Course July Crack

8/13/2019 Course July Crack

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HR INTERVIEW QUESTIONS

General Guidelines in Answering Interview Questions:

Everyone is nervous on interviews. If you simply allowyourself to feel nervous, you'll do much

better. Remember also that it's difficult for the interviewer as well.

In general, be upbeat and positive. Never be negative.

Rehearse your answers and time them. Never talk for more than 2 minutes straight.on't try to memori!e answers word for word. "se the answers shown here as a guide only, and

don't be af raid to include your own thoughts and words. #o help you remember key concepts, $ot

down and review a few key words for each answer. Rehearse your answers fre%uently, and they

will come to you natur ally in interviews.

&s you will read in the accompanying report, the single most important strategy in interviewing,

as in all phases of your $ob search, is what we call "The Greatest Executive Job Finding Secret."

&nd that is...

Find out what people want, than show them how you can help them get it.(ind out what an employer wants most in his or her ideal candidate, then show how you meetthose %ualifications.

In other words, you must match your abilities, with the needs of the employer. ou must sell

what the buyer is buying . #o do that, before you know what to emphasi!e in your answers, you

must find out what the buyer is buying... what he is looking for. &nd the best way to do that is toask a few %uestions yourself.

)ou will see how to bring this off skillfully as you read the first two %uestions of this report. *ut

regardless of how you accomplish it, you must remember this strategy above all be!ore blurting

out your uali!ications, you must get some idea o! what the employer wants most. +nce youknow what he wants, you can then present your %ualifications as the perfect key- that fits the

lock- of that position.

+ther important interview strategies

#urn weaknesses into strengths )ou'll see how to do this in a few moments./

#hink before you answer. & pause to collect your thoughts is a hallmark of a thoughtful

person.

&s a daily e0ercise, practice being more optimistic. (or e0ample, try putting a positive spin on

events and situations you would normally regard as negative. #his is not meant to turn you into a

1ollyanna, but to sharpen your selling skills. #he best salespeople, as well as the best likedinterview candidates, come off as being naturally optimistic, can do people. )ou will

dramatically raise your level of attractiveness by daily practicing to be more optimistic.*e honest...never lie.

3eep an interview diary. Right after each interview note what you did right, what could have

gone a little better, and what steps you should take ne0t with this contact. #hen take those steps.

on't be like the 456 of humanity who say they will follow up on something, but never do.


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www.te!nials"#$osiu#.o#

HR QUESTIONS % I

ll me about yourself.

TRA&S:*eware, about 786 of all interviews begin with this innocent- %uestion. 9any

candidates, unprepared for the %uestion, skewer themselves by rambling, recapping their lifestory, delving into ancient work history or personal matters.

'EST ANSWER: :tart with the present and tell why you are well %ualified for the position.

Remember that the key to all successful interviewing is to match your %ualifications 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 #ob hunting.

:o, before you answer this or any%uestion it's imperative that you try to uncover yourinterviewer's greatest need, want, problem or goal.

#o do so, make you take these two steps

;. o all the homework you can before the interview to uncover this person$swants and

needs not the generali!ed needs of the industry or company/2. &s early as you can in the interview, ask for a more complete description of what the

position entails. )ou might say I have a number of accomplishments I'd like to tell you

about, but I want to make the best use of our time together and talk directly to your needs.

#o help me do, that, could you tell me more about the most important priorities of thisposition< &ll I know is what I heard from the recruiter, read in the classified ad, etc./-

#hen, %&'%S !ollow(up with a second and possibly, third uestion , to draw out his needs even

more. :urprisingly, it's usually this secondor third%uestion that unearths what the interviewer is

mostlooking for.

)ou might ask simply, &nd in addition to that


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2. What are your greatest strengths?

TRA&S:#his %uestion seems like a softball lob, but be prepared. )ou don't want to come across

as egotistical or arrogant. Neither is this a time to be humble.

'EST ANSWER: )ou know that your key strategy is to first uncover your interviewer's

greatest wants and needs before you answer %uestions. &nd from =uestion ;, you know how todo this.

1rior to any interview, you should have a list mentally prepared of your greatest strengths. )ou

should also have, a specific e0ample or two, which illustrates each strength, an e0ample chosen

from your most recent and most impressive achievements.)ou should, have this list of your greatest strengths and corresponding e0amples from your

achievements so well committed to memor y that you can recite them cold after being shaken

awake at 2>8&9.

