HR Interview Q & A

Contents
General Guidelines in Answering Interview Questions.....................................................3

Q1 Tell me about yourself........................................................................................ 5
Q2 What are your greatest strengths.....................................................................!
Q3 What are your greatest wea"nesses................................................................!
Q# Tell me about something you did $ or failed to do $ that you now feel a little
ashamed of........................................................................................................ %
Q5 Why are you leaving &or did you leave' this (osition........................................)
Q! The *+ilent Treatment,.......................................................................................-
Q% Why should I hire you...................................................................................... -
Q) Aren.t you over/ualified for this (osition........................................................10
Q- Where do you see yourself five years from now.............................................11
Q10 1es2ribe your ideal 2om(any3 lo2ation and 4ob................................................12
Q11 Why do you want to wor" at our 2om(any.....................................................12
Q12 What are your 2areer o(tions right now.........................................................12
Q13 Why have you been out of wor" so long........................................................13
Q1# Tell me honestly about the strong (oints and wea" (oints of your boss
&2om(any3 management team3 et2.'5.............................................................13
Q15 What good boo"s have you read lately..........................................................1#
Q1! Tell me about a situation when your wor" was 2riti2i6ed..................................1#
Q1% What are your outside interest.......................................................................15
Q1) The *7atal 7law, /uestion................................................................................15
Q1- 8ow do you feel about re(orting to a younger (erson &minority3 woman3 et2'1!
Q20 9n 2onfidential matters5................................................................................1!
Q21 Would you lie for the 2om(any.......................................................................1%
Q22 :oo"ing ba2"3 what would you do differently in your life.................................1%
Q23 ;ould you have done better in your last 4ob...................................................1)
Q2# ;an you wor" under (ressure........................................................................1)
Q25 What ma"es you angry..................................................................................1)
Q2! Why aren.t you earning more money at this stage of your 2areer..................1-
Q2% Who has ins(ired you in your life and why.....................................................1-
Q2) What was the toughest de2ision you ever had to ma"e.................................20
Q2- Tell me about the most boring 4ob you.ve ever had..........................................20
Q30 8ave you been absent from wor" more than a few days in any (revious
(osition.......................................................................................................... 20
Q31 What 2hanges would you ma"e if you 2ame on board...................................21
Q32 I.m 2on2erned that you don.t have as mu2h e<(erien2e as we.d li"e in5........21
Q33 8ow do you feel about wor"ing nights and wee"ends...................................22
Q3# Are you willing to relo2ate or travel................................................................23
Q35 1o you have the stoma2h to fire (eo(le 8ave you had e<(erien2e firing many
(eo(le............................................................................................................ 23
Q3! Why have you had so many 4obs...................................................................2#
Q3% What do you see as the (ro(er role=mission of5 5a good &4ob title you.re
see"ing'> 5a good manager> 5an e<e2utive in serving the 2ommunity> 5a
leading 2om(any in our industry> et2...............................................................25
Q3) What would you say to your boss if he.s 2ra6y about an idea3 but you thin" it
stin"s............................................................................................................. 25
!# Toughest Questions ?age 1
Q3- 8ow 2ould you have im(roved your 2areer (rogress.....................................2!
Q#0 What would you do if a fellow e<e2utive on your own 2or(orate level wasn.t
(ulling his=her weight5and this was hurting your de(artment.......................2!
Q#1 @ou.ve been with your firm a long time. Won.t it be hard swit2hing to a new
2om(any........................................................................................................ 2%
Q#2 Aay I 2onta2t your (resent em(loyer for a referen2e.....................................2%
Q#3 Give me an e<am(le of your 2reativity &analyti2al s"ill5managing ability3 et2.'
................................................................................................................ 2)
Q## Where 2ould you use some im(rovement......................................................2)
Q#5 What do you worry about...............................................................................2)
Q#! 8ow many hours a wee" do you normally wor".............................................2)
Q#% What.s the most diffi2ult (art of being a &4ob title'...........................................2-
Q#) The *8y(otheti2al ?roblem,.............................................................................2-
Q#- What was the toughest 2hallenge you.ve ever fa2ed.....................................2-
Q50 8ave you 2onsider starting your own business..............................................30
Q51 What are your goals....................................................................................... 31
Q52 What do you for when you hire (eo(le..........................................................31
Q53 +ell me this sta(ler5&this (en2il5this 2lo2"5or some other ob4e2t on
interviewer.s des"'........................................................................................... 31
Q5# *The +alary Question, $ 8ow mu2h money do you want...............................33
Q55 The Illegal Question......................................................................................... 33
Q5! The *+e2ret, Illegal Question...........................................................................3#
Q5% What was the toughest (art of your last 4ob...................................................35
Q5) 8ow do you define su22ess5and how do you measure u( to your own
definition........................................................................................................ 35
Q5- *The 9(inion Question, $ What do you thin" about 5Abortion5The
?resident5The 1eath ?enalty5&or any other 2ontroversial sub4e2t'............3!
Q!0 If you won B10 million lottery3 would you still wor".........................................3!
Q!1 :oo"ing ba2" on your last (osition3 have you done your best wor"...............3%
Q!2 Why should I hire you from the outside when I 2ould (romote someone from
within............................................................................................................. 3%
Q!3 Tell me something negative you.ve heard about our 2om(any5.....................3)
Q!# 9n a s2ale of one to ten3 rate me as an interviewer.........................................3)
General Guidelines
in Answering Interview Questions
Cveryone is nervous on interviews. If you sim(ly allow yourself to feel nervous3 youDll do
mu2h better. Eemember also that itDs diffi2ult for the interviewer as well.
In general3 be u(beat and (ositive. Fever be negative.
Eehearse your answers and time them. Fever tal" for more than 2 minutes straight.
1onDt try to memori6e answers word for word. Gse the answers shown here as a guide
only3 and donDt be afraid to in2lude your own thoughts and words. To hel( you remember
"ey 2on2e(ts3 4ot down and review a few "ey words for ea2h answer. Eehearse your
answers fre/uently3 and they will 2ome to you naturally in interviews.
As you will read in the a22om(anying re(ort3 the single most im(ortant strategy in
interviewing3 as in all (hases of your 4ob sear2h3 is what we 2allH "The Greatest
Executive Job Finding Secret." And that is...
Find out what people want, than show them how you can help them get it.
7ind out what an em(loyer wants most in his or her ideal 2andidate3 then show how you
meet those /ualifi2ations.
In other words3 you must mat2h your abilities3 with the needs of the em(loyer. You must
sell what the buyer is buying. To do that3 before you "now what to em(hasi6e in your
answers3 you must find out what the buyer is buying... what he is loo"ing for. And the
best way to do that is to as" a few /uestions yourself.
@ou will see how to bring this off s"illfully as you read the first two /uestions of this
re(ort. Iut regardless of how you a22om(lish it3 you must remember this strategy above
allH before blurting out your ualifications! you must get some idea of what the em"loyer
wants most. 9n2e you "now what he wants3 you 2an then (resent your /ualifi2ations as
the (erfe2t *"ey, that fits the *lo2", of that (osition.
9ther im(ortant interview strategiesH
Turn wea"nesses into strengths &@ouDll see how to do this in a few moments.'
Thin" before you answer. A (ause to 2olle2t your thoughts is a hallmar" of a
thoughtful (erson.
As a daily e<er2ise3 (ra2ti2e being more o(timisti2. 7or e<am(le3 try (utting a (ositive
s(in on events and situations you would normally regard as negative. This is not meant
to turn you into a ?ollyanna3 but to shar(en your selling s"ills. The best sales(eo(le3 as
well as the best li"ed interview 2andidates3 2ome off as being naturally o(timisti23 J2an
doJ (eo(le. @ou will dramati2ally raise your level of attra2tiveness by daily (ra2ti2ing to
be more o(timisti2.
Ie honest...never lie.
Kee( an interview diary. Eight after ea2h interview note what you did right3 what 2ould
have gone a little better3 and what ste(s you should ta"e ne<t with this 2onta2t. Then
ta"e those ste(s. 1onDt be li"e the -5L of humanity who say they will follow u( on
something3 but never do.
About the 64 questions...
@ou might feel that the answers to the following /uestions are *2anned,3 and that they
will seldom mat2h u( with the e<a2t way you are as"ed the /uestions in a2tual
interviews. The /uestions and answers are designed to be as s(e2ifi2 and realisti2 as
(ossible. Iut no (re(aration 2an anti2i(ate thousands of (ossible variations on these
/uestions. WhatDs im(ortant is that you thoroughly familiari6e yourself with the main
strategies behind ea2h answer. And it will be invaluable to you if you 2ommit to memory
a few "ey words that let you instantly 2all to mind your best answer to the various
/uestions. If you do this3 and follow the (rin2i(les of su22essful interviewing (resented
here3 youDre going to do very well.
Good lu2"...and good 4obMhuntingN
!# Toughest Questions ?age #
Question 1 Tell me about yourself.
TRAPSH Ieware3 about )0L of all interviews begin with this *inno2ent, /uestion. Aany
2andidates3 un(re(ared for the /uestion3 s"ewer themselves by rambling3 re2a((ing
their life story3 delving into an2ient wor" history or (ersonal matters.
BST A!S"R# +tart with the (resent and tell why you are well /ualified for the
(osition. Eemember that the "ey to all su22essful interviewing is to mat2h your
/ualifi2ations to what the interviewer is loo"ing for. In other words you must sell what the
buyer is buying. This is the single most im"ortant strategy in #ob hunting.
+o3 before you answer this or any /uestion itDs im(erative that you try to un2over your
interviewerDs greatest need3 want3 (roblem or goal.
To do so3 ma"e you ta"e these two ste(sH
1. 1o all the homewor" you 2an before the interview to un2over this "erson$s wants
and needs &not the generali6ed needs of the industry or 2om(any'
2. As early as you 2an in the interview3 as" for a more 2om(lete des2ri(tion of what
the (osition entails. @ou might sayH *I have a number of a22om(lishments IDd li"e
to tell you about3 but I want to ma"e the best use of our time together and tal"
dire2tly to your needs. To hel( me do3 that3 2ould you tell me more about the
most im(ortant (riorities of this (osition All I "now is what I &heard from the
re2ruiter3 read in the 2lassified ad3 et2.',
Then3 %&'%YS follow(u" with a second and "ossibly! third uestion3 to draw out his
needs even more. +ur(risingly3 itDs usually this second or third /uestion that unearths
what the interviewer is most loo"ing for.
@ou might as" sim(ly3 JAnd in addition to that...J or3 JIs there anything else you see as
essential to su22ess in this (ositionH
This (ro2ess will not feel easy or natural at first3 be2ause it is easier sim(ly to answer
/uestions3 but only if you un2over the em(loyerDs wants and needs will your answers
ma"e the most sense. ?ra2ti2e as"ing these "ey /uestions before giving your answers3
the (ro2ess will feel more natural and you will be light years ahead of the other #ob
candidates you$re com"eting with.
After un2overing what the em(loyer is loo"ing for3 des2ribe why the needs of this 4ob
bear stri"ing (arallels to tas"s youDve su22eeded at before. Ie sure to illustrate with
s(e2ifi2 e<am(les of your res(onsibilities and es(e2ially your a2hievements3 all of whi2h
are geared to (resent yourself as a (erfe2t mat2h for the needs he has 4ust des2ribed.
Question 2 'hat are your greatest strengths)
TRAPS# This /uestion seems li"e a softball lob3 but be (re(ared. @ou donDt want to
2ome a2ross as egotisti2al or arrogant. Feither is this a time to be humble.
BST A!S"R# @ou "now that your "ey strategy is to first un2over your interviewerDs
greatest wants and needs before you answer /uestions. And from Question 13 you "now
how to do this.
?rior to any interview3 you should have a list mentally (re(ared of your greatest
strengths. @ou should also have3 a s(e2ifi2 e<am(le or two3 whi2h illustrates ea2h
strength3 an e<am(le 2hosen from your most re2ent and most im(ressive a2hievements.
@ou should3 have this list of your greatest strengths and 2orres(onding e<am(les from
your a2hievements so well 2ommitted to memory that you 2an re2ite them 2old after
being sha"en awa"e at 2H30AA.
