Q: Tell me about yourself ?

 

Trap: . Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters. Ans: Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting

 

Q: What are your greatest strengths?

 

Trap: You know that your key strategy is to first uncover your interviewers greatest wants and needs before you answer questions. And from Question 1, you know how to do this. Ans: Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements. Then, once you uncover your interviewers greatest wants and needs, you can choose those achievements from your list that best match up.

 

Q: What are your greatest weaknesses?

 

Trap: Beware this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an A for honesty, but an F for the interview. Ans: Nobody is perfect, but based on what you have told me about this position, I believe I had make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well? Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.

 

Q: Tell me about something you did – or failed to do – that you now feel a little ashamed of ?

 

Trap: There are some questions your interviewer has no business asking, and this is one. But while you may feel like answering, “none of your business,” naturally you can’t. Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet. Ans: “I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime. I have found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they are striving for excellence rather than brooding over slights or regrets.”

 

Q: Why are you leaving (or did you leave) this position?

 

Trap: Never badmouth your previous industry, company, board, boss, staff, employees or customers. This rule is inviolable: never be negative. Any mud you hurl will only soil your suit. Ans: Never lie about having been fired. It is unethical – and too easily checked. But do try to deflect the reason from you personally. If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better. But you should also do something totally unnatural that will demonstrate consummate professionalism. Even if it hurts , describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself.

 

Q: The “Silent Treatment”

 

Trap: Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview. Thank goodness most interviewers donot employ it. It’s normally used by those determined to see how you respond under stress. Here’s how it works: Ans: : Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated. If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, there anything else I can fill in on that point?” That is all there is to it.

 

Q: Why should I hire you?

 

Trap: Believe it or not, this is a killer question because so many candidates are unprepared for it. If you stammer or adlib you have blown it. Ans: By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions. If you know the employers greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.

 

Q: Are not you overqualified for this position?

 

Trap: The employer may be concerned that you will grow dissatisfied and leave. Ans: As with any objection, do not view this as a sign of imminent defeat. It is an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks. : “I recognize the job market for what it is – a marketplace. Like any marketplace, it is subject to the laws of supply and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very tight. I understand and accept that.”

 

Q: Where do you see yourself five years from now?

 

Trap: One reason interviewers ask this question is to see if you are settling for this position, using it merely as a stopover until something better comes along. Or they could be trying to gauge your level of ambition. Ans: Reassure your interviewer that you are looking to make a long-term commitment…that this position entails exactly what you are looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves. “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career path, I am confident that if I do my work with excellence, opportunities will inevitable open up for me. It is always been that way in my career, and I’m confident I will have similar opportunities here.”

 

Q: Describe your ideal company, location and job.

 

Trap: This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he will use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand. Ans: The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you. Remember that if you are coming from a company that is the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.

 

Q: Why do you want to work at our company?

 

Trap: This question tests whether you have done any homework about the firm. If you have not, you lose. If you have, you win big. Ans: This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any interview. Best sources for researching your target company: annual reports, the corporate newsletter, contacts you know at the company or its suppliers, advertisements, articles about the company in the trade press.

 

Q: What are your career options right now?

 

Trap: : The interviewer is trying to find out, “How desperate are you?” Ans: Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working, describe the possibilities at your present firm and why, though you are greatly appreciated there, you are looking for something more (challenge, money, responsibility, etc.). Also mention that you are seriously exploring opportunities with one or two other firms.

 

Q: Why have you been out of work so long?

 

Trap: A tough question if you have been on the beach a long time. You do not want to seem like damaged goods. Ans: You want to emphasize factors which have prolonged your job search by your own choice. After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In my life, I have found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”

 

Q: Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…

 

Trap: Skillfull interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position. DON’T Ans: Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and whether you will criticize him behind his back if pressed to do so by someone in this own company. This question is your opportunity to demonstrate your loyalty to those you work with.

 

Q: What good books have you read lately?

 

Trap: As in all matters of your interview, never fake familiarity you do not have. Yet you do not want to seem like a dullard who hasn’t read a book since Tom Sawyer. Ans: Unless you are up for a position in academia or as book critic for The New York Times, you are not expected to be a literary lion. But it would not hurt to have read a handful of the most recent and influential books in your profession and on management.

