, more than one person being interviewed for a single opening
may appear to fit in. Often, job candidates are invited back for several interviews with different
people before a final decision is made.
3. Group Interview:
In a group interview, several job candidates are interviewed at once. In any group there is a
natural process that takes place where the group stratifies into leaders and followers. The
interviewers may also be trying to find out if you are a team player. The type of personality the
employer is looking for the outcome of this interview. There is nothing more to do than act
naturally. Acting like a leader if you are not one may put you into a job for which you are not
appropriate.
4. Stress Interview:
A stress interview is not a very pleasant way to be introduced to the company that may end up
being your future employer. It is, however, a technique sometimes used to weed out those who
cannot handle adversity. The interviewer may try to artificially introduce stress into the interview
by asking questions so quickly that the candidate does not have time to answer each one.
Another interviewer tying to introduce stress may respond to the candidates’ answers with
silence. The interviewer may also ask offbeat questions, not to determine what the job candidate
answers, but how he/she answers.
5. Walk-in Interview:
This type of interview is similar to a traditional interview except that one does not need to pre-
schedule an appointment for the interview. Companies generally declare a specific period of the
day for interviews on certain days of the week or over a certain period of time. Some
organizations may hold these interviews at their location and job fairs.
A candidate prepares for a walk-in interview just as one would for any interview. Walk in
interviews are convenient for both the employee and employer. While it gives candidates the
benefit of appearing for the interview at a convenient time without hindering their existing job
and commitments, companies favor this format as it curtails the amount of time spent in
conducting interviews.
6. On-campus interview:
On-campus interviews are conducted in the campus of colleges or universities to recruit fresh
graduates. Firms select the most suitable campus and coordinate with the campus placement
office for the recruitment process. Firms select the campus based on the number of candidates
they intend to hire, campuses that provide fresh graduates’ best equipped with the knowledge
and skills that suit the companies’ requirements, and other factors. Companies maintain a long-
term relation with institutions that produce graduates who would be best suited to the companies
corporate culture.
7. Off-campus interview:
Off-campus interviews are also aimed at fresh graduates. However, it is conducted at a common
location, where students from various institutions may gather to attend the interview. the
advantages of an off-campus interview is that a student can research more and look for the exact
job profile one wishes to start a career with, and it is easier to distinguish oneself here as a
student is competing with a relatively smaller pool of candidates with the same background
unlike an on-campus interview.
8. Panel Interview:
The advantage of this method is that it is less time-consuming for both parties and is more
reliable as experts from different functions can evaluate a candidate collectively. However, the
process may be stressful and demands more focus from the applicant in responding to the rapid
steam of questions. The key to such interviews is to balance eye contact and responses among all
the members of the panel and avoid ignoring any member focusing only on one. Apart from their
accomplishments, the candidates are also judged by their responses and questions, their body
language, and their ability to be calm and focused under stress.
9. Telephonic interview:
Interviews over the telephone are generally conducted for the purpose of pre-screening
candidates or for out-of town candidates as a preliminary step to the in-person interview. It
cannot replace an in-person interview, but is used to down size the application pool and to
further familiarize the interviewer and the candidate with each other. Like any other interview,
telephonic interviews also require adequate planning and preparation.
10. Behavioral Interview:
Behavioral interviews are a relatively new and very effective mode of interviewing. The aim is to
discern how an individual would react to specific work-related situations on the basis of the
individuals past behavior in similar situations. Hence, unlike traditional interviews, which rely
on a person’s description of hypothetical events, behavioral interviews focus on examples of real
incidents, and hence are more reliable and effective. It is based on the basic concept that an
individual tends to follow the same pattern of behavior under identical conditions. Some
examples mentioned as follows:
 Describe a situation where you achieved a goal against adversities.
 Tell us about a time when you resolved a conflict between team members.
 Give a specific example of how you completed a difficult task within the set deadline.
 Discuss a very difficult problem that you solved successfully.
 Describe how you handled a particularly demanding client and with what results.
11. Case Interviews:
A case interview is a job interview where the candidate is expected to resolve a real or
hypothetical problem presented to him/her by the interviewer. The challenge may usually be a
real problem resolved by the interviewer. These interviews aim at understanding a person’s
thinking process in the face of an adversity. Therefore, rather than the final answer, the
interviewer is focusing on how the candidate approaches the problem, analyzes it, and works out
the solution. The logical sequence of actions expected from the candidate is as follows:
 Ask relevant questions and gather further information about the given situation.
 Identify the problem
 Analyze the problem
 Formulate multiple options to resolve the problem with valid reasoning.