Then3 on2e you un2over your interviewerDs greatest wants and needs3 you 2an 2hoose
those a2hievements from your list that best mat2h u(.
As a general guideline3 the 10 most desirable traits that all em(loyers love to see in their
em(loyees areH
1. A (roven tra2" re2ord as an a2hiever...es"ecially if your achievements match
u" with the em"loyer$s greatest wants and needs.
2. Intelligen2e...management JsavvyJ.
3. 8onesty...integrity...a de2ent human being.
#. Good fit with 2or(orate 2ulture...someone to feel 2omfortable with...a team
(layer who meshes well with interviewerDs team.
5. :i"eability...(ositive attitude...sense of humor.
!. Good 2ommuni2ation s"ills.
%. 1edi2ation...willingness to wal" the e<tra mile to a2hieve e<2ellen2e.
). 1efiniteness of (ur(ose...2lear goals.
-. Cnthusiasm...high level of motivation.
10. ;onfident...healthy...a leader.
!# Toughest Questions ?age !
Question 3 'hat are your greatest wea*nesses)
TRAPSH Ieware M this is an eliminator /uestion3 designed to shorten the 2andidate list.
Any admission of a wea"ness or fault will earn you an *A, for honesty3 but an *7, for the
interview.
PASSAB$ A!S"R# 1isguise a strength as a wea"ness.
Exam"le+ *I sometimes (ush my (eo(le too hard. I li"e to wor" with a sense of urgen2y
and everyone is not always on the same wavelength.,
,rawbac*+ This strategy is better than admitting a flaw3 but itDs so widely used3 it is
trans(arent to any e<(erien2ed interviewer.
BST A!S"RH &and another reason itDs so im(ortant to get a thorough des2ri(tion of
your interviewerDs needs before you answer /uestions'H Assure the interviewer that you
2an thin" of nothing that would stand in the way of your (erforming in this (osition with
e<2ellen2e. Then3 /ui2"ly review you strongest /ualifi2ations.
Exam"le+ *FobodyDs (erfe2t3 but based on what youDve told me about this (osition3 I
believe ID d ma"e an outstanding mat2h. I "now that when I hire (eo(le3 I loo" for two
things most of all. 1o they have the ualifications to do the 4ob well3 and the motivation
to do it well Cverything in my ba2"ground shows I have both the /ualifi2ations and a
strong desire to a2hieve e<2ellen2e in whatever I ta"e on. +o I 2an say in all honesty that
I see nothing that would 2ause you even a small 2on2ern about my ability or my strong
desire to (erform this 4ob with e<2ellen2e.,
%lternate strategy &if you donDt yet "now enough about the (osition to tal" about su2h a
(erfe2t fit'H
Instead of 2onfessing a wea"ness3 des2ribe what you li*e most and li*e least3 ma"ing
sure that what you li"e most mat2hes u( with the most im(ortant /ualifi2ation for
su22ess in the (osition3 and what you li"e least is not essential.
Exam"le+ :etDs say youDre a((lying for a tea2hing (osition. *If given a 2hoi2e3 I li"e to
s(end as mu2h time as (ossible in front of my (ros(e2ts selling3 as o((osed to shuffling
(a(erwor" ba2" at the offi2e. 9f 2ourse3 I long ago learned the im(ortan2e of filing
(a(erwor" (ro(erly3 and I do it 2ons2ientiously. Iut what I really love to do is sell &if your
interviewer were a sales manager3 this should be musi2 to his ears.'
Question 4 Tell me about something you did - or failed to do - that
you now feel a little ashamed of.
TRAPS# There are some /uestions your interviewer has no business as"ing3 and this is
one. Iut while you may feel li"e answering3 *none of your business!. naturally you 2an.t.
+ome interviewers as" this /uestion on the 2han2e you admit to something3 but if not3 at
least they.ll see how you thin" on your feet.
!# Toughest Questions ?age %
+ome un(re(ared 2andidates3 flustered by this /uestion3 unburden themselves of guilt
from their (ersonal life or 2areer3 (erha(s e<(ressing regrets regarding a (arent3
s(ouse3 2hild3 et2. All su2h answers 2an be disastrous.
BST A!S"R# As with faults and wea"nesses3 never confess a regret. Iut don.t
seem as if you.re stonewalling either.
/est strategy+ +ay you harbor no regrets3 then add a (rin2i(le or habit you (ra2ti2e
regularly for healthy human relations.
Exam"le+ ?ause for refle2tion3 as if the /uestion never o22urred to you. Then say3 *@ou
"now3 I really 2an.t thin" of anything., &?ause again3 then add'H *I would add that as a
general management (rin2i(le3 I.ve found that the best way to avoid regrets is to avoid
2ausing them in the first (la2e. I (ra2ti2e one habit that hel(s me a great deal in this
regard. At the end of ea2h day3 I mentally review the day.s events and 2onversations to
ta"e a se2ond loo" at the (eo(le and develo(ments I.m involved with and do a
double2he2" of what they.re li"ely to be feeling. +ometimes I.ll see things that do need
more followMu(3 whether a (at on the ba2"3 or maybe a five minute 2hat in someone.s
offi2e to ma"e sure we.re 2lear on things5whatever.,
*I also li"e to ma"e ea2h (erson feel li"e a member of an elite team3 li"e the Ioston
;elti2s or :A :a"ers in their (rime. I.ve found that if you let ea2h team member "now
you e<(e2t e<2ellen2e in their (erforman2e5if you wor" hard to set an e<am(le
yourself5and if you let (eo(le "now you a((re2iate and res(e2t their feelings3 you wind
u( with a highly motivated grou(3 a team that.s having fun at wor" be2ause they.re
striving for e<2ellen2e rather than brooding over slights or regrets.,
Question 5 'hy are you leaving 0or did you leave1 this "osition)
TRAPS# Fever badmouth your (revious industry3 2om(any3 board3 boss3 staff3
em(loyees or 2ustomers. This rule is inviolableH never be negative. Any mud you hurl
will only soil your suit.
Cs(e2ially avoid words li"e *(ersonality 2lash,3 *didn.t get along,3 or others whi2h 2ast a
shadow on your 2om(eten2e3 integrity3 or tem(erament.
BST A!S"R#
02f you have a #ob "resently1
If you.re not yet 100L 2ommitted to leaving your (resent (ost3 don.t be afraid to say so.
+in2e you have a 4ob3 you are in a stronger (osition than someone who does not. Iut
don.t be 2oy either. +tate honestly what you.d be ho(ing to find in a new s(ot. 9f
2ourse3 as stated often before3 you answer will all the stronger if you have already
un2overed what this (osition is all about and you mat2h your desires to it.
02f you do not "resently have a #ob.1
Fever lie about having been fired. It.s unethi2al $ and too easily 2he2"ed. Iut do try to
defle2t the reason from you (ersonally. If your firing was the result of a ta"eover3
merger3 division wide layoff3 et2.3 so mu2h the better.
!# Toughest Questions ?age )
Iut you should also do something totally unnatural that will demonstrate 2onsummate
(rofessionalism. Cven if it hurts 3 des2ribe your own firing $ 2andidly3 su22in2tly and
without a tra2e of bitterness $ from the com"any3s (ointMofMview3 indi2ating that you 2ould
understand why it ha((ened and you might have made the same de2ision yourself.
@our stature will rise immensely and3 most im(ortant of all3 you will show you are healed
from the wounds infli2ted by the firing. @ou will enhan2e your image as firstM2lass
management material and stand head and shoulders above the legions of firing vi2tims
who3 at the slightest (rovo2ation3 6i( o(en their shirts to e<(ose their battle s2ars and
de2ry the unfairness of it all.
For all "rior "ositions+
Aa"e sure you.ve (re(ared a brief reason for leaving. /est reasons+ more money3
o((ortunity3 res(onsibility or growth.
Question 6 The 4Silent Treatment.
TRAPS# /eware $ if you are un(re(ared for this /uestion3 you will (robably not handle
it right and (ossibly blow the interview. Than" goodness most interviewers don.t em(loy
it. It.s normally used by those determined to see how you res(ond under stress. 8ere.s
how it wor"sH
@ou answer an interviewer.s /uestion and then3 instead of as"ing another3 he 4ust stares
at you in a deafening silen2e.
@ou wait3 growing a bit uneasy3 and there he sits3 silent as At. Eushmore3 as if he
doesn.t believe what you.ve 4ust said3 or (erha(s ma"ing you feel that you.ve unwittingly
violated some 2ardinal rule of interview eti/uette.
When you get this silent treatment after answering a (arti2ularly diffi2ult /uestion 3 su2h
as *tell me about your wea"nesses,3 its intimidating effe2t 2an be most dis/uieting3 even
to (olished 4ob hunters.
Aost un(re(ared 2andidates rush in to fill the void of silen2e3 viewing (rolonged3
un2omfortable silen2es as an invitation to 2lear u( the (revious answer whi2h has
obviously 2aused some (roblem. And that.s what they do $ ramble on3 s(uttering more
and more information3 sometimes irrelevant and often damaging3 be2ause they are
suddenly (laying the role of someone who.s goofed and is now trying to re2ou(. Iut
sin2e the 2andidate doesn.t "now where or how he goofed3 he 4ust "ee(s tal"ing3
showing how flustered and 2onfused he is by the interviewer.s unmovable silen2e.
BST A!S"R# :i"e a (rimitive tribal mas"3 the +ilent Treatment loses all it (ower to
frighten you on2e you refuse to be intimidated. If your interviewer (ulls it3 "ee( /uiet
yourself for a while and then as"3 with sin2ere (oliteness and not a tra2e of sar2asm3 42s
there anything else 2 can fill in on that "oint). That.s all there is to it.
Whatever you do3 don.t let the +ilent Treatment intimidate you into tal"ing a blue strea"3
be2ause you 2ould easily tal" yourself out of the (osition.
!# Toughest Questions ?age -
Question 7 'hy should 2 hire you)
TRAPS# Ielieve it or not3 this is a "iller /uestion be2ause so many 2andidates are
un(re(ared for it. If you stammer or adlib you.ve blown it.
BST A!S"R# Iy now you 2an see how 2riti2al it is to a((ly the overall strategy of
un2overing the em(loyer.s needs before you answer /uestions. If you "now the
em(loyer.s greatest needs and desires3 this /uestion will give you a big leg u( over other
2andidates be2ause you will give him better reasons for hiring you than anyone else is
li"ely to5reasons tied dire2tly to his needs.
Whether your interviewer as"s you this /uestion ex"licitly or not3 this is the most
im(ortant /uestion of your interview be2ause he must answer this /uestion favorably in
is own mind before you will be hired. So hel" him out5 Wal" through ea2h of the
(osition.s re/uirements as you understand them3 and follow ea2h with a reason why you
meet that re/uirement so well.
Exam"le+ *As I understand your needs3 you are first and foremost loo"ing for someone
who 2an manage the sales and mar"eting of your boo" (ublishing division. As you.ve
said you need someone with a strong ba2"ground in trade boo" sales. This is where
I.ve s(ent almost all of my 2areer3 so I.ve 2hal"ed u( 1) years of e<(erien2e e<a2tly in
this area. I believe that I "now the right 2onta2ts3 methods3 (rin2i(les3 and su22essful
management te2hni/ues as well as any (erson 2an in our industry.,
*@ou also need someone who 2an e<(and your boo" distribution 2hannels. In my (rior
(ost3 my innovative (romotional ideas doubled3 then tri(led3 the number of outlets selling
our boo"s. I.m 2onfident I 2an do the same for you.,
*@ou need someone to give a new shot in the arm to your mail order sales3 someone
who "nows how to sell in s(a2e and dire2t mail media. 8ere3 too3 I believe I have
e<a2tly the e<(erien2e you need. In the last five years3 I.ve in2reased our mail order
boo" sales from B!003000 to B23)0030003 and now we.re the 2ountry.s se2ond leading
mar"eter of s2ientifi2 and medi2al boo"s by mail., Etc.! etc.! etc.!