#hen, once you uncover your interviewer's greatest wants and needs, you can choose thoseachievements from your list that best match up.

&s a general guideline, the ;8 most desirable traits that all employers love to see in their

employees are

;. & proven track record as an achiever... especially i! yourachievements match up

with the employer$s greatest wants and needs.

2. Intelligence...management savvy.>. ?onesty...integrity...a decent human being.

@. Aood fit with corporate culture...someone to feel comfortable with...a team player

who meshes well with interviewer's team.

5. Bikeability...positive attitude...sense of humor.

C. Aood communication skills.D. edication...willingness to walk the e0tra mile to achieve e0cellence.

7. efiniteness of purpose...clear goals.

4. Enthusiasm...high level of motivation.

;8. onfident...healthy...a leader.

3.What are your greatest weaknesses?

TRA&S:*eware F this is an eliminator %uestion, designed to shorten the candidate list. &nyadmission of a weakness or fault will earn you an &- for honesty, but an (- for the interview.

&ASSA'(E ANSWER: isguise a strength as a weakness.Example:I sometimes push my people too hard. I like to work with a sense of urgency and

everyone is not always on the same wavelength.-

Drawback:#his strategy is better than admitting a flaw, but it's so widely used, it is transparent

to any e0perienced interviewer.

'EST ANSWER: and another reason it's so important to get a thorough description of your

interviewer's needs be!oreyou answer %uestions/ &ssure the interviewer that you can think of


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nothing that would stand in the way of your performing in this position with e0cellence. #hen,

%uickly review you strongest %ualifications.

Example:Nobody's perfect, but based on what you've told me about this position, I believe I' d

make an outstanding match. I know that when I hire people, I look for two things most of all. o

they have the uali!ications to do the $ob well, and the motivation to do it well< Everything in

my background shows I have both the %ualifications and a strong desire to achieve e0cellence inwhatever I take on. :o 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 $ob with e0cellence.-

%lternate strategy if you don't yet know enough about the position to talk about such a perfect

fit/Instead of confessing a weakness, describe what you li)e mostand li)e least, making sure that

what you like most matches up with the most important %ualification for success in the position,

and what you like least is not essential.

Example:Bet's say you're applying for a teaching position. If given a choice, I like to spend as

much time as possible in front of my prospects selling, as opposed to shuffling paperwork backat the office. +f course, I long ago learned the importance of filing paperwork properly, and I do

it conscientiously. *ut what I really love to do is sell if your interviewer were a sales manager,

this should be music to his ears./

ll me about someth!ng you "!" # or fa!le" to "o # that you now feel a l!ttle ashame"

TRA&S:#here are some %uestions your interviewer has no business asking, and this is one. *utwhile you may feel like answering, none o! your business,* naturally you can t. :ome

interviewers ask this %uestion on the chance you admit to something, but if not, at least they ll

see how you think on your feet.

:ome unprepared candidates, flustered by this %uestion, unburden themselves of guilt from their

personal life or career, perhaps e0pressing regrets regarding a parent, spouse, child, etc. &ll such

answers can be disastrous.

'EST ANSWER: &s with faults and weaknesses, never con!ess a regret. *ut don t seem as ifyou re stonewalling either.

$est strategy: :ay you harbor no regrets, then add a principle or habit you practice regularly forhealthy human relations.

Example:1ause for reflection, as if the %uestion never occurred to you. #hen say, )ou know, Ireally can t think of anything.- 1ause again, then add/ I would add that as a gener al

management principle, I ve found that the best way to avoid regrets is to avoid causing them in

the first place. I practice one habit that helps me a great deal in this regard. &t the end of each

day, I mentally review the day s events and conversations to take a second look at the people anddevelopments I m involved with and do a doublecheck of what they re likel y to be feeling.


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:ometimes I ll see things that do need more followFup, whether a pat on the back, or maybe a

five minute chat in someone s office to make sure we re clear on thingsGwhatever.-

I also like to make each person feel like a member of an elite team, like the *oston eltics or

B& Bakers in their prime. I ve found that if you let each team member know you e0pecte0cellence in their performanceGif you work hard to set an e0ample yourselfGand if you let

people know you appreciate and respect their f eelings, you wind up with a highly motivatedgroup, a team that s having fun at work because they re striving for e0cellence rather than

brooding over slights or r egrets.-

hy shoul" & h!re you?

TRA&S:*elieve it or not, this is a killer %uestion because so many candidates are unprepared

for it. If you stammer or adlib you ve blown it.