 

Q: Tell me about a situation when your work was criticized.

 

Trap: This is a tough question because it is a more clever and subtle way to get you to admit to a weakness. You can not dodge it by pretending you have never been criticized. Everybody has been. Yet it can be quite damaging to start admitting potential faults and failures that you did just as soon leave buried. This question is also intended to probe how well you accept criticism and direction. Ans: Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor. If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance. Add that you’ve learned from this, too, and over the past several years/months, it is no longer an area of concern because you now make it a regular practice to…etc.

 

Q: What are your outside interests?

 

Trap: You want to be a well-rounded, not a drone. But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties. Ans: Try to gauge how this companies culture would look upon your favorite outside activities and be guided accordingly You can also use this question to shatter any stereotypes that could limit your chances. If you are over 50, for example, describe your activities that demonstrate physical stamina. If you are young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity. But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be. Trap: You want to be a well-rounded, not a drone. But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties. Ans: Try to gauge how this companies culture would look upon your favorite outside activities and be guided accordingly You can also use this question to shatter any stereotypes that could limit your chances. If you are over 50, for example, describe your activities that demonstrate physical stamina. If you are young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity. But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.

 

Q: The “Fatal Flaw” question

 

Trap: : If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc. A fatal flaw question can be deadly, but usually only if you respond by being overly defensive. Ans: As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They are part and parcel of the buyer anxiety. The key is not to exacerbate the buyers anxiety but diminish it. Here is how…

 

Q: How do you feel about reporting to a younger person (minority, woman, etc)?

 

Trap: : It is a shame that some interviewers feel the need to ask this question, but many understand the reality that prejudices still exist among some job candidates, and it is better to try to flush them out beforehand. The trap here is that in today politically sensitized environment, even a well-intentioned answer can result in planting your foot neatly in your mouth. Avoid anything which smacks of a patronizing or an insensitive attitude, such as “I think they make terrific bosses” or “Hey, some of my best friends are…” Ans: You greatly admire a company that hires and promotes on merit alone and you could not agree more with that philosophy. The age (gender, race, etc.) of the person you report to would certainly make no difference to you. Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That’s the best type of work environment you can hope to find.

 

Q: On confidential matters…

 

Trap: : When an interviewer presses you to reveal confidential information about a present or former employer, you may feel it is a no-win situation. If you cooperate, you could be judged untrustworthy. If you do not, you may irritate the interviewer and seem obstinate, uncooperative or overly suspicious. Ans: Your interviewer may press you for this information for two reasons. First, many companies use interviews to research the competition. It is a perfect set-up. Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc. Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.

 

Q:you lie for the company?

 

Trap: This another question that pits two values against one another, in this case loyalty against integrity Ans: Try to avoid choosing between two values, giving a positive statement which covers all bases instead. Example: “I would never do anything to hurt the company..” If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.

 

Q: Looking back, what would you do differently in your life?

 

Trap: This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance. You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided. Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work. Ans: Indicate that you are a happy, fulfilled, optimistic person and that, in general, you would not change a thing. Example: “It is been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I would not change a thing.”

 

Q: Could you have done better in your last job?

 

Trap: This is no time for true confessions of major or even minor problems. Ans: Again never be negative. Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can not think of anything of major consequence.” Describer a situation that did not suffer because of you but from external conditions beyond your control. For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we could not, we just had to go for it. And we did learn from it…”

 

Q: Can you work under pressure?

 

Trap: An easy question, but you want to make your answer believable. Ans: Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)

 

Q: What makes you angry?

 

Trap: You do not want to come across either as a hothead or a wimp. Ans: Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you have done about the company and its style can help in your choice of words. “I am an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what is expected, getting peoples commitment to those goals, and then following up continuously to check progress.”

 

Q: Who has inspired you in your life and why?

 

Trap: The two traps here are unpreparedness and irrelevance. If you grope for an answer, it seems you’ve never been inspired. If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company. Ans: Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who has been your mentor. Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.

 

Q: What was the toughest decision you ever had to make?

 

Trap: Giving an unprepared or irrelevant answer. Ans: Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.

 

Q: Tell me about the most boring job you’ve ever had.