Cvery one of these selling *2ou(lets, &his need mat2hed by your /ualifi2ations' is a
tou2hdown that runs u( your s2ore. IT is your best o((ortunity to outsell your
2om(etition.
Question 8 %ren3t you overualified for this "osition)
TRAPS# The em(loyer may be 2on2erned that you.ll grow dissatisfied and leave.
BST A!S"R# As with any ob4e2tion3 don.t view this as a sign of imminent defeat.
It.s an invitation to tea2h the interviewer a new way to thin" about this situation3 seeing
advantages instead of drawba2"s.
Exam"le+ *I re2ogni6e the 4ob mar"et for what it is $ a mar"et(la2e. :i"e any
mar"et(la2e3 it.s sub4e2t to the laws of su((ly and demand. +o Oover/ualified. 2an be a
relative term3 de(ending on how tight the 4ob mar"et is. And right now3 it.s very tight. I
understand and a22e(t that.,
*I also believe that there 2ould be very (ositive benefits for both of us in this mat2h.,
*Ie2ause of my unusually strong e<(erien2e in PPPPPPPPPPPPPPPP 3 I 2ould start to
2ontribute right away3 (erha(s mu2h faster than someone who.d have to be brought
along more slowly.,
*There.s also the value of all the training and years of e<(erien2e that other 2om(anies
have invested tens of thousands of dollars to give me. @ou.d be getting all the value of
that without having to (ay an e<tra dime for it. With someone who has yet to a2/uire
that e<(erien2e3 he.d have to gain it on your nic*el.,
*I 2ould also hel( you in many things they don.t tea2h at the 8arvard Iusiness +2hool.
7or e<am(le5&how to hire3 train3 motivate3 et2.' When it 2omes to "nowing how to wor"
well with (eo(le and getting the most out of them3 there.s 4ust no substitute for what you
learn over many years of frontMline e<(erien2e. @ou 2om(any would gain all this3 too.,
*7rom my side3 there are strong benefits3 as well. Eight now3 I am unem(loyed. I want
to wor"3 very much3 and the (osition you have here is e<a2tly what I love to do and am
best at. I.ll be ha((y doing this wor" and that.s what matters most to me3 a lot more that
money or title.,
*Aost im(ortant3 I.m loo"ing to ma"e a long term 2ommitment in my 2areer now. I.ve had
enough of 4obMhunting and want a (ermanent s(ot at this (oint in my 2areer. I also "now
that if I (erform this 4ob with e<2ellen2e3 other o((ortunities 2annot hel( but o(en u( for
me right here. In time3 I.ll find many other ways to hel( this 2om(any and in so doing3
hel( myself. I really am loo"ing to ma"e a longMterm 2ommitment.,
F9TCH The main 2on2ern behind the *over/ualified, /uestion is that you will leave your
new em(loyer as soon as something better 2omes your way. Anything you 2an say to
demonstrate the sin2erity of your 2ommitment to the em(loyer and reassure him that
you.re loo"ing to stay for the longMterm will hel( you over2ome this ob4e2tion.
Question 9 'here do you see yourself five years from now)
TRAPS# 9ne reason interviewers as" this /uestion is to see if you.re settling for this
(osition3 using it merely as a sto(over until something better 2omes along. 9r they
2ould be trying to gauge your level of ambition.
If you.re too s(e2ifi23 i.e.3 naming the (romotions you someday ho(e to win3 you.ll sound
(resum(tuous. If you.re too vague3 you.ll seem rudderless.
BST A!S"R# Eeassure your interviewer that you.re loo"ing to ma"e a longMterm
2ommitment5that this (osition entails e<a2tly what you.re loo"ing to do and what you do
e<tremely well. As for your future3 you believe that if you (erform ea2h 4ob at hand with
e<2ellen2e3 future o((ortunities will ta"e 2are of themselves.
Exam"le+ *I am definitely interested in ma"ing a longMterm 2ommitment to my ne<t
(osition. Qudging by what you.ve told me about this (osition3 it.s e<a2tly what I.m loo"ing
for and what I am very well /ualified to do. In terms of my future 2areer (ath3 I.m
2onfident that if I do my wor" with e<2ellen2e3 o((ortunities will inevitable o(en u( for
me. It.s always been that way in my 2areer3 and I.m 2onfident I.ll have similar
o((ortunities here.,
Question 1 ,escribe your ideal com"any! location and #ob.
TRAPS# This is often as"ed by an e<(erien2ed interviewer who thin"s you may be
over/ualified3 but "nows better than to show his hand by (osing his ob4e2tion dire2tly.
+o he.ll use this /uestion instead3 whi2h often gets a 2andidate to reveal that3 indeed3 he
or she is loo"ing for something other than the (osition at hand.
BST A!S"R# The only right answer is to des2ribe what this 2om(any is offering3
being sure to ma"e your answer believable with s(e2ifi2 reasons3 stated with sin2erity3
why ea2h /uality re(resented by this o((ortunity is attra2tive to you.
Eemember that if you.re 2oming from a 2om(any that.s the leader in its field or from a
glamorous or mu2h admired 2om(any3 industry3 2ity or (osition3 your interviewer and his
2om(any may well have an *Avis, 2om(le<. That is3 they may feel a bit defensive about
being *se2ond best, to the (la2e you.re 2oming from3 worried that you may 2onsider
them bush league.
This an<iety 2ould well be there even though you.ve done nothing to ins(ire it. @ou must
go out of your way to assuage su2h an<iety3 even if it.s not e<(ressed3 by (utting their
virtues high on the list of e<a2tly what you.re loo"ing for3 (roviding 2redible reason for
wanting these /ualities.
If you do not e<(ress genuine enthusiasm for the firm3 its 2ulture3 lo2ation3 industry3 et2.3
you may fail to answer this *Avis, 2om(le< ob4e2tion and3 as a result3 leave the
interviewer sus(e2ting that a hot shot li"e you3 2oming from a 7ortune 500 2om(any in
Few @or"3 4ust wouldn.t be ha((y at an un"nown manufa2turer based in To(e"a3
Kansas.
Question 11 'hy do you want to wor* at our com"any)
TRAPS# This /uestion tests whether you.ve done any homewor" about the firm. If you
haven.t3 you lose. If you have3 you win big.
BST A!S"R# This /uestion is your o((ortunity to hit the ball out of the (ar"3 than"s
to the inMde(th resear2h you should do before any interview.
Iest sour2es for resear2hing your target 2om(anyH annual re(orts3 the 2or(orate
newsletter3 2onta2ts you "now at the 2om(any or its su((liers3 advertisements3 arti2les
about the 2om(any in the trade (ress.
Question 12 'hat are your career o"tions right now)
TRAPS# The interviewer is trying to find out3 46ow des"erate are you).
BST A!S"R# ?re(are for this /uestion by thin"ing of how you 2an (osition yourself
as a desired 2ommodity. If you are still wor"ing3 des2ribe the (ossibilities at your
(resent firm and why3 though you.re greatly a((re2iated there3 you.re loo"ing for
something more &2hallenge3 money3 res(onsibility3 et2.'. Also mention that you.re
seriously e<(loring o((ortunities with one or two other firms.
If you.re not wor"ing3 you 2an tal" about other em(loyment (ossibilities you.re a2tually
e<(loring. Iut do this with a light tou2h3 s(ea"ing only in general terms. @ou don.t want
to seem mani(ulative or 2oy.
Question 13 'hy have you been out of wor* so long)
TRAPS# A tough /uestion if you.ve been on the bea2h a long time. @ou don.t want to
seem li"e damaged goods.
BST A!S"R# @ou want to em(hasi6e fa2tors whi2h have (rolonged your 4ob sear2h
by your own 2hoi2e.
Exam"le+ *After my 4ob was terminated3 I made a 2ons2ious de2ision not to 4um( on the
first o((ortunities to 2ome along. In my life3 I.ve found out that you 2an always turn a
negative into a (ositive I7 you try hard enough. This is what I determined to do. I
de2ided to ta"e whatever time I needed to thin" through what I do best3 what I most want
to do3 where I.d li"e to do it5and then identify those 2om(anies that 2ould offer su2h an
o((ortunity.,
*Also3 in all honesty3 you have to fa2tor in the re2ession &2onsolidation3 stabili6ation3 et2.'
in the &ban"ing3 finan2ial servi2es3 manufa2turing3 advertising3 et2.' industry.,
*+o between my being sele2tive and the 2om(anies in our industry downsi6ing3 the
(ro2ess has ta"en time. Iut in the end3 I.m 2onvin2ed that when I do find the right
mat2h3 all that 2areful evaluation from both sides of the des" will have been well
worthwhile for both the 2om(any that hires me and myself.
Question 14 Tell me honestly about the strong "oints and wea*
"oints of your boss 0com"any! management team!
etc.17
TRAPS# +"illfull interviewers sometimes ma"e it almost irresistible to o(en u( and air a
little dirty laundry from your (revious (osition. 19F.T
BST A!S"R# Eemember the ruleH Fever be negative. +tress only the good (oints3
no matter how 2harmingly you.re invited to be 2riti2al.
@our interviewer doesn.t 2are a whit about your (revious boss. 8e wants to find out how
loyal and (ositive you are3 and whether you.ll 2riti2i6e him behind his ba2" if (ressed to
do so by someone in this own 2om(any. This /uestion is your o((ortunity to
demonstrate your loyalty to those you wor" with.
Question 15 'hat good boo*s have you read lately)
TRAPS# As in all matters of your interview3 never fa"e familiarity you don.t have. @et
you don.t want to seem li"e a dullard who hasn.t read a boo" sin2e Tom Sawyer.
BST A!S"R# Gnless you.re u( for a (osition in a2ademia or as boo" 2riti2 for The
8ew Yor* Times3 you.re not e<(e2ted to be a literary lion. Iut it wouldn.t hurt to have
read a handful of the most re2ent and influential boo"s in your (rofession and on
management.
;onsider it (art of the wor" of your 4ob sear2h to read u( on a few of these leading
boo"s. Iut ma"e sure they are uality boo"s that refle2t favorably u(on you3 nothing
that 2ould even remotely be 2onsidered su(erfi2ial. 7inally3 add a re2ently (ublished
bestselling wor" of fi2tion by a worldM2lass author and you.ll (ass this /uestion with flying
2olors.
Question 16 Tell me about a situation when your wor* was
critici9ed.
TRAPS# This is a tough /uestion be2ause it.s a more 2lever and subtle way to get you
to admit to a wea"ness. @ou 2an.t dodge it by (retending you.ve never been 2riti2i6ed.
Cverybody has been. @et it 2an be /uite damaging to start admitting (otential faults and
failures that you.d 4ust as soon leave buried.
This /uestion is also intended to (robe how well you a22e(t 2riti2ism and dire2tion.
BST A!S"RS# Iegin by em(hasi6ing the e<tremely (ositive feedba2" you.ve gotten
throughout your 2areer and &if it.s true' that your (erforman2e reviews have been
uniformly e<2ellent.
9f 2ourse3 no one is (erfe2t and you always wel2ome suggestions on how to im(rove
your (erforman2e. Then3 give an e<am(le of a notMtooMdamaging learning e<(erien2e
from early in your 2areer and relate the ways this lesson has sin2e hel(ed you. This
demonstrates that you learned from the e<(erien2e and the lesson is now one of the
strongest breast(lates in your suit of armor.
If you are (ressed for a 2riti2ism from a recent (osition3 2hoose something fairly trivial
that in no way is essential to your su22essful (erforman2e. Add that you.ve learned from
this3 too3 and over the (ast several years=months3 it.s no longer an area of 2on2ern
be2ause you now ma"e it a regular (ra2ti2e to5et2.
Another way to answer this /uestion would be to des2ribe your intention to broaden your
master of an area of growing im(ortan2e in your field. 7or e<am(le3 this might be a
2om(uter (rogram you.ve been meaning to sit down and learn5 a new management
!# Toughest Questions ?age 1#
te2hni/ue you.ve read about5or (erha(s attending a seminar on some 2uttingMedge
bran2h of your (rofession.
Again3 the "ey is to fo2us on something not essential to your brilliant (erforman2e but
whi2h adds yet another dimension to your already im(ressive "nowledge base.