'EST ANSWER: *y now you can see how critical it is to apply the overall strategy ofuncovering the employer s needs be!oreyou answer %uestions. If you know the employer sgreatest needs and desires, this %uestion 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 toGreasons tied

directly to his needs.

Hhether your interviewer asks you this %uestion explicitlyor not, this is the most important

%uestion of your interview because he mustanswer this %uestion favorably in is own mind beforeyou will be hired. So help him out+ Halk through each of the position s re%uirements as you

understand them, and follow each with a reason why you meet that re%uirement so well.

Example: &s I understand your needs, you are first and foremost looking for someone who can

manage the sales and marketing of your book publishing division. &s you ve said you needsomeone with a strong background in trade book sales. #his is where I ve spent almost all of my

career, so I ve chalked up ;7 years of e0perience e0actly in this area. I believe that I know the

right contacts, methods, principles, and successful management techni%ues as well as any personcan in our industry.-

)ou also need someone who can e0pand your book distribution channels. In my prior post, my

innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I mconfident I can do the same for you.-

)ou need someone to give a new shot in the arm to your mail order sales, someone who knows

how to sell in space and direct mail media. ?ere, too, I believe I have e0actly the e0perience you

need. In the last five years, I ve increased our mail order book sales from C88,888 to2,788,888, and now we re the country s second leading marketer of scientific and medical

books by mail.- Etc., etc., etc.,

Every one of these selling couplets- his need matched by your %ualifications/ is a touchdown

that runs up your score. I# is your best opportunity to outsell your competition.


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en)t you o*er+ual!f!e" for th!s pos!t!on?

TRA&S:#he employer may be concerned that you ll grow dissatisfied and leave.

'EST ANSWER: &s with any ob$ection, don t view this as a sign of imminent defeat. It s an

invitation to teach the interviewer a new way to think about this situation, seeing advantages

instead of drawbacks.

Example: I recogni!e the $ob market for what it is J a marketplace. Bike any marketplace, it s

sub$ect to the laws of supply and demand. :o Kover%ualified can be a relative term, depending

on how tight the $ob market is. &nd right now, it s very tight. I understand and accept that.-

I also believe that there could be very positive benefits for both of us in this match.-

*ecause of my unusually strong e0perience in LLLLLLLLLLLLLLLL , I could start to contribute

right away, perhaps much faster than someone who d have to be brought along more slowly.-

#here s also the value of all the training and years of e0perience that other companies have

invested tens of thousands of dollars to give me. )ou d be getting all the value of that without

having to pay an e0tra dime for it. Hith someone who has yet to ac%uire that e0perience, he d

have to gain it on your nic)el.-I could also help you in many things they don t teach at the ?arvard *usiness :chool. (or

e0ampleGhow to hire, train, motivate, etc./ Hhen it comes to knowing how to work well with

people and getting the most out of them, there s $ust no substitute for what you learn over many

years of frontFline e0perience. )ou company would gain all this, too.-

(rom my side, there are strong benefits, as well. Right now, I am unemployed. I want to work,

, and the position you have here is e0actly what I love to do and am best at. I ll bevery muchhappy doing this work and that s what matters most to me, a lot more that money or title.-

9ost important, I m looking to make a long term commitment in my career now. I ve had

enough of $obFhunting and want a permanent spot at this point in my career. I also know that if I

perform this $ob with e0cellence, other opportunities cannot help but open up for me right here.In time, I ll find many other ways to help this company and in so doing, help myself. I really am

looking to make a longFterm commitment.-

NOTE:#he main concern behind the over%ualified- %uestion is that you will leave your new

employer as soon as something better comes your way. &nything you can say to demonstrate thesincerity of your commitment to the employer and reassure him that you re looking to stay for

the longFterm will help you overcome this ob$ection.

here "o you see yourself f!*e years from now?

TRA&S:+ne reason interviewers ask this %uestion is to see if you r e settling for this position,

using it merely as a stopover until something better comes along. +r they could be trying togauge your level of ambition.

If you re too specific, i.e., naming the promotions you someday hope to win, you ll soundpresumptuous. If you re too vague, you ll seem rudderless.


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'EST ANSWER: Reassure your interviewer that you re looking to make a longFtermcommitmentGthat this position entails e0actly what you re looking to do and what you do

e0tremely well. &s for your future, you believe that if you perform each $ob at hand with

e0cellence, future opportunities will take care of themselves.

