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IMPORTANT INTERVIEW TIPS:

1.

Arrive a little early.

If you arrive about fifteen minutes before the scheduled interview time, you will have time to collect your thoughts, wipe the perspiration from your hands, and scan the lobby for current company information. You will also show your interviewer that you value his or her time.

2.

Do your homework.

Know the interviewer's name and how to pronounce it (including proper title !r., !rs., "r., etc.#. Know the company's ma$or products or services, the organi%ation of the company (divisions, parent company, etc.#, current business news about the company and the company's ma$or customers and competitors. You can learn most or all of this information from the company's website, annual report or company literature.

&. ). ,. ..

Bri ! a S"are #o"y o$ %our Re&ume i

a Brie$'a&e or (ol)er. 'his demonstrates that you are prepared. It also gives the interviewer something to ta(e notes on. E*"e't to S"e ) Some Time Develo"i ! Ra""ort. Wat'h %our No +Ver,al #ommu i'atio . Do -t Be Em,arra&&e) ,y Nervou& e&&.
*ersonal chemistry is a main ingredient in the hiring process. 'ry to rela+ and become comfortable with the interviewer. !aintain an open body posture and appropriate eye contact. -eat yourself at a reasonable distance from the other person. -mile. Interviewers are human, and they often become nervous, too. In fact, nervousness is a good sign / it shows that you are ta(ing the interview seriously. 0void nervous mannerisms such as tapping your fingers, feet, playing with pens, etc.

1.

Bo)y la !ua!e i& "ower$ul.

2ood eye contact, a warm, natural smile and a firm handsha(e can help you overcome nervousness, develop a personal rapport and present a confident image.

3. 4. 16.

Do -t Play #ome)ia or Try to E tertai the I terviewer.

be personable, but do not overdo it.

It is important to

Do -t E*a!!erate or /ie. You might be tempted to embellish your achievements in the

interview, but it will come bac( to haunt you on the $ob5

(ollow the I terviewer-& /ea).

"on't try to ta(e over the interview. -tic( to the main sub$ect at hand, but do not dwell too long on one point. It is better to deal with many 7uestions rather than $ust one or two in/depth 7uestions, unless that's where the interviewer leads you.

11.

Be Pre"are) (or Per&o al 0ue&tio &1 Eve Some I a""ro"riate O e&.

0nticipate how you will handle personal 7uestions without blowing your cool. -ome interviewers may not be aware of what they can and cannot legally as( you. 8e sure you understand the 7uestion. It is o(ay to as( for clarification.

12.

Em"ha&i2e the Po&itive.

8e fran( and honest, but never apologi%e for lac( of e+perience or wea(nesses. You can be self/confident without being overconfident or flippant. If you are new to the $ob mar(et, your lac( of e+perience has one very positive feature you do not have to 9unlearn9 bad habits or different practices learned from previous employers. !any employers li(e the idea that you can be taught their individual company procedures without needing to get rid of other training first.

1&.

Wait $or a

O$$er to Bri ! 3" Salary. :et the interviewer bring up this sub$ect. ;ften salary and benefits are not discussed at all on the first interview. <ven though everyone (nows that salary is important, you do not want to give the impression that it is the only consideration. If it is, you can be easily lured away be a competitor offering a slightly higher salary. 'he interviewer needs to see that you are interested in the other aspects of the $ob li(e

Page 2 of 6 the potential for growth, learning or the challenge of the position. 1).

Do -t ,e A$rai) to Thi k Be$ore %ou S"eak. =se silence and intentional pause to
your advantage. 'ime is occasionally needed to thin( and to reflect. 'he interviewer will respect you for ta(ing a 7uestions seriously enough to give it a moment or two of consideration before answering.

1,.

Em"ha&i2e What %ou #a

'his means emphasi%ing your transferable s(ills. >owever, be careful not to reveal trade secrets from a previous employer. <mployers are concerned most with what you can do for them. ?ocus on your ability to tac(le new situations, your communication s(ills, interpersonal abilities, analytical thin(ing talents, and other s(ills developed while in college or in previous positions.

Do (or The Or!a i2atio .

1..

Do -t !ive 4Pre"are) A &wer&4.

!ost employers (now a these stoc( answers when they hear them. 'his is a good reason to use interview question / answer guide as $ust that / guides. If your answers are not personali%ed to your situation, they will sound forced and unnatural. You might be surprised to learn how often interviewers hear the phrase, 9I really li(e wor(ing with people.9 'he phrase is used so often that it has lost it's meaning5

11.