VII. STYLES OF INTERVIEWING:

The two styles of interviewing used by companies today are traditional and behavioral job
interviews:
1. Traditional Job Interview:
 A traditional job interview uses broad-based questions. For example, ‘why do you want
to work for this company’ or ‘Tell me about your strengths and weaknesses’.
 A Job seeker must be able to communicate than on the truthfulness or contents of his/her
answers.
 Employers always look for the skills and abilities, enthusiasm and work ethic that Job
seekers have or not.
2. Behavioral Job Interview:
 This style of job interview is based on the theory that past performance is the best
indicator of future behavior.
 For example, Tell me about a time where you confronted an unexpected problem, Tell me
about an experience when you failed to achieve a goal or Give me a specific example of a
time when you managed several projects at once.
 Job seekers should frame their answers based on a four part outline: (i) describe the
situation, (ii) discuss the actions you took, (iii) relate the outcomes, and (iv) specify what
you learned from it.
Behavioral Interviewing Strategies:
 Employers are using behavior-based methods to screen job candidates.
 The premise behind behavioral interviewing is that the most accurate predictor of future
performance is past performance in similar situations.
 The process of behavioral interviewing is much more probing and works very differently.
 It will evaluate a candidate’s experience and behavior so they can determine the
applicant’s potential for success.
 The interviewer identifies job-related experience, behavior, knowledge, skills and
abilities that the company has decided are desirable in particular position.
 For example, some of the characteristics that companies look for include:
1) Critical thinking 2) willingness to travel 3) teamwork 4) being a self-starter
5) Self-confidence 6) professionalism 7) willingness to learn.
 Job seekers should research the company and talk to people who work there. It will
enable you to behave the way how the company wants.
 Your response needs to be specific and detailed.
 Ideally, you should briefly describe the situation, what specific action you took to have an
effect on the situation, and the positive result or outcome.
 Frame the above said one in a three-step process, usually called a STAR (Situation (or
task, problem); Action; Result/outcome)
Behavioral Interviewing Technique:
 Technical and professional knowledge:
This is the level of your understanding of technical and professional information and your
ability to apply technical and professional skills.
Typical questions include the following:
Describe a situation where you had to request help or assistance on a project or
assignment.
Give an example of how you applied knowledge from a previous coursework to a project
in another class.
 Team work:
Team work is essential for working effectively with others in an organization and outside
the formal lines of authority to accomplish organizational goals and to identify and
resolve problems while considering the impact of your decisions on others.
Typical questions could include the following:
Describe a situation where others you were working with on a project disagreed with
your ideas. What did you do?
Tell of a time when you worked with a colleague who was not completing their share of
the work. How did you tackle the situation?
 Analysis:
Analysis means relating and comparing data from different sources, identifying issues,
securing relevant information, and identifying relationships.
Typical questions include the following:
What steps do you follow to study a problem before making a decision?
Describe a situation in which you had to collect information by asking many questions of
several people.
 Adaptability:
Adaptability means maintaining effectiveness in varying environments, tasks, and
responsibilities, or with various types of people.
Typical questions include the following:
 How was your transition from high school to college? Did you face any particular
problems?
 Job motivation:
Sometimes the activities and responsibilities available in the job overlap with activities
and responsibilities. These result in personal satisfaction and motivate people to work
harder.
Typical questions include the following:
Give examples of some satisfying experiences at school or in a job. Give examples of
your experiences that were dissatisfying.
What kind of supervisor do you work best for? Provide examples.
 Initiative:
Initiative means making active attempts to influence events to achieve goals, self-starting
rather than passively accepting taking action to achieve goals beyond what is necessarily
called for, originating action.
Typical questions include the following:
Describe some projects or ideas (not necessarily your own) that were implemented.
Have you found any ways to make school or a job easier or more rewarding?
 Communication:
Communication involves clearly expressing ideas in writing including grammar,
organization, and structure.
Typical questions include the following:
Describe an event where when your active listening skills really paid off for you – may
be also an event where other people missed the key idea being expressed.

Model Questions
1. Explain the fundamental principles of interviews.
2. Describe the different types of interviews.
3. Explain the significance of non-verbal aspects in interviews.
4. Explain in detail the styles of interviews followed by companies in the present era.
5. “Imagine yourself as an H R manager for a multinational company, you are about to
interview a candidate on the phone”. List at least five questions before you call an
 interviewee. Differentiate a telephonic interview and a normal interview in terms of
preparation, choice of questions, etc.
6. Discuss the various steps involved in applying online for a job.
7. List general preparation strategies to enhance candidate's chances for success in an
interview.
8. Enumerate the factors that contribute towards success in an interview.
9. Mention behavioral techniques used by interviewers to evaluate candidate’s experiences
and behaviour in order to determine his potential success.
10. Compare On-Campus Interview with Off-Campus Interview.

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