Example:I am definitely interested in making a longFterm commitment to my ne0t position.Mudging by what you ve told me about this position, it s e0actly what I m looking for and what I

am very well %ualified to do. In terms of my future career path, I m confident that if I do my

work with e0cellence, opportunities will inevitable open up for me. It s always been that way inmy career, and I m confident I ll have similar opportunities here.-

-.Descr!be your !"eal company locat!on an" /ob.

TRA&S:#his is often asked by an e0perienced interviewer who thinks you may beover%ualified, but knows better than to show his hand by posing his ob$ection directly. :o he ll

use this %uestion instead, which often gets a candidate to reveal that, indeed, he or she is lookingfor something other than the position at hand.

'EST ANSWER: #he 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

%uality represented by this opportunity is attractive to you.

Remember that if you re coming from a company that s the leader in its field or from a

glamorous or much admired company, industry, city or position, your interviewer and hiscompany may well have an &vis- comple0. #hat 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.

#his an0iety could well be there even though you ve done nothing to inspire it. )ou must go out

of your way to assuage such an0iety, even if it s not e0pressed, by putting theirvirtues high on

the list of e0actly what you re looking for, providing credible reason for wanting these %ualities.

If you do not e0press genuine enthusiasm for the firm, its culture, location, industry, etc., youmay fail to answer this &vis- comple0 ob$ection and, as a result, leave the interviewer

suspecting that a hot shot like you, coming from a (ortune 588 company in New )ork, $ustwouldn t be happy at an unknown manufacturer based in #opeka, 3ansas.

hy "o you want to work at our company?

TRA&S:#his %uestion tests whether you ve done any homework about the firm. If you

haven t, you lose. If you have, you win big.

'EST ANSWER: #his %uestion is your opportunity to hit the ball out of the park, thanks to the

inFdepth research you should do before any interview.*est 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.


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What are your career opt!ons r!ght now?

TRA&S:#he interviewer is trying to find out, -ow desperate are you*

'EST ANSWER: 1repare for this %uestion by thinking of how you can position yourself as a

desired commodity. If you are still working, describe the possibilities at your present firm andwhy, though you re greatly appreciated there, you re looking for something more challenge,

money, responsibility, etc./. &lso mention that you re seriously e0ploring opportunities with one

or two other firms.

If you re not working, you can talk about other employment possibilities you re actually

e0ploring. *ut do this with a light touch, speaking only in general terms. )ou don t want to

seem manipulative or coy.

What goo" books ha*e you rea" lately?

TRA&S:&s in all matters of your interview, never fake familiarity you don t have. )et you

don t want to seem like a dullard who hasn t read a book since Tom Sawyer.

'EST ANSWER: "nless you re up for a position in academia or as book critic for The /ew, you re not e0pected to be a literary lion. *ut it wouldn t hurt to have read a handfulor) Times

of the most recent and influential books in your profession and on management.

onsider it part of the work of your $ob search to read up on a few of these leading books. *ut

make sure they are ualitybooks that reflect favorably upon you, nothing that could even

remotely be considered superficial. (inally, add a recently published bestselling work of fiction

by a worldFclass author and you ll pass this %uestion with flying colors.

12.Tell me about a s!tuat!on when your work was cr!t!c!e".

TRA&S:#his is a tough %uestion because it s a more clever and subtle way to get you to admitto a weakness. )ou can t dodge it by pretending you ve never been critici!ed. Everybody has

been. )et it can be %uite damaging to start admitting potential faults and failures that you d $ust

as soon leave buried.

#his %uestion is also intended to probe how well you accept criticism and direction.

'EST ANSWERS: *egin by emphasi!ing the e0tremely positive feedback you ve gottenthroughout your career and if it s true/ that your performance reviews have been uniformly

e0cellent.

+f course, no one is perfect and you always welcome suggestions on how to improve your

performance. #hen, give an e0ample of a notFtooFdamaging learning e0perience from earlyin

your career and relate the ways this lesson has since helped you. #his demonstrates that youlearned from the e0perience and the lesson is now one of the strongest br eastplates in your suit of

armor.


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If you are pressed for a criticism from a recentposition, choose something fairly trivial that in noway is essential to your successful performance. &dd that you ve learned from this, too, and

over the past several yearsmonths, it s no longer an area of concern because you now make it a

regular practice toGetc.

&nother way to answer this %uestion would be to describe your intention to broaden your master

of an area of growing importance in your field. (or e0ample, this might be a computer programyou ve been meaning to sit down and learnG a new management techni%ue you ve read

aboutGor perhaps attending a seminar on some cuttingFedge branch of your profession.