 

Trap: You give a very memorable description of a very boring job. Result? You become associated with this boring job in the interviewers mind. Ans: You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut. Example: “Perhaps I’ve been fortunate, but that I have never found myself bored with any job I have ever held. I have always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you are bored, it is probably because you’re not challenging yourself to tackle those problems right under your nose.

 

Q: Have you been absent from work more than a few days in any previous position?

 

Trap: If you have had a problem, you can not lie. You could easily be found out. Yet admitting an attendance problem could raise many flags. Ans: If you have had no problem, emphasize your excellent and consistent ttendance record throughout your career. Also describe how important you believe such consistent attendance is for a key executive…why it is up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise. If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it is cause has been corrected.

 

Q: What changes would you make if you came on board?

 

Trap: Watch out! This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired. Reason: No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operations strengths, weaknesses key people, financial condition, methods of operation, etc. If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip. Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider. No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody been for years. Ans: You, of course, will want to take a good hard look at everything the company is doing before making any recommendations. Example: “Well, I would not be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I do want to take a good hard look at everything you are doing and understand why it is being done that way. I’d like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you are doing right and what could be improved.

 

Q: I am concerned that you do not have as much experience as we do like in…

 

Trap: This could be a make-or-break question. The interviewer mostly likes what he sees, but has doubts over one key area. If you can assure him on this point, the job may be yours. Ans: This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area. Before going into any interview, try to identify the weakest aspects of your candidacy from this companys point of view. Then prepare the best answer you possible can to shore up your defenses.

 

Q: How do you feel about working nights and weekends?

 

Trap: Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want? Ans: First, if you are a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family nderstands it. Indeed, they are happy for you, as they know you get your greatest satisfaction from your work. If however, you prefer a more balanced lifestyle, answer this question with another: “What is the norm for your best people here?” If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group. Trap: Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want? Ans: First, if you are a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family nderstands it. Indeed, they are happy for you, as they know you get your greatest satisfaction from your work. If however, you prefer a more balanced lifestyle, answer this question with another: “What is the norm for your best people here?” If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.

 

Q: Do you have the stomach to fire people? Have you had experience firing many people?

 

Trap: This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door. Why? Because its real intent is not just to see if you have got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many. Also, if you fire so often, you could be a tyrant. So do not rise to the bait by boasting how many you have fired, unless you have prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament. Ans: Describe the rational and sensible management process you follow in both hiring and firing. Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I have found you do not have to fire very often. “So with me, firing is a last resort. But when it is got to be done, it is got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there is no other way, I have found it is better for all concerned to act decisively in getting rid of offenders who won’t change their ways.

 

Q: Why have you had so many jobs?

 

Trap: Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others. Ans: First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years. Example: Instead of showing three positions this way: 6/1982 – 3/1983, Position A; 4/1983 – 12/1983, Position B; 1/1984 – 8/1987, Position C; …it would be better to show simply: 1982 – 1983, Position A; 1984 – 1987 Position C.

 

Q: What do you see as the proper role/mission of… …a good (job title you’re seeking); …a good manager; …an executive in serving the community; …a leading company in our industry; etc.

 

Trap: These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture. The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you are coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company). The most frequent mistake executives make in answering is simply not being prepared (seeming as if they have never giving any of this a though.)…or in phrasing an answer best suited to their prior organizations culture instead of the hiring companies. Ans: Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firms role, etc. Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory. Here, again, the more information you have already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.

 

Q: What would you say to your boss if he is crazy about an idea, but you think it stinks?

 

Trap: This is another question that pits two values, in this case loyalty and honesty, against one another. Ans: Remember the rule stated earlier: In any conflict between values, always choose integrity. Example: I believe that when evaluating anything, it is important to emphasize the positive. What do I like about this idea?” “Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.” “After all, the most important thing I owe my boss is honesty. If he can not count on me for that, then everything else I may do or say could be questionable in his eyes.”

 

Q: What would you do if a fellow executive on your own corporate level was not pulling his/her weight…and this was hurting your department?