NEVER S"eak Ba)ly a,out a (ormer Em"loyer.

If there were problems with previous e+periences, try to put your answers in the positive rather than the negative. If you slight a former employer, the interviewer may assume that you will someday do the same to him or her.

13.

Wat'h %our 5rammar a ) %our Ma

er&. <mployers are interested in candidates who can e+press themselves properly. <ven if you have to slow down to correct yourself // do it5 =se slang e+pressions very sparingly. If your (nowledge of rules of eti7uette are rusty, ta(e a 9refresher course9 from a (nowledgeable friend. Be Pre"are) to A&k 0ue&tio &.
0lmost all interviewers will as( if you have any 7uestions. You should have some ready and should have at least one that is related to the conversation you have $ust completed. 'his demonstrates that you are both prepared and interested. Your 7uestions should be related to details about the company and should be based on the information you learned from the homewor( you have done (see 'ip @2#. You should not as( 7uestions li(e 9>ow long to I have to wait before I can ta(e a vacationA9 -ave those what's/in/it/for/me 7uestions for later.

14.

26.

3&e Tele"ho e I terview&.

If you are applying for $obs in places in other states, you can suggest a short telephone interview. <ven a preliminary telephone interview can help you assess whether or not it would be worth your time and e+pense to travel for a personal interview.

21.

Do -t E*"e't a Imme)iate 6o, O$$er. Be #are$ul With the #lo&i !.

interviewer for the interview. -mile.

;ffers usually follow the interview, a few wee(s later. If you are offered the position on the spot, it is appropriate for you to as( for one or two days to thin( about the offer before responding. "o not linger. <nd 7uic(ly and courteously. 'han( your

22. 2&.

Be %our&el$.

You do not want to get hired on the basis of something you are not. You want to be hired for who you are5

1. Tell me a,out your&el$:

'he most often as(ed 7uestion in interviews. You need to have a short statement prepared in your mind. 8e careful that it does not sound rehearsed. :imit it to wor(/related items unless instructed otherwise. 'al( about things you have done and $obs you have held that relate to the position you are interviewing for. -tart with the item farthest bac( and wor( up to the present.

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2. Why )i) you leave your la&t 7o,8

-tay positive regardless of the circumstances. Bever refer to a ma$or problem with management and never spea( ill of supervisors, co/wor(ers or the organi%ation. If you do, you will be the one loo(ing bad. Keep smiling and tal( about leaving for a positive reason such as an opportunity, a chance to do something special or other forward/loo(ing reasons.

3. What e*"erie 'e )o you have i thi& $iel)8

-pea( about specifics that relate to the position you are applying for. If you do not have specific e+perience, get as close as you can.

4. Do you 'o &i)er your&el$ &u''e&&$ul8

You should always answer yes and briefly e+plain why. 0 good e+planation is that you have set goals, and you have met some and are on trac( to achieve the others.

5. What )o 'o+worker& &ay a,out you8

8e prepared with a 7uote or two from co/wor(ers. <ither a specific statement or a paraphrase will wor(. Cill Dlar(, a co/wor(er at -mith Dompany, always said I was the hardest wor(ers she had ever (nown. It is as powerful as Cill having said it at the interview herself. 9. What )o you k ow a,out thi& or!a i2atio 8 'his 7uestion is one reason to do some research on the organi%ation before the interview. ?ind out where they have been and where they are going. Ehat are the current issues and who are the ma$or playersA

6. What have you )o e to im"rove your k owle)!e i the la&t year8

'ry to include improvement activities that relate to the $ob. 0 wide variety of activities can be mentioned as positive self/improvement. >ave some good ones handy to mention.

7. Are you a""lyi ! $or other 7o,&8

8e honest but do not spend a lot of time in this area. Keep the focus on this $ob and what you can do for this organi%ation. 0nything else is a distraction.

8. Why )o you wa t to work $or thi& or!a i2atio 8

'his may ta(e some thought and certainly, should be based on the research you have done on the organi%ation. -incerity is e+tremely important here and will easily be sensed. Felate it to your long/term career goals.

9. Do you k ow a yo e who work& $or u&8

8e aware of the policy on relatives wor(ing for the organi%ation. 'his can affect your answer even though they as(ed about friends not relatives. 8e careful to mention a friend only if they are well thought of.