&gain, the key is to focus on something not essentialto your brilliant performance but which

adds yet another dimension to your already impressive knowledge base.

13.What are your outs!"e !nterests?

TRA&S:)ou want to be a wellFrounded, not a drone. *ut your potential employer would be

even more turned off if he suspects that your heavy e0tracurricular load will interfere with yourcommitment to your work duties.

'EST ANSWERS: #ry to gauge how this company s culture would look upon your favorite

outside activities and be guided accordingly.)ou can also use this %uestion to shatter any stereotypes that could limit your chances. If you re

over 58, for e0ample, describe your activities that demonstrate physical stamina. If you reyoung, mention an activity that connotes wisdom and institutional trust, such as serving on the

board of a popular charity.

*ut above all, remember that your employer is hiring your for what you can do !or him, not your

family, yourself or outside organi!ations, no matter how admirable those activities may be.

1.The 4atal 4law5 +uest!on?

TRA&S:If an interviewer has read your resume carefully, he may try to !ero in on a fatalflaw- of your candidacy, perhaps that you don t have a college degreeGyou ve been out of the

$ob market for some timeGyou never earned your 1&, etc.

& fatal flaw %uestion can be deadly, but usually only if you r espond by being overly defensive.

'EST ANSWERS: &s every master salesperson knows, you will encounter ob$ections whethersale. #hey re part and parcel of the buyer s an0iety. #he keystated or merely thought/ in every

is not to exacerbatethe buyer s an0iety but diminishit. ?ere s howGHhenever you come up against a fatal flaw %uestion

;.*e completely honest, open and straightforward about admitting the shor tcoming.:howing you have nothing to hide diminishes the buyer s an0iety./

2.o notapologi!e or try to e0plain it away. )ou know that this supposed flaw is

nothing to be concerned about, and this is the attitude you want your interviewer toadopt as well.

>.&dd that as desirable as such a %ualification might be, its lack has made you work

all the harder throughout your career and has not prevented you from compiling an


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outstanding tack record of achievements. )ou might even give e0amples of how,

through a relentless commitment to e0cellence, you have consistently outperformedthose who do have this %ualification.

+f course, the ultimate way to handle fatal flaw- %uestions is to prevent them !rom

arising in the first place. )ou will do that by following the master strategy

described in =uestion ;, i.e., uncovering the employers needs and them matchingyour %ualifications to those needs.

+nce you ve gotten the employer to start talking about his most urgentlyFfelt wants

and goals for the position, and then help him see in stepFbyFstep fashion how

perfectly your background and achievements match up with those needs, you regoing to have one very enthusiastic interviewer on your hands, one who is no longer

looking for fatal flaws-.

6ow "o you feel about report!ng to a younger person 7m!nor!ty woman etc8?

TRA&S:It s a shame that some interviewers feel the need to ask this %uestion, but many

understand the reality that pre$udices still e0ist among some $ob candidates, and it s better to try

to flush them out beforehand.

#he trap here is that in today s politically sensiti!ed environment, even a well(intentionedanswer

can result in planting your foot neatly in your mouth. &void anything which smacks of apatroni!ing or an insensitive attitude, such as I think they make terrific bosses- or ?ey, some

of my best friends areG-

+f course, since almost anyone with an I= above room temperature will at least try to steadfastly0oaffirm the right answer here, your interviewer will be $udging your sinceritymost of all.

you really !eel that way* is what he or she will be wondering.

:o you must make your answer believable and not $ust automatic. If the firm is wise enough tohave promoted peopled on the basis of ability alone, they re likely %uite proud of it, and prefer to

hire others who will wholeheartedly share their strong sense of fair play.

'EST ANSWER: )ou greatly admire a company that hires and promotes on merit alone and

you couldn t agree more with that philosophy. #he age gender, race, etc./ of the person you

report to would certainlymake no difference to you.

Hhoever has that position has obviously earned it and knows their $ob well. *oth the person andthe position are fully deserving of respect. )ou believe that all people in a company, from the

receptionist to the hairman, work best when their abilities, efforts and feelings are respectedand rewarded fairly, and that includes you. #hat s the best type of work environment you can

hope to find.

n conf!"ent!al matters

TRA&S:Hhen an interviewer presses you to reveal confidential information about a present orformer employer, you may feel it s a noFwin situation. If you cooperate, you could be $udged


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untrustworthy. If you don t, you may irritate the interviewer and seem obstinate, uncooperative

or overly suspicious.