Question 17 'hat are your outside interests)
TRAPS# @ou want to be a wellMrounded3 not a drone. Iut your (otential em(loyer would
be even more turned off if he sus(e2ts that your heavy e<tra2urri2ular load will interfere
with your 2ommitment to your wor" duties.
BST A!S"RS# Try to gauge how this 2om(any.s 2ulture would loo" u(on your
favorite outside a2tivities and be guided a22ordingly.
@ou 2an also use this /uestion to shatter any stereoty(es that 2ould limit your 2han2es.
If you.re over 503 for e<am(le3 des2ribe your a2tivities that demonstrate (hysi2al
stamina. If you.re young3 mention an a2tivity that 2onnotes wisdom and institutional
trust3 su2h as serving on the board of a (o(ular 2harity.
Iut above all3 remember that your em(loyer is hiring your for what you 2an do for him3
not your family3 yourself or outside organi6ations3 no matter how admirable those
a2tivities may be.
Question 18 The 4Fatal Flaw. uestion
TRAPS# If an interviewer has read your resume 2arefully3 he may try to 6ero in on a
*fatal flaw, of your 2andida2y3 (erha(s that you don.t have a 2ollege degree5you.ve
been out of the 4ob mar"et for some time5you never earned your ;?A3 et2.
A fatal flaw /uestion 2an be deadly3 but usually only if you res(ond by being overly
defensive.
BST A!S"RS# As every master sales(erson "nows3 you will en2ounter ob4e2tions
&whether stated or merely thought' in every sale. They.re (art and (ar2el of the buyer.s
an<iety. The "ey is not to exacerbate the buyer.s an<iety but diminish it. 8ere.s how5
Whenever you 2ome u( against a fatal flaw /uestionH
1. Ie 2om(letely honest3 o(en and straightforward about admitting the
short2oming. &+howing you have nothing to hide diminishes the buyer.s
an<iety.'
2. 1o not a(ologi6e or try to e<(lain it away. @ou "now that this su((osed flaw
is nothing to be 2on2erned about3 and this is the attitude you want your
interviewer to ado(t as well.
3. Add that as desirable as su2h a /ualifi2ation might be3 its la2" has made you
wor" all the harder throughout your 2areer and has not (revented you from
2om(iling an outstanding ta2" re2ord of a2hievements. @ou might even give
e<am(les of how3 through a relentless 2ommitment to e<2ellen2e3 you have
2onsistently out(erformed those who do have this /ualifi2ation.
9f 2ourse3 the ultimate way to handle *fatal flaw, /uestions is to "revent them from
arising in the first (la2e. @ou will do that by following the master strategy des2ribed in
Question 13 i.e.3 un2overing the em(loyers needs and them mat2hing your /ualifi2ations
to those needs.
9n2e you.ve gotten the em(loyer to start tal"ing about his most urgentlyMfelt wants and
goals for the (osition3 and then hel( him see in ste(MbyMste( fashion how (erfe2tly your
ba2"ground and a2hievements mat2h u( with those needs3 you.re going to have one
very enthusiasti2 interviewer on your hands3 one who is no longer loo"ing for *fatal
flaws,.
Question 19 6ow do you feel about re"orting to a younger "erson
0minority! woman! etc1)
TRAPS# It.s a shame that some interviewers feel the need to as" this /uestion3 but
many understand the reality that (re4udi2es still e<ist among some 4ob 2andidates3 and
it.s better to try to flush them out beforehand.
The tra( here is that in today.s (oliti2ally sensiti6ed environment3 even a well(intentioned
answer 2an result in (lanting your foot neatly in your mouth. Avoid anything whi2h
sma2"s of a (atroni6ing or an insensitive attitude3 su2h as *I thin" they ma"e terrifi2
bosses, or *8ey3 some of my best friends are5,
9f 2ourse3 sin2e almost anyone with an IQ above room tem(erature will at least try to
steadfastly affirm the right answer here3 your interviewer will be 4udging your sincerity
most of all. 4,o you really feel that way). is what he or she will be wondering.
+o you must ma"e your answer believable and not 4ust automati2. If the firm is wise
enough to have (romoted (eo(led on the basis of ability alone3 they.re li"ely /uite (roud
of it3 and (refer to hire others who will wholeheartedly share their strong sense of fair
(lay.
BST A!S"R# @ou greatly admire a 2om(any that hires and (romotes on merit alone
and you 2ouldn.t agree more with that (hiloso(hy. The age &gender3 ra2e3 et2.' of the
(erson you re(ort to would certainly ma"e no differen2e to you.
Whoever has that (osition has obviously earned it and "nows their 4ob well. Ioth the
(erson and the (osition are fully deserving of res(e2t. @ou believe that all (eo(le in a
2om(any3 from the re2e(tionist to the ;hairman3 wor" best when their abilities3 efforts
and feelings are res(e2ted and rewarded fairly3 and that in2ludes you. That.s the best
ty(e of wor" environment you 2an ho(e to find.
Question 2 :n confidential matters7
TRAPS# When an interviewer (resses you to reveal 2onfidential information about a
(resent or former em(loyer3 you may feel it.s a noMwin situation. If you 2oo(erate3 you
!# Toughest Questions ?age 1!
2ould be 4udged untrustworthy. If you don.t3 you may irritate the interviewer and seem
obstinate3 un2oo(erative or overly sus(i2ious.
BST A!S"R# @our interviewer may (ress you for this information for two reasons.
7irst3 many 2om(anies use interviews to resear2h the 2om(etition. It.s a (erfe2t setMu(.
8ere in their own lair3 is an insider from the enemy 2am( who 2an reveal (ri6ed
information on the 2om(etition.s (lans3 resear2h3 finan2ial 2ondition3 et2.
+e2ond3 the 2om(any may be testing your integrity to see if you 2an be 2a4oled or bullied
into revealing 2onfidential data.
What to do The answer here is easy. 8ever reveal anything truly 2onfidential about a
(resent or former em(loyer. Iy all means3 e<(lain your reti2en2e di"lomatically. 7or
e<am(le3 *I 2ertainly want to be as o(en as I 2an about that. Iut I also wish to res(e2t
the rights of those who have trusted me with their most sensitive information3 4ust as you
would ho(e to be able to trust any of your "ey (eo(le when tal"ing with a 2om(etitor5,
And 2ertainly you 2an allude to your finest a2hievements in s(e2ifi2 ways that don.t
reveal the 2ombination to the 2om(any safe.
Iut be guided by the golden rule. If you were the owner of your (resent 2om(any3 would
you feel it ethi2ally wrong for the information to be given to your 2om(etitors If so3
steadfastly refuse to reveal it.
Eemember that this /uestion (its your desire to be 2oo(erative against your integrity.
7a2ed with any su2h 2hoi2e3 always choose integrity. It is a far more valuable
2ommodity than whatever information the 2om(any may (ry from you. Aoreover3 on2e
you surrender the information3 your sto2" goes down. They will surely lose res(e2t for
you.
9ne ?resident we "now always (resses 2andidates unmer2ifully for 2onfidential
information. If he doesn.t get it3 he grows visibly annoyed3 relentlessly in/uisitive3 2t3s all
an act. 8e 2ouldn.t 2are less about the information. This is his way of testing the
2andidate.s moral fiber. 9nly those who hold fast are hired.
Question 21 'ould you lie for the com"any)
TRAPS# This another /uestion that (its two values against one another3 in this 2ase
loyalty against integrity.
BST A!S"R# Try to avoid 2hoosing between two values3 giving a (ositive statement
whi2h 2overs all bases instead.
Exam"le+ *I would never do anything to hurt the 2om(any..,
If aggressively (ressed to 2hoose between two 2om(eting values3 always choose
"ersonal integrity. It is the most (ri6ed of all values.
!# Toughest Questions ?age 1%
Question 22 &oo*ing bac*! what would you do differently in your
life)
TRAPS# This /uestion is usually as"ed to un2over any lifeMinfluen2ing mista"es3 regrets3
disa((ointments or (roblems that may 2ontinue to affe2t your (ersonality and
(erforman2e.
@ou do not want to give the interviewer anything negative to remember you by3 su2h as
some great (ersonal or 2areer disa((ointment3 even long ago3 that you wish 2ould have
been avoided.
For do you wish to give any answer whi2h may hint that your whole heart and soul will
not be in your wor".
BST A!S"R# Indi2ate that you are a ha((y3 fulfilled3 o(timisti2 (erson and that3 in
general3 you wouldn.t 2hange a thing.
Exam"le+ *It.s been a good life3 ri2h in learning and e<(erien2e3 and the best it yet to
2ome. Cvery e<(erien2e in life is a lesson it its own way. I wouldn.t 2hange a thing.,
Question 23 ;ould you have done better in your last #ob)
TRAPS# This is no time for true 2onfessions of ma4or or even minor (roblems.
BST A!S"R# Again never be negative.
Exam"le+ *I su((ose with the benefit of hindsight you 2an always find things to do
better3 of 2ourse3 but off the to( of my head3 I 2an.t thin" of anything of ma4or
2onse/uen2e.,
02f more ex"lanation seems necessary1
1es2riber a situation that didn.t suffer be2ause of you but from e<ternal 2onditions
beyond your 2ontrol.
7or e<am(le3 des2ribe the disa((ointment you felt with a test 2am(aign3 new (rodu2t
laun2h3 merger3 et2.3 whi2h loo"ed (romising at first3 but led to underwhelming results. *I
wish we 2ould have "nown at the start what we later found out &about the e2onomy
turning3 the mar"et(la2e 2hanging3 et2.'3 but sin2e we 2ouldn.t3 we 4ust had to go for it.
And we did learn from it5,
Question 24 ;an you wor* under "ressure)
TRAPS# An easy /uestion3 but you want to ma"e your answer believable.
BST A!S"R# Absolutely5&then (rove it with a vivid e<am(le or two of a goal or
(ro4e2t a22om(lished under severe (ressure.'
!# Toughest Questions ?age 1)
Question 25 'hat ma*es you angry)
TRAPS# @ou don.t want to 2ome a2ross either as a hothead or a wim(.
BST A!S"R# Give an answer that.s suited to both your (ersonality and the
management style of the firm. 8ere3 the homewor" you.ve done about the 2om(any and
its style 2an hel( in your 2hoi2e of words.
Exam"les+ 2f you are a reserved "erson and<or the cor"orate culture is coolly
"rofessional+
*I.m an evenMtem(ered and (ositive (erson by nature3 and I believe this hel(s me a great
deal in "ee(ing my de(artment running smoothly3 harmoniously and with a genuine
es"rit de cor"s. I believe in 2ommuni2ating 2learly what.s e<(e2ted3 getting (eo(le.s
2ommitment to those goals3 and then following u( 2ontinuously to 2he2" (rogress.,
*If anyone or anything is going off tra2"3 I want to "now about it early. If3 after that "ind of
o(en 2ommuni2ation and follow u(3 someone isn.t getting the 4ob done3 I.ll want to "now
why. If there.s no good reason3 then I.ll get im(atient and angry5and ta"e a((ro(riate
ste(s from there. Iut if you hire good (eo(le3 motivate them to strive for e<2ellen2e and
then follow u( 2onstantly3 it almost never gets to that state.,
2f you are feisty by nature and<or the "osition calls for a tough straw boss.
*@ou "now what ma"es me angry ?eo(le who &the fill in the blan"s with the most
ob4e2tionable traits for this ty(e of (osition'5(eo(le who don.t (ull their own weight3 who
are negative3 (eo(le who lie5et2.,
Question 26 'hy aren3t you earning more money at this stage of
your career)
TRAPS# @ou don.t want to give the im(ression that money is not im(ortant to you3 yet
you want to e<(lain why your salary may be a little below industry standards.
BST A!S"R# @ou li"e to ma"e money3 but other fa2tors are even more im(ortant.
Exam"le+ *Aa"ing money is very im(ortant to me3 and one reason I.m here is be2ause
I.m loo"ing to ma"e more. Throughout my 2areer3 what.s been even more im(ortant to
me is doing wor" I really li"e to do at the "ind of 2om(any I li"e and res(e2t.