10. What ki ) o$ &alary )o you ee)8

0 loaded 7uestion. 0 nasty little game that you will probably lose if you answer first. -o, do not answer it. Instead, say something li(e, thatGs a tough 7uestion. Dan you tell me the range for this positionA In most cases, the interviewer, ta(en off guard, will tell you. If not, say that it can depend on the details of the $ob. 'hen give a wide range.

11. Are you a team "layer8

You are, of course, a team player. 8e sure to have e+amples ready. -pecifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. "o not brag, $ust say it in a matter/of/fact tone. 'his is a (ey point.

12. :ow lo ! woul) you e*"e't to work $or u& i$ hire)8

-pecifics here are not good. -omething li(e this should wor( IGd li(e it to be a long time. ;r 0s long as we both feel IGm doing a good $ob.

13. :ave you ever ha) to $ire a yo e8 :ow )i) you $eel a,out that8
'his is serious. "o not ma(e light of it or in any way seem li(e you li(e to fire people. 0t the same time, you will do it when it is the right thing to do. Ehen it comes to the organi%ation

Page 4 of 6 versus the individual who has created a harmful situation, you will protect the organi%ation. Femember firing is not the same as layoff or reduction in force.

14. What i& your "hilo&o"hy towar)& work8

'he interviewer is not loo(ing for a long or flowery dissertation here. "o you have strong feelings that the $ob gets doneA Yes. 'hatGs the type of answer that wor(s best here. -hort and positive, showing a benefit to the organi%ation.

15. I$ you ha) e ou!h mo ey to retire ri!ht ow1 woul) you8

0nswer yes if you would. 8ut since you need to wor(, this is the type of wor( you prefer. "o not say yes if you do not mean it.

16. :ave you ever ,ee a&ke) to leave a "o&itio 8

If you have not, say no. If you have, be honest, brief and avoid saying negative things about the people or organi%ation involved.

17. E*"lai how you woul) ,e a a&&et to thi& or!a i2atio

You should be an+ious for this 7uestion. It gives you a chance to highlight your best points as they relate to the position being discussed. 2ive a little advance thought to this relationship.

18. Why &houl) we hire you8

*oint out how your assets meet what the organi%ation needs. "o not mention any other candidates to ma(e a comparison.

19. Tell me a,out a &u!!e&tio you have ma)e

>ave a good one ready. 8e sure and use a suggestion that was accepted and was then considered successful. ;ne related to the type of wor( applied for is a real plus.

20. What irritate& you a,out 'o+worker&8

'his is a trap 7uestion. 'hin( real hard but fail to come up with anything that irritates you. 0 short statement that you seem to get along with fol(s is great.

21. What i& your !reate&t &tre !th8

Bumerous answers are good, $ust stay positive. 0 few good e+amples Your ability to prioriti%e, Your problem/solving s(ills, Your ability to wor( under pressure, Your ability to focus on pro$ects, Your professional e+pertise, Your leadership s(ills, Your positive attitude.

22. Tell me a,out your )ream 7o,.

-tay away from a specific $ob. You cannot win. If you say the $ob you are contending for is it, you strain credibility. If you say another $ob is it, you plant the suspicion that you will be dissatisfied with this position if hired. 'he best is to stay genetic and say something li(e 0 $ob where I love the wor(, li(e the people, can contribute and canGt wait to get to wor(.

23. Why )o you thi k you woul) )o well at thi& 7o,8

2ive several reasons and include s(ills, e+perience and interest.

24. What are you looki ! $or i a 7o,8

-ee answer @ 2&

25. What ki ) o$ "er&o woul) you re$u&e to work with8

"o not be trivial. It would ta(e disloyalty to the organi%ation, violence or lawbrea(ing to get you to ob$ect. !inor ob$ections will label you as a whiner.

26. What i& more im"orta t to you: the mo ey or the work8

!oney is always important, but the wor( is the most important. 'here is no better answer.

27. What woul) your "reviou& &u"ervi&or &ay your &tro !e&t "oi t i&8
'here are numerous good possibilities :oyalty, <nergy, *ositive attitude, :eadership, 'eam player, <+pertise, Initiative, *atience, >ard wor(, Dreativity, *roblem solver.

28. Tell me a,out a "ro,lem you ha) with a &u"ervi&or

Page 5 of 6 8iggest trap of all. 'his is a test to see if you will spea( ill of your boss. If you fall for it and tell about a problem with a former boss, you may well below the interview right there. -tay positive and develop a poor memory about any trouble with a supervisor.