'EST ANSWER: )our interviewer may press you for this information for two reasons.

(irst, many companies use interviews to research the competition. It s a perfect setFup. ?ere in

their own lair, is an insider from the enemy camp who can reveal pri!ed information on the

competition s plans, research, financial condition, etc.

:econd, the company may be testing your integrity to see if you can be ca$oled or bullied into

revealing confidential data.

Hhat to do< #he answer here is easy. /everreveal anything truly confidential about a presentor former employer. *y all means, e0plain your reticence diplomatically . (or e0ample, I

certainly want to be as open as I can about that. *ut I also wish to respect the rights of those

who have trusted me with their most sensitive information, $ust as you would hope to be able totrust any of your key people when talking with a competitorG-

&nd certainly you can allude to your finest achievements in specific ways that don t reveal the

combination to the company safe.

*ut be guided by the golden rule. If you were the owner of your present company, would you

feel it ethically wrong for the information to be given to your competitors< If so, steadfastly

refuse to reveal it.

Remember that this %uestion pits your desire to be cooperative against your integrity. (aced with

any such choice, always choose integrity. It is a far more valuable commodity than whatever

information the company may pry from you. 9oreover, once you surrender the information,

your stock goes down. #hey will surely lose respect for you.

+ne 1resident we know always presses candidates unmercifully for confidential information. Ifhe doesn t get it, he grows visibly annoyed, relentlessly in%uisitive, 1t2s all an act. ?e couldn tcare less about the information. #his is his way of testing the candidate s moral fiber. +nly those

who hold fast are hired.

Woul" you l!e for the company?

TRA&S:#his another %uestion that pits two values against one another, in this case loyalty

against integrity.

'EST ANSWER: #ry to avoid choosing between two values, giving a positive statement which

covers all bases instead.

I would never do anything to hurt the company..-Example:

If aggressively pressed to choose between two competing values, always choose personalintegrity.It is the most pri!ed of all values.


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ook!ng back what woul" you "o "!fferently !n your l!fe?

TRA&S:#his %uestion is usually asked to uncover any lifeFinfluencing mistakes, regrets,

disappointments or problems that may continue to affect your personality and performance.

)ou 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 inyour work.

'EST ANSWER: Indicate that you are a happy, fulfilled, optimistic person and that, in general,you wouldn t change a thing.

Example:It s been a good life, rich in learning and e0perience, and the best it yet to come.

Every e0perience in life is a lesson in it its own way. I wouldn t change a thing.-

an you work un"er pressure?

TRA&S:&n easy %uestion, but you want to make your answer believable.

'EST ANSWER: &bsolutelyGthen prove it with a vivid e0ample or two of a goal or pro$ect

accomplished under severe pressure./

What makes you angry?

TRA&S:)ou don t want to come across either as a hothead or a wimp.

Aive an answer that s suited to both your personality and the management'EST ANSWER:style of the firm. ?ere, the homework you ve done about the company and its style can help in

your choice of words.

Examples:1! you are a reserved person and3or the corporate culture is coolly pro!essional4I m an evenFtempered 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. Ibelieve in communicating clearly what s e0pected, getting people s commitment to those goals,

and then following up continuously to check progress.-

If anyone or anything is going off track, I want to know about it early. If, after that kind ofopen communication and follow up, someone isn t getting the $ob done, I ll want t o know why.

If there s no good reason, then I ll get impatient and angryGand take appropriate steps from

there. *ut if you hire good people, motivate them to strive for e0cellence and then follow upconstantly, it almost never gets to that state.-

1! you are !eisty by nature and3or the position calls !or a tough straw boss.

)ou know what makes me angr y< 1eople who the fill in the blanks with the most

ob$ectionable traits for this type of position/Gpeople who don t pull their own weight, who are

negative, people who lieGetc.-


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Who has !nsp!re" you !n your l!fe an" why?

TRA&S:#he two traps here are unprepared ness 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 %ualities of great value to the company.

'EST ANSWER: ?ave a few heroes in mind, from your mental *oard of irectors- JBeaders in your industry, from history or anyone else who has been your mentor.

*e prepar ed to give e0amples of how their words, actions or teachings have helped inspire your

achievements. &s always, prepare an answer which highlights %ualities that would be highly

valuable in the position you are seeking.

What was the toughest "ec!s!on you e*er ha" to make?

TRA&S:Aiving an unprepared or irrelevant answer.