 

Trap: This question and other hypothetical ones test your sense of human relations and how you might handle office politics. Ans: Try to gauge the political style of the firm and be guided accordingly. In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance. Example: “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution. If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we do not.” POSSIBLE FOLLOW-UP QUESTION: And what would you do if he still did not change his ways? ANSWER: “One thing I would not do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent. I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.” “I might add that I have never yet come across a situation that could not be resolved by harnessing others in a determined, constructive effort.”

 

Q: You have been with your firm a long time. Won’t it be hard switching to a new company?

 

Trap: Your interviewer is worried that this old dog will find it hard to learn new tricks. Ans: To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm. It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered. As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.

 

Q: May I contact your present employer for a reference?

 

Trap: If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something? Ans: Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay. Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.

 

Q: Give me an example of your creativity (analytical skill…managing ability, etc.)?

 

Trap: The worst offense here is simply being unprepared. Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc. Ans: Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue. If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage

 

Q: Where could you use some improvement?

 

Trap: Another tricky way to get you to admit weaknesses. Don’t fall for it. Ans: Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fu lly over the next six months.

 

Q: How many hours a week do you normally work?

 

Trap: You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15. Ans: If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled. If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.

 

Q: What’s the most difficult part of being a (job title)?

 

Trap: Unless you phrase your answer roperly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak. Ans: First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be specific about those results Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager. I feel this is one area where I excel.” “When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly, the exceptional results you’ve achieved.).

 

Q: The “Hypothetical Problem”

 

Trap: Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?” Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate. Ans: Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results. Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.

 

Q: What was the toughest challenge you’ve ever faced?

 

Trap: Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career. Ans: This is an easy question if you’re prepared. Have a recent example ready that demonstrates either: 1. A quality most important to the job at hand; or 2. A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence, intelligence, etc.

 

Q: Have you consider starting your own business?

 

Ans: Again it’s best to: 1. Gauge this company’s corporate culture before answering and… 2. Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open). In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations. That’s where I have excelled and where I want to be.” If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization. Sounds like the perfect environment to you. In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future. The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt. Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position, the more believable you can make your case.

 

Q: What are your goals?

 

Trap: Not having any…or having only vague generalities, not highly specific goals. Ans: Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so much). They like to hire in kind. If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search. Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order). Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.

 

Q: Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).

 

Trap: Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill. Be ready. Ans: Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.” If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle. Here’s how: “Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d first get to know everything I could about it, all its features and benefits.” “Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way to do that is by asking some questions. May I ask you a few questions?” Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one? And in addition to that? Any other reason? Anything else?” “And would you want such a stapler to be reliable?...Hold a good supply of staples?” (Ask more questions that point to the features this stapler has.) Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for. Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.” NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about selling, he may give you a standing ovation.

 

Q: “The Salary Question” – How much money do you want?

 

Trap: May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten. Ans: For maximum salary negotiating power, remember these five guidelines: 1. Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger. 2.If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?” 3. The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this position pay?” 4. Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more. 5.Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.

 

Q: The Illegal Question?

 

Trap: Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job. You can’t even be asked about arrests, though you can be asked about convictions. Ans: Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions. You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had. Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church. Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without answering the question itself. Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons… Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every right to change your plans later. Get the job first and then enjoy all your options.) Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.

 

Q: What was the toughest part of your last job?

 

Trap: Seems like an obvious enough question. Yet many executives, unprepared for it, fumble the ball. Ans: Give a well-accepted definition of success that leads right into your own stellar collection of achievements. Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.” “As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)

 

Q: “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?

 

Trap: Obviously, these and other “opinion” questions should never be asked. Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news. If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer. Ans: In all of these instances, just remember the tale about student and the wise old rabbi. The scene is a seminary, where an overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death. But no matter how hard he presses, the wise old rabbi will only answer each difficult question with a question of his own. In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?” To which the rabbi responds, “And why not?” If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented. It throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you time to think of your answer or, even better, your next question! In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to dissipate any pressure to give your opinion. But if your interviewer again presses you for an opinion, you can ask another question. Or you could assert a generality that almost everyone would agree with. For example, if your interviewer is complaining about politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it hard to find any politicians I like these days.” (Of course, your best question of all may be whether you want to work for someone opinionated.)

 

Q: If you won $10 million lottery, would you still work?