29. What ha& )i&a""oi te) you a,out a 7o,8

"onGt get trivial or negative. -afe areas are few but can include Bot enough of a challenge. You were laid off in a reduction Dompany did not win a contract, which would have given you more responsibility.

30. Tell me a,out your a,ility to work u )er "re&&ure.

You may say that you thrive under certain types of pressure. 2ive an e+ample that relates to the type of position applied for.

31. Do your &kill& mat'h thi& 7o, or a other 7o, more 'lo&ely8
"o not give fuel to the suspicion that you may want another $ob more than this one.

32. What motivate& you to )o your ,e&t o the 7o,8

'his is a personal trait that only you can say, but good e+amples are Dhallenge, 0chievement, Fecognition.

33. Are you willi ! to work overtime8 Ni!ht&8 Weeke )&8

'his is up to you. 8e totally honest.

34. :ow woul) you k ow you were &u''e&&$ul o thi& 7o,8

-everal ways are good measures You set high standards for yourself and meet them. Your outcomes are a success. Your boss tell you that you are successful.

35. Woul) you ,e willi ! to relo'ate i$ re;uire)8

You should be clear on this with your family prior to the interview if you thin( there is a chance it may come up. "o not say yes $ust to get the $ob if the real answer is no. 'his can create a lot of problems later on in your career. 8e honest at this point and save yourself future grief.

36. Are you willi ! to "ut the i tere&t& o$ the or!a i2atio ahea) o$ your ow 8
'his is a straight loyalty and dedication 7uestion. "o not worry about the deep ethical and philosophical implications. Cust say yes.

37. De&'ri,e your ma a!eme t &tyle.

'ry to avoid labels. -ome of the more common labels, li(e progressive, salesman or consensus, can have several meanings or descriptions depending on which management e+pert you listen to. 'he situational style is safe, because it says you will manage according to the situation, instead of one si%e fits all.

38. What have you lear e) $rom mi&take& o the 7o,8

>ere you have to come up with something or you strain credibility. !a(e it small, well intentioned mista(e with a positive lesson learned. 0n e+ample would be wor(ing too far ahead of colleagues on a pro$ect and thus throwing coordination off.

39. Do you have a y ,li ) &"ot&8

'ric( 7uestion. If you (now about blind spots, they are no longer blind spots. "o not reveal any personal areas of concern here. :et them do their own discovery on your bad points. "o not hand it to them.

40. I$ you were hiri ! a "er&o $or thi& 7o,1 what woul) you look $or8
8e careful to mention traits that are needed and that you have.

41. Do you thi k you are over;uali$ie) $or thi& "o&itio 8

Fegardless of your 7ualifications, state that you are very well 7ualified for the position.

42. :ow )o you "ro"o&e to 'om"e &ate $or your la'k o$ e*"erie 'e8
?irst, if you have e+perience that the interviewer does not (now about, bring that up 'hen, point out (if true# that you are a hard wor(ing 7uic( learner.

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43. What ;ualitie& )o you look $or i a ,o&&8

8e generic and positive. -afe 7ualities are (nowledgeable, a sense of humor, fair, loyal to subordinates and holder of high standards. 0ll bosses thin( they have these traits.

44. Tell me a,out a time whe you hel"e) re&olve a )i&"ute ,etwee other&.
*ic( a specific incident. Doncentrate on your problem solving techni7ue and not the dispute you settled.

45. What "o&itio )o you "re$er o a team worki ! o a "ro7e't8

8e honest. If you are comfortable in different roles, point that out.

46. De&'ri,e your work ethi'.

<mphasi%e benefits to the organi%ation. 'hings li(e, determination to get the $ob done and wor( hard but en$oy your wor( are good.

47. What ha& ,ee your ,i!!e&t "ro$e&&io al )i&a""oi tme t8

8e sure that you refer to something that was beyond your control. -how acceptance and no negative feelings.

48. Tell me a,out the mo&t $u you have ha) o the 7o,.
'al( about having fun by accomplishing something for the organi%ation.

49. Do you have a y ;ue&tio & $or me8

0lways have some 7uestions prepared. Huestions prepared where you will be an asset to the organi%ation are good. >ow soon will I be able to be productiveA and Ehat type of pro$ects will I be able to assist onA 0re e+amples.