'EST ANSWER: *e prepared with a good e0ample, e0plaining why the decision wasdifficultGthe process you followed in reaching itGthe courageous or effective way you carried

it outGand the beneficial results.

ell me about the most bor!ng /ob you)*e e*er ha".

TRA&S:)ou give a very memorable description of a very boring $ob. Result< )ou becomeassociated with this boring $ob in the interviewer s mind.

'EST ANSWER: )ou have never allowed yourself to grow bored with a $ob and you can t

understand it when others let themselves fall into that rut.

Example: 1erhaps I ve been fortunate, but that I ve never found myself bored with any $ob I

have ever held. I ve always en$oyed hard work. &s with actors who feel there are no smallparts, I also believe that in every company or department there are e0citing challenges andintriguing problems crying out for energetic and enthusiastic solutions. If you re bored, it s

probably because you re not challenging yourself to tackle those problems right under your

nose.-

What changes woul" you make !f you came on boar"?

TRA&S:Hatch outO #his %uestion can derail your candidacy faster than a bomb on the tracks J

and#ust as you are about to be hired.

>eason: No matter how bright you are, you cannot know the right actions to take in aposition before you settle in and get to know the operation s strengths, weaknesses key people,

financial condition, methods of operation, etc. If you lunge at this temptingly baited %uestion,

you will probably be seen as someone who shoots from the hip.9oreover, 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 knowFitFall outsider is going to

come in, turn the place upside down and with sweeping, grand gestures, promptly demonstratewhat $erks everybody s been for years.


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'EST ANSWER: )ou, of course, will want to take a good hard look at everything thecompany is doing before making any recommendations.

Example:Hell, I wouldn t be a very good doctor if I gave my diagnosis be!orethee0amination. :hould you hire me, as I hope you will, I d want to take a good hard look at

everything you re doing and understand why it s being done that way. I d like to have inFdepthmeetings with you and the other key people to get a deeper grasp of what you feel you re doing

right and what could be improved.

(rom what you ve told me so far, the areas of greatest concern to you areG- name them. #hen

do two things. (irst, ask if these are in fact his ma$or concerns. If so then reaffirm how youre0perience in meeting similar needs elsewhere might prove very helpful/.

6ow "o you feel about work!ng n!ghts an" weeken"s?

TRA&S:*lurt out no way, Mose- and you can kiss the $ob offer goodbye. *ut what if you havea family and want to work a reasonably normal schedule< Is there a way to get both the $ob and

the schedule you want.

@. *efore that, I was a StitleT at ScompanyT -

5. I love the challenge of my work, especially the ma$or strengths it allows me to offer,including S&, *, and T-.

C. :econd, help the interviewer by focusing the %uestion with a %uestion of your ownHhat about me would be most relevant to you and what this company needs


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=.How did "ou do in s!ool+Is the person motivated< Hhat are hisher values, attitudes< Is there a fit.W!at do "ou loo3 *or in a ?o-+

(lip this one over. espite the %uestion, the employer isn t really interested in what

you are looking for. ?e s interested in what he is looking for. &ddress his interests,

rather than yours. "se words like contribute,- enhance,- improve,- and teamenvironment.- (it your answer to their needs Relate your preferences and

satisfiersdissatisfiers to the $ob opening.

,,.How long would it ta3e "ou to #a3e a #eaning*ul ontri-ution to our *ir#+

Not long, because of my e0perience, transferable skills and ability to learn.-

,0.How long would "ou sta" wit! us+

&s long as I feel that Im contributing, and that my contribution is recogni!ed. Im

looking to make a long term commitment.-

,2. I* "ou !ave never su$ervised6 !ow do "ou *eel a-out assu#ing t!oseres$onsi-ilities+

If you want to supervise, say so, and be enthusiastic.

,5.W!" do "ou want to -eo#e a su$ervisor+

#o grow and develop professionally, to help others develop, to build a team and to

share what I have learned.-

,9.W!at do "ou see as t!e #ost di**iult tas3 in -eing a su$ervisor+

Aetting things planned and done through others and dealing with different

personalities.- :how how you have done this in the past.

,.1esri-e w!at would -e an ideal wor3ing environ#ent+

#eam work is the key.

,;. 1o "ou $re*er wor3ing wit! *igures6 or wit! words+

*e aware of what the $ob re%uires and position your answer in that context. 1n many

cases it would be both.