&Then be (re(ared to be s(e2ifi2 about what your ideal (osition and 2om(any would be
li"e3 mat2hing them as 2losely as (ossible to the o((ortunity at hand.
Question 27 'ho has ins"ired you in your life and why)
TRAPS# The two tra(s here are un(re(aredness and irrelevan2e. If you gro(e for an
answer3 it seems you.ve never been ins(ired. If you ramble about your high s2hool
!# Toughest Questions ?age 1-
bas"etball 2oa2h3 you.ve wasted an o((ortunity to (resent /ualities of great value to the
2om(any.
BST A!S"R# 8ave a few heroes in mind3 from your mental *Ioard of 1ire2tors, $
:eaders in your industry3 from history or anyone else who has been your mentor.
Ie (re(ared to give e<am(les of how their words3 a2tions or tea2hings have hel(ed
ins(ire your a2hievements. As always3 (re(are an answer whi2h highlights /ualities that
would be highly valuable in the (osition you are see"ing.
Question 28 'hat was the toughest decision you ever had to
ma*e)
TRAPS# Giving an un(re(ared or irrelevant answer.
BST A!S"R# Ie (re(ared with a good e<am(le3 e<(laining why the de2ision was
diffi2ult5the (ro2ess you followed in rea2hing it5the 2ourageous or effe2tive way you
2arried it out5and the benefi2ial results.
Question 29 Tell me about the most boring #ob you3ve ever had.
TRAPS# @ou give a very memorable des2ri(tion of a very boring 4ob. Eesult @ou
be2ome asso2iated with this boring 4ob in the interviewer.s mind.
BST A!S"R# @ou have never allowed yourself to grow bored with a 4ob and you
2an.t understand it when others let themselves fall into that rut.
Exam"le+ 4?erha(s I.ve been fortunate3 but that I.ve never found myself bored with any
4ob I have ever held. I.ve always en4oyed hard wor". As with a2tors who feel there are
no small (arts3 I also believe that in every 2om(any or de(artment there are e<2iting
2hallenges and intriguing (roblems 2rying out for energeti2 and enthusiasti2 solutions. If
you.re bored3 it.s (robably be2ause you.re not 2hallenging yourself to ta2"le those
(roblems right under your nose.,
Question 3 6ave you been absent from wor* more than a few
days in any "revious "osition)
TRAPS# If you.ve had a (roblem3 you 2an.t lie. @ou 2ould easily be found out. @et
admitting an attendan2e (roblem 2ould raise many flags.
BST A!S"R# If you have had no (roblem3 em(hasi6e your e<2ellent and 2onsistent
attendan2e re2ord throughout your 2areer.
Also des2ribe how im(ortant you believe su2h 2onsistent attendan2e is for a "ey
e<e2utive5why it.s u( to you to set an e<am(le of dedi2ation5and why there.s 4ust no
substitute for being there with your (eo(le to "ee( the o(eration running smoothly3
answer /uestions and handle (roblems and 2rises as they arise.
If you do have a (ast attendan2e (roblem3 you want to minimi6e it3 ma"ing it 2lear that it
was an e<2e(tional 2ir2umstan2e and that it.s 2ause has been 2orre2ted.
To do this3 give the same answer as above but (refa2e it with something li"e3 *9ther that
being out last year &or whenever' be2ause of &your reason3 whi2h is now in the (ast'3 I
have never had a (roblem and have en4oyed an e<2ellent attendan2e re2ord throughout
my 2areer. 7urthermore3 I believe3 2onsistent attendan2e is im(ortant be2ause5, &?i2"
u( the rest of the answer as outlined above.'.
Question 31 'hat changes would you ma*e if you came on board)
TRAPS# Wat2h outN This /uestion 2an derail your 2andida2y faster than a bomb on the
tra2"s $ and #ust as you are about to be hired.
=eason+ Fo matter how bright you are3 you 2annot "now the right a2tions to ta"e in a
(osition before you settle in and get to "now the o(eration.s strengths3 wea"nesses "ey
(eo(le3 finan2ial 2ondition3 methods of o(eration3 et2. If you lunge at this tem(tingly
baited /uestion3 you will (robably be seen as someone who shoots from the hi(.
Aoreover3 no matter how 2omfortable you may feel with your interviewer3 you are still an
outsider. Fo one3 in2luding your interviewer3 li"es to thin" that a "nowMitMall outsider is
going to 2ome in3 turn the (la2e u(side down and with swee(ing3 grand gestures3
(rom(tly demonstrate what 4er"s everybody.s been for years.
BST A!S"R# @ou3 of 2ourse3 will want to ta"e a good hard loo" at everything the
2om(any is doing before ma"ing any re2ommendations.
Exam"le+ *Well3 I wouldn.t be a very good do2tor if I gave my diagnosis before the
e<amination. +hould you hire me3 as I ho(e you will3 I.d want to ta"e a good hard loo" at
everything you.re doing and understand why it.s being done that way. I.d li"e to have inM
de(th meetings with you and the other "ey (eo(le to get a dee(er gras( of what you feel
you.re doing right and what 2ould be im(roved.
*7rom what you.ve told me so far3 the areas of greatest 2on2ern to you are5, &name
them. Then do two things. 7irst3 as" if these are in fa2t his ma4or 2on2erns. If so then
reaffirm how your e<(erien2e in meeting similar needs elsewhere might (rove very
hel(ful'.
Question 32 23m concerned that you don3t have as much ex"erience
as we3d li*e in7
TRAPS# This 2ould be a ma"eMorMbrea" /uestion. The interviewer mostly li"es what he
sees3 but has doubts over one "ey area. If you 2an assure him on this (oint3 the 4ob may
be yours.
BST A!S"R# This /uestion is related to *The 7atal 7law, &Question 1)'3 but here
the 2on2ern is not that you are totally missing some /ualifi2ations3 su2h as ;?A
2ertifi2ation3 but rather that your e<(erien2e is light in one area.
Iefore going into any interview3 try to identify the wea"est as(e2ts of your 2andida2y
from this 2om(any.s (oint of view. Then (re(are the best answer you (ossible 2an to
shore u( your defenses.
To get (ast this /uestion with flying 2olors3 you are going to rely on your master strategy
of uncovering the em"loyer3s greatest wants and needs and then matching them with
your strengths. +in2e you already "now how to do this from Question 13 you are in a
mu2h stronger (osition.
Aore s(e2ifi2ally3 when the interviewer (oses as ob4e2tion li"e this3 you should5
1. Agree on the im(ortan2e of this /ualifi2ation.
2. C<(lain that your strength may be indeed be greater than your resume
indi2ates be2ause5
3. When this strength is added to your other strengths3 it.s really your
combination of /ualifi2ations that.s most im(ortant.
Then review the areas of your greatest strengths that mat2h u( most favorably with the
2om(any.s most urgentlyMfelt wants and needs.
This is (owerful way to handle this /uestion for two reasons. 7irst3 you.re giving your
interviewer more ammunition in the area of his 2on2ern. Iut more im(ortantly3 you.re
shifting his fo2us away from this one3 isolated area and (utting it on the uniue
combination of strengths you offer3 strengths whi2h tie in (erfe2tly with his greatest
wants.
Question 33 6ow do you feel about wor*ing nights and wee*ends)
TRAPS# Ilurt out *no way3 Qose, and you 2an "iss the 4ob offer goodbye. Iut what if
you have a family and want to wor" a reasonably normal s2hedule Is there a way to
get both the 4ob and the s2hedule you want
BST A!S"R# 7irst3 if you.re a 2onfirmed wor"aholi23 this /uestion is a softball lob.
Wha2" it out of the (ar" on the first swing by saying this "ind of s2hedule is 4ust your
style. Add that your family understands it. Indeed3 they.re ha((y for you3 as they "now
you get your greatest satisfa2tion from your wor".
If however3 you (refer a more balan2ed lifestyle3 answer this /uestion with anotherH
*'hat3s the norm for your best "eo"le here),
If the hours still sound unrealisti2 for you3 as"3 *1o you have any to( (eo(le who (erform
e<2e(tionally for you3 but who also have families and li"e to get home in time to see
them at night, ;han2es are this 2om(any does3 and this asso2iates you with this other
*to(M(erformersMwhoMleaveMnotMlaterMthanMsi<, grou(.
1e(ending on the answer3 be honest about how you would fit into the (i2ture. If all those
e<tra hours ma"e you un2omfortable3 say so3 but (hrase your res(onse (ositively.
Exam"le+ *I love my wor" and do it e<2e(tionally well. I thin" the results s(ea" for
themselves3 es(e2ially in 5&mention your two or three /ualifi2ations of greater interest
to the em(loyer. Eemember3 this is what he wants most3 not a wor"aholi2 with wea*
2redentials'. Fot only would I bring these /ualities3 but I.ve built my whole 2areer on
wor"ing not 4ust hard3 but smart. I thin" you.ll find me one of the most "roductive (eo(le
here.
I do have a family who li"es to see me after wor" and on wee"ends. They add balan2e
and ri2hness to my life3 whi2h in turn hel(s me be ha((y and (rodu2tive at wor". If I
2ould handle some of the e<tra wor" at home in the evenings or on wee"ends3 that
would be ideal. @ou.d be getting a (erson of e<2e(tional (rodu2tivity who meets your
needs with strong 2redentials. And I.d be able to handle some of the heavy wor"load at
home where I 2an be under the same roof as my family. Cverybody would win.,
Question 34 %re you willing to relocate or travel)
TRAPS# Answer with a flat *no, and you may slam the door shut on this o((ortunity.
Iut what if you.d really (refer not to relo2ate or travel3 yet wouldn.t want to lose the 4ob
offer over it
BST A!S"R# 7irst find out where you may have to relo2ate and how mu2h travel
may be involved. Then res(ond to the /uestion.
If there.s no (roblem3 say so enthusiasti2ally.
If you do have a reservation3 there are two s2hools of thought on how to handle it.
9ne advises you to "ee( your o(tions o(en and your reservations to yourself in the early
going3 by saying3 *no (roblem,. @ou strategy here is to get the best offer you 2an3 then
ma"e a 4udgment whether it.s worth it to you to relo2ate or travel.
Also3 by the time the offer 2omes through3 you may have other offers and 2an ma"e a
more informed de2ision. Why "ill of this o((ortunity before it has 2han2e to blossom into
something really s(e2ial And if you.re a little more des(erate three months from now3
you might wish you hadn.t slammed the door on relo2ating or traveling.
The se2ond way to handle this /uestion is to voi2e a reservation3 but assert that you.d
be o(en to relo2ating &or traveling' for the right o((ortunity.
The answering strategy you 2hoose de(ends on how eager you are for the 4ob. If you
want to ta"e no 2han2es3 2hoose the first a((roa2h.
If you want to (lay a little harderMtoMget in ho(es of generating a more enti2ing offer3
2hoose the se2ond.
Question 35 ,o you have the stomach to fire "eo"le) 6ave you
had ex"erience firing many "eo"le)
TRAPS# This *inno2ent, /uestion 2ould be a tra( door whi2h sends you down a 2hute
and lands you in a hea( of dust outside the front door. Why Ie2ause its real intent is
not 4ust to see if you.ve got the stoma2h to fire3 but also to un2over "oor #udgment in
hiring whi2h has 2aused you to fire so many. Also3 if you fire so often3 you 2ould be a
tyrant.
+o don.t rise to the bait by boasting how many you.ve fired3 unless you.ve (re(ared to
e<(lain why it was beyond your 2ontrol3 and not the result of your (oor hiring (ro2edures
or foul tem(erament.
BST A!S"R# 1es2ribe the rational and sensible management (ro2ess you follow
in both hiring and firing.
Exam"le+ *Ay whole management a((roa2h is to hire the best (eo(le I 2an find3 train
them thoroughly and well3 get them e<2ited and (roud to be (art of our team3 and then
wor" with them to a2hieve our goals together. If you do all of that right3 es(e2ially hiring
the right (eo(le3 I.ve found you don.t have to fire very often.