 

Trap: Your totally honest response might be, “Hell, no, are you serious?” That might be so, but any answer which shows you as fleeing work if given the chance could make you seem lazy. On the other hand, if you answer, “Oh, I’d want to keep doing exactly what I am doing, only doing it for your firm,” you could easily inspire your interviewer to silently mutter to himself, “Yeah, sure. Gimme a break.” Ans: This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do. Your best answer will focus on your positive feelings. Example: “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful work are essential to a happy, productive life. After all, if money alone bought happiness, then all rich people would be all happy, and that’s not true. “I love the work I do, and I think I’d always want to be involved in my career in some fashion. Winning the lottery would make it more fun because it would mean having more flexibility, more options...who knows?” “Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me, meaning good old reliable hard work and a desire to achieve. I think those qualities have built many more fortunes that all the lotteries put together.

 

Q: Looking back on your last position, have you done your best work?

 

Trap: Tricky question. Answer “absolutely” and it can seem like your best work is behind you. Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all. Ans: To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors. Then, recap those factors, highlighting your strongest qualifications.

 

Q: Why should I hire you from the outside when I could promote someone from within?

 

Trap: This question isn’t as aggressive as it sounds. It represents the interviewer’s own dilemma over this common problem. He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter. Ans: Help him see the qualifications that only you can offer. Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside. “Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).

 

Q: Tell me something negative you’ve heard about our company…

 

Trap: This is a common fishing expedition to see what the industry grapevine may be saying about the company. But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm. It can only hurt your chances and sidetrack the interviewer from getting sold on you. Ans: Just remember the rule – never be negative – and you’ll handle this one just fine.

 

Q: On a scale of one to ten, rate me as an interviewer.

 

Trap: Give a perfect “10,” and you’ll seem too easy to please. Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you. Ans: Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your positivism. However, don’t give a numerical rating. Simply praise whatever interview style he’s been using. If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.” If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.” In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.

 

At the Interview

 

Try to arrive 15 to 20 minutes before the interview so that you get time to cool down and get your mind ready for the interview. If you are inevitably delayed notify the company immediately stating the reason and your estimated time of arrival.

 

THE LOOK

 

Dress smartly for the interview. You should wear a formal dress and make sure that you look professional. A company will hire someone who is well presented and therefore best epresent the company. While different industries call for different work attire, there is one basic tenet that all experts swear by: better to overdress than under dress. Dress according to the culture and style of the company that you're interviewing with. The best dressed candidate is the one least noticed for his or her appearance, which means that the interviewer would not be distracted by the fact that you dressed inappropriately and your other attributes would be noted during the interview. The interviewer will most likely focus on what you said during the interview and could more accurately judge your attitude and capability and not by your appearance.

 

THE MAN

 

A neatly pressed long-sleeved working shirt (avoid colourful shirts, stick to one solid colour) - A tie (optional but recommended) - A suit or sports coat - A pair of neatly-pressed dark-coloured trousers - Conservative colors (avoid bright, flashy colors e.g. bright orange, fuchsia, etc.) - Well polished dark-coloured shoes - Neatly groomed or cleanly shaved beard and/or moustache

 

WOMAN

 

Conservative blouse (steer clear of low cleavage and bare back designs) Business suit - Conservative colors (keep the colors to a maximum of three) - Properly fitting, non-revealing clothes. Skirts should not be shorter than an inch above the knees - A conservative hairstyle, tied-up long hair or set hair in a neat hairstyle. Avoid colouring your hair in shocking colors if you are job hunting - Appropriate closed-toe shoes or pumps. Wear sandals only when matched with long skirts

 

WHAT TO CARRY

 

Carry a file with you containing all the necessary documents like photocopies of your degrees, certificates and diplomas, mark sheets and photographs. Carry at least 2 copies of your resumes.

 

Question: Tell me about yourself?

 

Answer: This is quite a common question asked in an interview. Give the details about your education, work experience and your core competencies. Don't just narrate your resume as it is already in front of theinterviewer, say something extra but relevant to the interview like how you came to know about this position and your knowledge about the company. Try not to sound too rehearsed and don't talk for longer than five minutes.

 

Question: What are your strengths?

 

Answer: Prepare on any key strength such as confidence, motivation, tenacity, positive attitude etc and explain why these would be valuable for the role you have applied for.