,


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"se this %uestion as a chance to show that you are a team player #he only people I have

trouble with are those who arent team players, who $ust dont perform, who complainconstantly, and who fail to respond to any efforts to motivate them.- #he interviewer is

e0pecting a response focused on personality and personal dislikes. :urprise her by delivering

an answer that reflects company values.

,=.W!" do "ou want to wor3 in a o#$an" o* t!is si4e. Or t!is t"$e+

E0plain how this si!e or type of company works well for you, using e0amples from the past if

possible.

0>. I* "ou !ad "our !oie o* ?o-s and o#$anies6 w!ere would "ou go+

:ay that this $ob and this company ar e very close to what best suits you.

0,.W!" do "ou want to wor3 *or us+

)ou feel you can help achieve the companies ob$ectives, especially in the short run. )ou likewhat you have learned about the company, its policies, goals and management I ve

researched the company and people tell me its a good place to work.-

00.W!at was t!e last -oo3 "ou read+ @ovie "ou saw+ S$orting event "ou attended+

#hink this through. )our answer should be compatible with accepted norms.

02.W!at are "ou doing6 or w!at !ave "ou done to rea! "our areer o-?etives+

#alk about formal courses and training programs.

05.W!at 3ind o* !ours are "ou used to wor3ing+

71oes t!e $erson #at! ?o- and riteria+8&s many hours as it takes to get the $ob done.-

09. W!at would "ou do *or us+

Relate past success in accomplishing the ob$ectives which are similar to those of theprospective employer.

0.1id "ou ever *ire an"one+ I* so6 w!at were t!e reasons and !ow did "ou !andle

it+

If you haven t, say so, but add that you could do it, if necessary.

0;.W!at is t!e #ost #one" "ou ever aounted *or+ (argest -udget res$onsi-ilit"+

Refer to accomplishments. If you haven t had budget responsibility, say so, but refer to an

accomplishment that demonstrates the same skill.

0


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mesh with the hiring company goals.

0=.W!at $osition do "ou e$et to !ave in two "ears+

Must say you wish to e0ceed ob$ectives so well that you will be on a promotable track.

2>.W!" s!ould we !ire "ou+#his may sound suspicious, negative, or $ust plain harsh. &ctually, its a call for help. #he

employer wants you to help himher hire you. 3eep your response brief. Recap any $ob

re%uirements the interviewer may have mentioned earlier in the interview, then, point by

point, match your skills, abilities and %ualifications to those items. Relate a past e0perience

which represents success in achieving ob$ectives which may be similar to those of theprospective employer.

2,.Bou #a" -e over%Cuali*ied or too e$eriened *or t!e $osition we !ave to o**er.

& strong company needs a strong person.- &n employer will get faster return on investment

because you have more e0perience than re%uired.

20.W!" !avenDt "ou *ound a new $osition -e*ore now+

(inding the right $ob takes time. I m not looking for $ust any $ob.-

22.I* "ou ould start again6 w!at would "ou do di**erentl"+

No need to be selfFrevealing. ?indsight is 2828P everyone would make some changes, butI ve learned and grown from all my decisions.-

25.How #u! do "ou e$et i* we o**er t!is $osition to "ou+

*e careful. If you don t know the market value, return the %uestion by saying that you woulde0pect a fair salar y based on the $ob responsibilities, your e0perience and skills and the

market value of the $ob. E0press your interest in the $ob because it fits your career goalsReceptive to a r easonable and competitive offer don t talk s. It s always best to put of f

discussing salar y and let 11R areer handle that. &N:HER I m open to a competitive offer.

I d prefer to discuss the opportunity and allow my recruiter to handle any salary %uestions.

HR QUESTIONS % III

Review these typical interview %uestions and think about how you would answer them. Read the

%uestions listedP you will also find some strategy suggestions with it.

,. Tell #e a-out "oursel* +

#he most often asked %uestion in interviews. )ou need to have a short statement prepared in

your mind. *e careful that it does not sound rehearsed. Bimit it to workFrelated items unlessinstructed otherwise. #alk about things you have done and $obs you have held that relate to the

position you are interviewing for. :tart with the item farthest back and work up to the present.


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0. 1o "ou onsider "oursel* suess*ul+

)ou should always answer yes and briefly e0plain why. & good e0planation is that you have set

goals, and you have met some and are on track to achieve the others.

2. W!at do "ou 3now a-out t!is organi4ation+

#his %uestion is one reason to do some research on the organi!ation before the interview. (indout where they have been and where they are going. Hhat are the current issues and who are the

ma$or players

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