*+o with me3 firing is a last resort. Iut when it.s got to be done3 it.s got to be done3 and
the faster and 2leaner3 the better. A (oor em(loyee 2an wrea" terrible damage in
undermining the morale of an entire team of good (eo(le. When there.s no other way3
I.ve found it.s better for all 2on2erned to a2t de2isively in getting rid of offenders who
won.t 2hange their ways.,
Question 36 'hy have you had so many #obs)
TRAPS# @our interviewer fears you may leave this (osition /ui2"ly3 as you have others.
8e.s 2on2erned you may be unstable3 or a *(roblem (erson, who 2an.t get along with
others.
BST A!S"R# 7irst3 before you even get to the interview stage3 you should try to
minimi6e your image as 4ob ho((er. If there are several entries on your resume of less
than one year3 2onsider eliminating the less im(ortant ones. ?erha(s you 2an s(e2ify
the time you s(ent at (revious (ositions in rounded years not in months and years.
Exam"le+ Instead of showing three (ositions this wayH
!=1-)2 $ 3=1-)33 ?osition A>
#=1-)3 $ 12=1-)33 ?osition I>
1=1-)# $ )=1-)%3 ?osition ;>
5it would be better to show sim(lyH
1-)2 $ 1-)33 ?osition A>
1-)# $ 1-)% ?osition ;.
In other words3 you would dro( ?osition I altogether. Foti2e what a differen2e this
ma"es in redu2ing your image as a 4ob ho((er.
9n2e in front of the interviewer and this /uestion 2omes u(3 you must try to reassure
him. 1es2ribe ea2h (osition as (art of an overall (attern of growth and 2areer
destination.
Ie 2areful not to blame other (eo(le for your fre/uent 2hanges. Iut you 2an and should
attribute 2ertain 2hanges to 2onditions beyond your 2ontrol.
Exam"le+ Than"s to an u(2oming merger3 you wanted to avoid an ensuing bloodbath3
so you made a good3 u(ward 2areer move before your de(artment 2ame under the a<e
of the new owners.
If (ossible3 also show that your 4ob 2hanges were more fre/uent in your younger days3
while you were establishing yourself3 rounding out your s"ills and loo"ing for the right
2areer (ath. At this stage in your 2areer3 you.re 2ertainly mu2h more interested in the
best long(term o((ortunity.
@ou might also 2ite the 4ob&s' where you stayed the longest and des2ribe that this ty(e of
situation is what you.re loo"ing for now.
Question 37 'hat do you see as the "ro"er role<mission of7
7a good 0#ob title you3re see*ing1>
7a good manager>
7an executive in serving the community>
7a leading com"any in our industry> etc.
TRAPS# These and other *(ro(er role, /uestions are designed to test your
understanding of your (la2e in the bigger (i2ture of your de(artment3 2om(any3
2ommunity and (rofession5.as well as the (ro(er role ea2h of these entities should (lay
in its bigger (i2ture.
The /uestion is most fre/uently as"ed by the most thoughtful individuals and
2om(anies5or by those 2on2erned that you.re 2oming from a (la2e with a radi2ally
different 2or(orate 2ulture &su2h as from a big government bureau2ra2y to an aggressive
small 2om(any'.
The most fre/uent mista"e e<e2utives ma"e in answering is sim(ly not being (re(ared
&seeming as if they.ve never giving any of this a though.'5or in (hrasing an answer best
suited to their "rior organi6ation.s 2ulture instead of the hiring 2om(any.s.
BST A!S"R# Thin" of the most essential ingredients of su22ess for ea2h 2ategory
above $ your 4ob title3 your role as manager3 your firm.s role3 et2.
Identify at least three but no more than si< /ualities you feel are most im(ortant to
su22ess in ea2h role. Then 2ommit your res(onse to memory.
8ere3 again3 the more information you.ve already drawn out about the greatest wants
and needs of the interviewer3 and the more homewor" you.ve done to identify the 2ulture
of the firm3 the more onMtarget your answer will be.
Question 38 'hat would you say to your boss if he3s cra9y about
an idea! but you thin* it stin*s)
TRAPS# This is another /uestion that (its two values3 in this 2ase loyalty and honesty3
against one another.
BST A!S"R# Eemember the rule stated earlierH In any 2onfli2t between values3
always choose integrity.
Exam"le+ I believe that when evaluating anything3 it.s im(ortant to em(hasi6e the
(ositive. What do I li"e about this idea,
*Then3 if you have reservations3 I 2ertainly want to (oint them out3 as s(e2ifi2ally3
ob4e2tively and fa2tually as I 2an.,
*After all3 the most im(ortant thing I owe my boss is honesty. If he 2an.t 2ount on me for
that3 then everything else I may do or say 2ould be /uestionable in his eyes.,
*Iut I also want to e<(ress my thoughts in a 2onstru2tive way. +o my goal in this 2ase
would be to see if my boss and I 2ould ma"e his idea even stronger and more a((ealing3
so that it effe2tively over2omes any initial reservation I or others may have about it.,
*9f 2ourse3 if he overrules me and says3 Ono3 let.s do it my way3. then I owe him my full
and enthusiasti2 su((ort to ma"e it wor" as best it 2an.,
Question 39 6ow could you have im"roved your career "rogress)
TRAPS# This is another variation on the /uestion3 *If you 2ould3 how would you live your
life over, Eemember3 you.re not going to fall for any su2h invitations to rewrite (erson
history. @ou 2an.t win if you do.
BST A!S"R# @ou.re generally /uite ha((y with your 2areer (rogress. Aaybe3 if you
had "nown something earlier in life &im(ossible to "now at the time3 su2h as the booming
growth in a bran2h in your industry5or the 2or(orate downsi6ing that would (hase out
your last 4ob'3 you might have moved in a 2ertain dire2tion sooner.
Iut all things 2onsidered3 you ta"e res(onsibility for where you are3 how you.ve gotten
there3 where you are going5and you harbor no regrets.
Question 4 'hat would you do if a fellow executive on your own
cor"orate level wasn3t "ulling his<her weight7and this
was hurting your de"artment)
TRAPS# This /uestion and other hy(otheti2al ones test your sense of human relations
and how you might handle offi2e (oliti2s.
BST A!S"R# Try to gauge the (oliti2al style of the firm and be guided a22ordingly.
In general3 fall ba2" on universal (rin2i(les of effe2tive human relations $ whi2h in the
end3 embody the way you would li"e to be treated in a similar 2ir2umstan2e.
Exam"le+ *Good human relations would 2all for me to go dire2tly to the (erson and
e<(lain the situation3 to try to enlist his hel( in a 2onstru2tive3 (ositive solution. If I
sensed resistan2e3 I would be as (ersuasive as I "now how to e<(lain the benefits we
2an all gain from wor"ing together3 and the (roblems we3 the 2om(any and our
2ustomers will e<(erien2e if we don.t.,
P%SSIB$ &%$$%"'(P Q(STI%!# And what would you do if he still did not 2hange
his ways
A!S"R# *9ne thing I wouldn.t do is let the (roblem slide3 be2ause it would only get
worse and overloo"ing it would set a bad (re2edent. I would try again and again and
again3 in whatever way I 2ould3 to solve the (roblem3 involving wider and wider 2ir2les of
(eo(le3 both above and below the offending e<e2utive and in2luding my own boss if
ne2essary3 so that everyone involved 2an see the rewards for teamwor" and the
drawba2"s of nonM2oo(eration.,
*I might add that I.ve never yet 2ome a2ross a situation that 2ouldn.t be resolved by
harnessing others in a determined3 2onstru2tive effort.,
Question 41 You3ve been with your firm a long time. 'on3t it be
hard switching to a new com"any)
TRAPS# @our interviewer is worried that this old dog will find it hard to learn new tri2"s.
BST A!S"R# To over2ome this ob4e2tion3 you must (oint to the many ways you
have grown and ada(ted to 2hanging 2onditions at your (resent firm. It has not been a
stati2 situation. 8ighlight the different res(onsibilities you.ve held3 the wide array of new
situations you.ve fa2ed and 2on/uered.
As a result3 you.ve learned to ada(t /ui2"ly to whatever is thrown at you3 and you thrive
on the stimulation of new 2hallenges.
To further assure the interviewer3 des2ribe the similarities between the new (osition and
your (rior one. C<(lain that you should be /uite 2omfortable wor"ing there3 sin2e their
needs and your s"ills ma"e a (erfe2t mat2h.
Question 42 ?ay 2 contact your "resent em"loyer for a reference)
TRAPS# If you.re trying to "ee( your 4ob sear2h (rivate3 this is the last thing you want.
Iut if you don.t 2oo(erate3 won.t you seem as if you.re trying to hide something
BST A!S"R# C<(ress your 2on2ern that you.d li"e to "ee( your 4ob sear2h (rivate3
but that in time3 it will be (erfe2tly o"ay.
Exam"le+ *Ay (resent em(loyer is not aware of my 4ob sear2h and3 for obvious reasons>
I.d (refer to "ee( it that way. I.d be most a((re2iative if we "e(t our dis2ussion
2onfidential right now. 9f 2ourse3 when we both agree the time is right3 then by all
means you should 2onta2t them. I.m very (roud of my re2ord there.
Question 43 Give me an exam"le of your creativity 0analytical
s*ill7managing ability! etc.1
TRAPS# The worst offense here is sim(ly being un(re(ared. @our hesitation may seem
as if you.re having a hard time remembering the last time you were 2reative3 analyti2al3
et2.
BST A!S"R# Eemember from Question 2 that you should 2ommit to memory a list
of your greatest and most re2ent a2hievements3 ever ready on the ti( of your tongue.
If you have su2h a list3 it.s easy to (resent any of your a2hievements in light of the
/uality the interviewer is as"ing about. 7or e<am(le3 the smashing su22ess you
or2hestrated at last year.s trade show 2ould be used as an e<am(le of 2reativity3 or
analyti2al ability3 or your ability to manage.
Question 44 'here could you use some im"rovement)
TRAPS# Another tri2"y way to get you to admit wea"nesses. 1on.t fall for it.
BST A!S"R# Kee( this answer3 li"e all your answers3 (ositive. A good way to
answer this /uestion is to identify a 2uttingMedge bran2h of your (rofession &one that.s
not essential to your em(loyer.s needs' as an area you.re very e<2ited about and want to
e<(lore more fully over the ne<t si< months.
Question 45 'hat do you worry about)
TRAPS# Admit to worrying and you 2ould sound li"e a loser. +aying you never worry
doesn.t sound 2redible.
BST A!S"R# Eedefine the word Oworry. so that it does not refle2t negatively on you.
Exam"le+ *I wouldn.t 2all it worry3 but I am a strongly goalMoriented (erson. +o I "ee(
turning over in my mind anything that seems to be "ee(ing me from a2hieving those
goals3 until I find a solution. That.s (art of my tena2ity3 I su((ose.,
Question 46 6ow many hours a wee* do you normally wor*)
TRAPS# @ou don.t want to give a s(e2ifi2 number. Aa"e it to low3 and you may not
measure u(. Too high3 and you.ll forever feel guilty about snea"ing out the door at 5H15.
BST A!S"R# 2f you are in fact a wor*aholic and you sense this com"any would li*e
that+ +ay you are a 2onfirmed wor"aholi23 that you often wor" nights and wee"ends.
@our family a22e(ts this be2ause it ma"es you fulfilled.
2f you are not a wor*aholic+ +ay you have always wor"ed hard and (ut in long hours. It
goes with the territory. It one sense3 it.s hard to "ee( tra2" of the hours be2ause your
wor" is a labor of love3 you en4oy nothing more than solving (roblems. +o you.re almost
always thin"ing about your wor"3 in2luding times when you.re home3 while shaving in the
morning3 while 2ommuting3 et2.
Question 47 'hat3s the most difficult "art of being a 0#ob title1)
TRAPS# Gnless you (hrase your answer (ro(erly3 your interviewer may 2on2lude that
whatever you identify as *diffi2ult, is where you are wea".
BST A!S"R# 7irst3 redefine *diffi2ult, to be *2hallenging, whi2h is more (ositive.
Then3 identify an area everyone in your (rofession 2onsiders 2hallenging and in whi2h
you e<2el. 1es2ribe the (ro2ess you follow that enables you to get s(lendid results5
and be s(e2ifi2 about those results.