 

Question: Where do you see yourself 5 years from now?

 

Answer: This question is asked to see how stable you are and how you see yourself grow in your career. The answer will show your clarity of thought and how you have planned your future.

 

Question: Why should we hire you?

 

Answer: This question is asked to see how your skills and experience can be utilized for the job you have applied for. Answer this question by citing how your have learned from your past experience and how the knowledge which you have acquired through your education can be utilized in accomplishing the objective of your job. Try to state how you can bring a positive difference to the company. If you are a fresher state your strengths. Try to match your analytical skills, your soft skills, your qualities with what is required by the employer and try to convince the employer that you are best suited for this post. After you have been interviewed you should also try to find out as much as possible about the organization and the post you have applied for. This will prove to the employer that you are interested. Ask intelligent question and do not concentrate on salary as of now, as you can negotiate after you have got the job. Ask questions about your prospective growth in the company, will you receive any training or not, location of the post you have applied for and your job responsibilities, whom will you be reporting to and any other clarifications you require relevant to the job or the company but don't ask anything which has already been answered if you don't require any further clarification. Dress smartly for the interview. You should wear a formal dress and make sure that you look professional. A company will hire someone who is well presented and therefore best epresent the company. While different industries call for different work attire, there is one basic tenet that all experts swear by: better to overdress than under dress. Dress according to the culture and style of the company that you're interviewing with. The best dressed candidate is the one least noticed for his or her appearance, which means that the interviewer would not be distracted by the fact that you dressed inappropriately and your other attributes would be noted during the interview. The interviewer will most likely focus on what you said during the interview and could more accurately judge your attitude and capability and not by your appearance.

 

Walk-In Interviews are tedious because of large number of Interviewees. so, keep in mind the following things for successful Walk-in Interview

 

• Reach early because generally it is done on first come first interviewed bases. If time is 9.00 a.m. to 4.00 p.m., reach by 8.00 p.m. You will have to wait little, Interviewer will be fresh and will remember you better. In the late hours because of fatique may miss the good candidates.
• When sent inside for the interview, most of the time 4 - 5 candidates are sent together. Sit after you are asked to sit or seek their permission to sit. Do not grab the first available chair. Remember to walk looking TALL. First impression counts. Look friendly, not nervous or grim. Remember to sit properly, means legs and feet together.
• When asked to speak about you speak about YOU only, in the allotted time.
• Convey them you are dependable, flexible and have lots of patience. If you worked or volunteered in any service industry or hosted any function. Highlight that, tell them how you enjoy meeting people, tell them you can work for longer hours (give example), tell them you enjoy get-togethers, tell them you take care and enjoy taking care of your brothers, sisters and grand parents. Give examples of your tolerance and patience. The interviewer will not be able to pull out all these informations from you. It is upto you to let them know, through examples, every thing about YOU.
• No one wants to hear about your family tree. They want to know YOU.
• Prepare, Prepare and Prepare.
• If interviewer is writng something, do not lean to read, you will become more nervous.
• Clear the first round by good appearance, good talk, good walk and SMILE.
• In the waiting hall, some time, their staff can be there, mixing with you as interviewees to judge you. Do not speak bad about company, arrangements, infra structure or don't gossip there. Your behaviour there can be judged also.
• Before going to interviews, surf their website and know maximum about company, key persons and related information and prepare how you will perform well there.
• At the end your medical checkup will be conducted by company doctor. Be fare and truthful always.

 

Body language

 

FIRST IMPRESSION AND BODY LANGUAGE:
It takes ten seconds to make a first Impression and a Life time to undo it.

- 93% of Communication is Non-Verbal. Out of this 55% is through Body Language and 38% is Tone of Voice and Balance 7% of Total Communication is Verbal.
- When you walk into an Interview room, walk with a little bounce, showing Enthusiasm and Energy. Do not show Nervousness.
- Stand tall and then walk into the room.
- Keep right hand free, Interviewer may be interested to shake hand.
- Keep your legs still and do not shake them.
- Keep your legs together or close at ankles.
- Men close at knees. No figure 4 posture. It depicts arrogance. Do not clear your throat.
- Try not to use "Yeah or Ya" ---- Say "Yes".

   Good Luck!!