Exam"le+ *I thin" every sales manager finds it 2hallenging to motivate the troo(s in a
re2ession. Iut that.s (robably the strongest test of a to( sales manager. I feel this is one
area where I e<2el.,
*When I see the first sign that sales may sli( or that sales for2e motivation is flagging
be2ause of a downturn in the e2onomy3 here.s the (lan I (ut into a2tion immediately5,
&followed by a des2ri(tion of ea2h ste( in the (ro2ess5and most im"ortantly! the
e<2e(tional results you.ve a2hieved.'.
Question 48 The 46y"othetical @roblem.
TRAPS# +ometimes an interviewer will des2ribe a diffi2ult situation and as"3 46ow
would you handle this). +in2e it is virtually im(ossible to have all the fa2ts in front of you
from su2h a short (resentation3 don.t fall into the tra( of trying to solve this (roblem and
giving your verdi2t on the s(ot. It will ma"e your de2isionMma"ing (ro2ess seem woefully
inade/uate.
BST A!S"R# Instead3 des2ribe the rational3 methodi2al (ro2ess you would follow in
analy6ing this (roblem3 who you would 2onsult with3 generating (ossible solutions3
2hoosing the best 2ourse of a2tion3 and monitoring the results.
Eemember3 in all su2h3 4'hat would you do). /uestions3 always des2ribe your "rocess
or wor*ing methods! and you.ll never go wrong.
!# Toughest Questions ?age 2-
Question 49 'hat was the toughest challenge you3ve ever faced)
TRAPS# Ieing un(re(ared or 2iting an e<am(le from so early in your life that it doesn.t
s2ore many (oints for you at this stage of your 2areer.
BST A!S"R# This is an easy /uestion if you.re (re(ared. 8ave a re2ent e<am(le
ready that demonstrates eitherH
1. A /uality most im(ortant to the 4ob at hand> or
2. A /uality that is always in demand3 su2h as leadershi(3 initiative3 managerial s"ill3
(ersuasiveness3 2ourage3 (ersisten2e3 intelligen2e3 et2.
Question 5 6ave you consider starting your own business)
TRAPS# If you say *yes, and elaborate enthusiasti2ally3 you 2ould be (er2eived as a
loose 2annon in a larger 2om(any3 too entre(reneurial to ma"e a good team (layer5or
someone who had to settle for the 2or(orate life be2ause you 2ouldn.t ma"e a go of your
own business.
Also too mu2h enthusiasm in answering *yes, 2ould rouse the (aranoia of a small
2om(any indi2ating that you may (lan to go out on your own soon3 (erha(s ta"ing some
"ey a22ounts or trade se2rets with you.
9n the other hand3 if you answer *no3 never, you 2ould be (er2eived as a se2urityM
minded drone who never dreamed a big dream.
BST A!S"R# Again it.s best toH
1. Gauge this 2om(any.s 2or(orate 2ulture before answering and5
2. Ie honest &whi2h doesn.t mean you have to vividly share your fantasy of the
fran2hise or bedMandMbrea"fast you someday (lan to o(en'.
In general3 if the 2or(orate 2ulture is that of a large3 formal3 militaryMstyle stru2ture3
minimi6e any indi2ation that you.d love to have your own business. @ou might say3 *9h3 I
may have given it a thought on2e or twi2e3 but my whole 2areer has been in larger
organi6ations. That.s where I have e<2elled and where I want to be.,
If the 2or(orate 2ulture is 2loser to the freeMwheeling3 everybody.sMaMdealMma"er variety3
then em(hasi6e that in a firm li"e this3 you 2an virtually get the best of all worlds3 the
e<2itement of seeing your own ideas and (lans ta"e sha(e52ombined with the
resour2es and stability of a wellMestablished organi6ation. +ounds li"e the (erfe2t
environment to you.
In any 2ase3 no matter what the 2or(orate 2ulture3 be sure to indi2ate that any desires
about running your own show are (art of your "ast3 not your (resent or future.
The last thing you want to (ro4e2t is an image of either a dreamer who failed and is now
settling for the 2or(orate 2o2oon5or the restless maveri2" who will fly out the door with
"ey a22ounts3 2onta2ts and trade se2rets under his arms 4ust as soon as his ban"roll has
gotten rebuilt.
Always rememberH Aat2h what you want with what the (osition offers. The more
information you.ve un2overed about the (osition3 the more believable you 2an ma"e your
2ase.
Question 51 'hat are your goals)
TRAPS# Fot having any5or having only vague generalities3 not highly s"ecific goals.
BST A!S"R# Aany e<e2utives in a (osition to hire you are strong believers in goalM
setting. &It.s one of the reason they.ve a2hieved so mu2h'. They li"e to hire in "ind.
If you.re vague about your 2areer and (ersonal goals3 it 2ould be a big turnoff to may
(eo(le you will en2ounter in your 4ob sear2h.
Ie ready to dis2uss your goals for ea2h ma4or area of your lifeH 2areer3 (ersonal
develo(ment and learning3 family3 (hysi2al &health'3 2ommunity servi2e and &if your
interviewer is 2learly a religious (erson' you 2ould briefly and generally allude to your
s(iritual goals &showing you are a wellMrounded individual with your values in the right
order'.
Ie (re(ared to des2ribe ea2h goal in terms of s(e2ifi2 milestones you wish to
a22om(lish along the way3 time (eriods you.re allotting for a22om(lishment3 why the goal
is im(ortant to you3 and the s(e2ifi2 ste(s you.re ta"ing to bring it about. Iut do this
2on2isely3 as you never want to tal" more than two minutes straight before letting your
interviewer ba2" into the 2onversation.
Question 52 'hat do you for when you hire "eo"le)
TRAPS# Ieing un(re(ared for the /uestion.
BST A!S"R# +(ea" your own thoughts here3 but for the best answer weave them
around the three most im(ortant /ualifi2ations for any (osition.
1. ;an the (erson do the wor" &/ualifi2ations'
2. Will the (erson do the wor" &motivation'
3. Will the (erson fit in &*our "ind of team (layer,'
Question 53 Sell me this sta"ler70this "encil7this cloc*7or some
other ob#ect on interviewer3s des*1.
TRAPS# +ome interviewers3 es(e2ially business owners and hardM2hanging e<e2utives
in mar"etingMdriven 2om(anies3 feel that good salesmanshi( is essential for any "ey
(osition and as" for an instant demonstration of your s"ill. Ie ready.
BST A!S"R# 9f 2ourse3 you already "now the most im(ortant se2ret of all great
salesmanshi( $ *find out what "eo"le want! then show them how to get it..
If your interviewer (i2"s u( his sta(ler and as"s3 *sell this to me3, you are going to
demonstrate this (roven master (rin2i(le. 6ere3s how+
*Well3 a good salesman must "now both his (rodu2t and his (ros(e2t before he sells
anything. If I were selling this3 I.d first get to "now everything I 2ould about it3 all its
features and benefits.,
*Then3 if my goal were to sell it you3 I would do some resear2h on how you might use a
fine sta(ler li"e this. The best way to do that is by as"ing some /uestions. Aay I as"
you a few /uestions,
Then as" a few /uestions su2h as3 *Qust out of 2uriosity3 if you didn.t already have a
sta(ler li"e this3 why would you want one And in addition to that Any other reason
Anything else,
*And would you want su2h a sta(ler to be reliable...8old a good su((ly of sta(les,
&As" more /uestions that (oint to the features this sta(ler has.'
9n2e you.ve as"ed these /uestions3 ma"e your (resentation 2iting all the features and
benefits of this sta(ler and why it.s e<a2tly what the interviewer 4ust told you he.s loo"ing
for.
Then 2lose with3 *Qust out of 2uriosity3 what would you 2onsider a reasonable (ri2e for a
/uality sta(ler li"e this5a sta(ler you 2ould have right now and would &then re(eat all
the (roblems the sta(ler would solve for him' Whatever he says3 &unless it.s 6ero'3 say3
*9"ay3 we.ve got a deal.,
F9TCH If your interviewer tests you by fighting every ste( of the way3 denying that he
even wants su2h an item3 don3t fight him. Ta"e the (rodu2t away from him by saying3
*Ar. ?ros(e2t3 I.m delighted you.ve told me right u(front that there.s no way you.d ever
want this sta(ler. As you well "now3 the first rule of the most (rodu2tive sales(eo(le in
any field is to meet the needs of (eo(le who really need and want our (rodu2ts3 and it
4ust wastes everyone.s time if we try to for2e it on those who don.t. And I 2ertainly
wouldn.t want to waste your time. Iut we sell many items. Is there any (rodu2t on this
des" you would very mu2h li"e to own54ust one item, When he (oints something out3
re(eat the (ro2ess above. If he "nows anything about selling3 he may give you a
standing ovation.
Question 54 4The Salary Auestion. - 6ow much money do you
want)
TRAPS# Aay also be (hrases as3 4'hat salary are you worth).5or3 46ow much are
you ma*ing now). This is your most im(ortant negotiation. 8andle it wrong and you 2an
blow the 4ob offer or go to wor" at far less than you might have gotten.
BST A!S"R# 7or ma<imum salary negotiating (ower3 remember these five
guidelinesH
1. Fever bring u( salary. :et the interviewer do it first. Good sales(eo(le sell their
(rodu2ts thoroughly before tal"ing (ri2e. So should you. Aa"e the interviewer
want you first3 and your bargaining (osition will be mu2h stronger.
2. If your interviewer raises the salary /uestion too early3 before you.ve had a
2han2e to 2reate desire for your /ualifi2ations3 "ost"one the /uestion3 saying
something li"e3 *Aoney is im(ortant to me3 but is not my main 2on2ern.
9((ortunity and growth are far more im(ortant. What I.d rather do3 if you don.t
mind3 is e<(lore if I.m right for the (osition3 and then tal" about money. Would
that be o"ay,
3. The R1 rule of any negotiation isH the side with more information wins. After
you.ve done a thorough 4ob of selling the interviewer and it.s time to tal" salary3
the se2ret is to get the em(loyer tal"ing about what he.s willing to (ay before you
reveal what you3re willing to a22e(t. +o3 when as"ed about salary3 res(ond by
as"ing3 *I.m sure the 2om(any has already established a salary range for this
(osition. ;ould you tell me what that is, 9r3 *I want an in2ome 2ommensurate
with my ability and /ualifi2ations. I trust you.ll be fair with me. What does the
(osition (ay, 9r3 more sim(ly3 *What does this (osition (ay,
#. Know beforehand what you.d a22e(t. To "now what.s reasonable3 resear2h the
4ob mar"et and this (osition for any relevant salary information. Eemember that
most e<e2utives loo" for a 20M25LB (ay boost when they swit2h 4obs. If you.re
grossly under(aid3 you may want more.
5. Fever lie about what you 2urrently ma"e3 but feel free to in2lude the estimated
2ost of all your fringes3 whi2h 2ould well ta2" on 25M50L more to your (resent
*2ashMonly, salary.
Question 55 The 2llegal Auestion
TRAPS# Illegal /uestions in2lude any regarding your age5number and ages of your
2hildren or other de(endents5marital status5maiden name5religion5(oliti2al
affiliation5an2estry5national origin5birth(la2e5naturali6ation of your (arents3 s(ouse
or 2hildren5diseases5disabilities52lubs5or s(ouse.s o22u(ation5unless any of the
above are directly related to your "erformance of the #ob. @ou 2an.t even be as"ed
about arrests3 though you 2an be as"ed about convictions.
BST A!S"R# Gnder the everM(resent threat of lawsuits3 most interviewers are well
aware of these taboos. @et you may en2ounter3 usually on a se2ond or third interview3 a
senior e<e2utive who doesn.t interview mu2h and forgets he 2an.t as" su2h /uestions.
@ou 2an handle an illegal /uestion in several ways. 7irst3 you 2an assert your legal right
not to answer. Iut this will frighten or embarrass your interviewer and destroy any
ra((ort you had.
+e2ond3 you 2ould swallow your 2on2erns over (riva2y and answer the /uestion straight
forwardly if you feel the answer 2ould hel( you. 7or e<am(le3 your interviewer3 a devout
Ia(tist3 re2ogni6es you from 2hur2h and mentions it. 8ere3 you 2ould gain by tal"ing
about your 2hur2h.
Third3 if you don.t want your (riva2y invaded3 you 2an di(lomati2ally answer the concern
behind the /uestion without answering the /uestion itself.
Exam"le+ If you are over 50 and are as"ed3 *6ow old are you). you 2an answer with a
friendly3 smiling /uestion of your own on whether there.s a 2on2ern that your age my
affe2t your (erforman2e. 7ollow this u( by reassuring the interviewer that there.s
nothing in this 4ob you 2an.t do and3 in fa2t3 your age and e<(erien2e are the most
im(ortant advantages you offer the em(loyer for the following reasons5
%nother exam"le+ If as"ed3 4,o you "lan to have children). you 2ould answer3 *I am
wholeheartedly dedi2ated to my 2areer*3 (erha(s adding3 *I have no (lans regarding
2hildren., &@ou needn.t fear you.ve (ledged eternal 2hildlessness. @ou have every right
to 2hange your (lans later. Get the 4ob first and then en4oy all your o(tions.'
Aost im(ortantly3 remember that illegal /uestions arise from fear that you won.t (erform
well. The best answer of all is to get the 4ob and (erform brilliantly. All 2on2erns and
fears will then varnish3 re(la2ed by res(e2t and a((re2iation for your wor".
Question 56 The 4Secret. 2llegal Auestion
TRAPS# Au2h more fre/uent than the Illegal /uestion 0see Auestion BB1 is the sec!et
illegal /uestion. It.s se2ret be2ause it.s as"ed only in the interviewer.s mind. +in2e it.s
not even e<(ressed to you3 you have no way to res(ond to it3 and it 2an there be most
damaging.
Exam"le+ @ou.re (hysi2ally 2hallenged3 or a single mother returning to your (rofessional
2areer3 or over 503 or a member of an ethni2 minority3 or fit any of a do6en other
2ategories that do not stri2tly 2onform to the ma4ority in a given 2om(any.
@our interviewer wonders3 *Is this (erson really able to handle the 4ob,5,Is he or she a
Ogood fit. at a (la2e li"e ours,5,Will the 2hemistry ever be right with someone li"e this,
Iut the interviewer never raises su2h /uestions be2ause they.re illegal. +o what 2an
you do
BST A!S"R# Eemember that 4ust be2ause the interviewer doesn.t as" an illegal
/uestion doesn.t mean he doesn.t have it. Aore than li"ely3 he is going to 2ome u( with
his own answer. +o you might as well hel( him out.
8ow Well3 you obviously 2an.t res(ond to an illegal /uestion if he hasn.t even as"ed.
This may well offend him. And there.s always the 2han2e he wasn.t even 2on2erned
about the issue until you brought it u(3 and only then begins to wonder.
+o you 2an.t address *se2ret, illegal /uestions head(on. Iut what you 2an do is ma"e
sure there.s enough counterbalancing information to more than reassure him that there.s
no (roblem in the area he may be doubtful about.
7or e<am(le3 let.s say you.re a sales re( who had (olio as a 2hild and you need a 2ane
to wal". @ou "now your 2ondition has never im(eded your (erforman2e3 yet you.re
2on2erned that your interviewer may se2retly be wondering about your stamina or ability
to travel. Well3 ma"e sure that you hit these abilities very hard3 leaving no doubt about
your 2a(a2ity to handle them well.
+o3 too3 if you.re in any different from what (asses for *normal,. Aa"e sure3 without in
any way seeming defensive about yourself that you mention strengths3
a22om(lishments3 (referen2es and affiliations that strongly 2ounterbalan2e any
uns(o"en 2on2ern your interviewer may have.
Question 57 'hat was the toughest "art of your last #ob)
TRAPS# This is slightly different from the /uestion raised earlier3 4'hat3s the most
difficult "art of being a 0#ob title71. be2ause this as"s what you "ersonally have found
most diffi2ult in your last (osition. This /uestion is more diffi2ult to redefine into
something (ositive. @our interviewer will assume that whatever you found toughest may
give you a (roblem in your new (osition.
BST A!S"R# +tate that there was nothing in your (rior (osition that you found
overly diffi2ult3 and let your answer go at that. If (ressed to e<(and your answer3 you
2ould des2ribe the as(e2ts of the (osition you en#oyed more than others3 ma"ing sure
that you e<(ress ma<imum en4oyment for those tas"s most im(ortant to the o(en
(osition3 and you en4oyed least those tas"s that are unim(ortant to the (osition at hand.
Question 58 6ow do you define success7and how do you
measure u" to your own definition)
TRAPS# +eems li"e an obvious enough /uestion. @et many e<e2utives3 un(re(ared for
it3 fumble the ball.
BST A!S"R# Give a wellMa22e(ted definition of su22ess that leads right into your
own stellar 2olle2tion of a2hievements.
Exam"le+ *The best definition I.ve 2ome a2ross is that su22ess is the (rogressive
reali6ation of a worthy goal.,
*As to how I would measure u( to that definition3 I would 2onsider myself both su22essful
and fortunate5,&Then summari6e your 2areer goals and how your a2hievements have
indeed re(resented a (rogressive (ath toward reali6ation of your goals.'
Question 59 4The :"inion Auestion. - 'hat do you thin* about 7
%bortion7The @resident7The ,eath @enalty70or
any other controversial sub#ect1)
TRAPS# 9bviously3 these and other *o(inion, /uestions should never be as"ed.
+ometimes they 2ome u( over a 2ombination dinner=interview when the interviewer has
had a drin" or two3 is feeling rela<ed3 and is s(outing off about something that bugged
him in today.s news. If you give your o(inion and it.s the o((osite of his3 you won.t
2hange his o(inions3 but you 2ould easily lose the 4ob offer.
BST A!S"R# In all of these instan2es3 4ust remember the tale about student and the
wise old rabbi. The s2ene is a seminary3 where an overly serious student is (ressing the
rabbi to answer the ultimate /uestions of suffering3 life and death. Iut no matter how
hard he (resses3 the wise old rabbi will only answer ea2h diffi2ult /uestion with a
/uestion of his own.
In e<as(eration3 the seminary student demands3 4'hy! rabbi! do you always answer a
uestion with another uestion). To whi2h the rabbi res(onds3 4%nd why not).
If you are ever un2omfortable with any /uestion3 as"ing a /uestion in return is the
greatest es2a(e hat2h ever invented. It throws the onus ba2" on the other (erson3
sidetra2"s the dis2ussion from going into an area of ris" to you3 and gives you time to
thin" of your answer or3 even better3 your next uestion5
In res(onse to any of the *o(inion, /uestions 2ited above3 merely res(onding3 4'hy do
you as*). will usually be enough to dissi(ate any (ressure to give your o(inion. Iut if
your interviewer again (resses you for an o(inion3 you 2an as" another /uestion.
9r you 2ould assert a generality that almost everyone would agree with. 7or e<am(le3 if
your interviewer is 2om(laining about (oliti2ians then suddenly turns to you and as"s if
you.re a Ee(ubli2an or 1emo2rat3 you 2ould res(ond by saying3 *A2tually3 I.m finding it
hard to find any (oliti2ians I li"e these days.,
&9f 2ourse3 your best /uestion of all may be whether you want to wor" for someone
o(inionated.'
Question 6 2f you won CDE million lottery! would you still wor*)
TRAPS# @our totally honest res(onse might be3 46ell! no! are you serious). That might
be so3 but any answer whi2h shows you as fleeing wor" if given the 2han2e 2ould ma"e
you seem la6y. 9n the other hand3 if you answer3 4:h! 23d want to *ee" doing exactly
what 2 am doing! only doing it for your firm!. you 2ould easily ins(ire your interviewer to
silently mutter to himself3 4Yeah! sure. Gimme a brea*..
BST A!S"R# This ty(e of /uestion is aimed at getting at your bedro2" attitude
about wor" and how you feel about what you do. @our best answer will fo2us on your
(ositive feelings.
Exam"le+ *After I floated down from 2loud nine3 I thin" I would still hold my basi2 belief
that a2hievement and (ur(oseful wor" are essential to a ha((y3 (rodu2tive life. After all3
if money alone bought ha((iness3 then all ri2h (eo(le would be all ha((y3 and that.s not
true.
*I love the wor" I do3 and I thin" I.d always want to be involved in my 2areer in some
fashion. Winning the lottery would ma"e it more fun be2ause it would mean having more
fle<ibility3 more o(tions...who "nows,
*9f 2ourse3 sin2e I 2an.t 2ount on winning3 I.d 4ust as soon 2reate my own destiny by
sti2"ing with what.s wor"ed for me3 meaning good old reliable hard wor" and a desire to
a2hieve. I thin" those /ualities have built many more fortunes that all the lotteries (ut
together.,
Question 61 &oo*ing bac* on your last "osition! have you done
your best wor*)
TRAPS# Tri2"y /uestion. Answer 4absolutely. and it 2an seem li"e your best wor" is
behind you. Answer3 4no! my best wor* is ahead of me!. and it 2an seem as if you didn.t
give it your all.
BST A!S"R# To 2over both (ossible (aths this /uestion 2an ta"e3 your answer
should state that you always try to do your best3 and the best of your 2areer is right now.
:i"e an athlete at the to( of his game3 you are 4ust hitting your 2areer stride than"s to
several fa2tors. Then3 re2a( those fa2tors3 highlighting your strongest /ualifi2ations.
Question 62 'hy should 2 hire you from the outside when 2 could
"romote someone from within)
TRAPS# This /uestion isn.t as aggressive as it sounds. It re(resents the interviewer.s
own dilemma over this 2ommon (roblem. 8e.s (robably leaning toward you already and
for reassuran2e3 wants to hear what you have to say on the matter.
BST A!S"R# 8el( him see the /ualifi2ations that only you 2an offer.
Exam"le+ *In general3 I thin" it.s a good (oli2y to hire from within $ to loo" outside
(robably means you.re not 2om(letely 2omfortable 2hoosing someone from inside.
*Faturally3 you want this de(artment to be as strong as it (ossibly 2an be3 so you want
the strongest 2andidate. I feel that I 2an fill that bill be2ause5&then re2a( your strongest
/ualifi2ations that mat2h u( with his greatest needs'.,
Question 63 Tell me something negative you3ve heard about our
com"any7
TRAPS# This is a 2ommon fishing e<(edition to see what the industry gra(evine may be
saying about the 2om(any. Iut it.s also a tra( be2ause as an outsider3 you never want
to be the bearer of unflattering news or gossi( about the firm. It 2an only hurt your
2han2es and sidetra2" the interviewer from getting sold on you.
BST A!S"R# Qust remember the rule $ never be negative $ and you.ll handle this
one 4ust fine.
Question 64 :n a scale of one to ten! rate me as an interviewer.
TRAPS# Give a (erfe2t *103, and you.ll seem too easy to (lease. Give anything less
than a (erfe2t 103 and he 2ould (ress you as to where you.re being 2riti2al3 and that road
leads downhill for you.
BST A!S"R# 9n2e again3 never be negative. The interviewer will only resent
2riti2ism 2oming from you. This is the time to show your (ositivism.
8owever3 don.t give a numeri2al rating. +im(ly (raise whatever interview style he.s been
using.
If he.s been tough3 say *@ou have been thorough and toughMminded3 the very /ualities
needed to 2ondu2t a good interview.,
If he.s been methodi2al3 say3 *@ou have been very methodi2al and analyti2al3 and I.m
sure that a((roa2h results in e<2ellent hires for your firm.,
In other words3 (ay him a sin2ere 2om(liment that he can believe be2ause it.s an2hored
in the behavior you.ve 4ust seen.
Good lu2" in your 4ob sear2hN
+tudents8ang9ut.2om

HR Interview Q & A

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

HR Interview Q & A

Caricato da

Copyright:

Formati disponibili

Contents

General Guidelines in Answering Interview Questions.....................................................3

Potrebbero piacerti anche