Interview Questions for Engg Students

8/17/2019 Interview Questions for Engg Students

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General Guidelines

in Answering Interview Questions

Everyone is nervous on interviews. If you simply allow yourself 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, anddon't be afraid to include your own thoughts and words. #o help you remember key concepts, $otdown and review a few key words for each answer. Rehearse your answers fre%uently, and theywill come to you naturally 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. You must sell what

the buyer is buying . #o do that, before you know what to emphasi!e in your answers, you mustfind out what the buyer is buying... what he is looking for. &nd the best way to do that is to ask afew %uestions yourself.

)ou will see how to bring this off skillfully as you read the first two %uestions of this report. *utregardless of how you accomplish it, you must remember this strategy above all before blurting

out your ualifications! you must get some idea of what the emloyer wants most . +nce you knowwhat 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 onevents and situations you would normally regard as negative. #his is not meant to turn you into a1ollyanna, 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 willdramatically 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 havegone 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.

About the 27 questions...

)ou might feel that the answers to the following %uestions are canned-, and that they willseldom match up with the e0act way you are asked the %uestions in actual interviews. #he%uestions and answers are designed to be as specific and realistic as possible. *ut no preparationcan anticipate thousands of possible variations on these %uestions. 7hat's important is that youthoroughly familiari!e yourself with the main strategies behind each answer. &nd it will beinvaluable to you if you commit to memory a few key words that let you instantly call to mindyour best answer to the various %uestions. If you do this, and follow the principles of successfulinterviewing presented here, you're going to do very well.

8ood luck...and good $ob9hunting:



Question 1 Tell me about yourself.

TRAPS *eware; about <=6 of all interviews begin with this innocent- %uestion. >anycandidates, unprepared for the %uestion, skewer themselves by rambling, recapping their lifestory, delving into ancient work history or personal matters.

BEST AS!ER" ?tart with the present and tell why you are well %ualified for the position.Remember that the key to all9successful interviewing is to match your %ualifications to what theinterviewer is looking for. In other words you must sell what the buyer is buying. This is the

single most imortant 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 erson$s wants andneeds 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 youabout, 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 this positionA &ll I know is what I heard from the recruiter, read in the classified ad, etc./-

#hen, %&'%YS follow(u with a second and ossibly! third uestion, to draw out his needs evenmore. ?urprisingly, it's usually this second or third %uestion that unearths what the interviewer ismost looking for.

)ou might ask simply, &nd in addition to thatA... or, Is there anything else you see as essentialto success in this positionA

#his process will not feel easy or natural at first, because it is easier simply to answer %uestions, but only if you uncover the employer's wants and needs will your answers make the most sense.1ractice asking these key %uestions before giving your answers, the process will feel more naturaland you will be light years ahead of the other #ob candidates you$re cometing with.

&fter uncovering what the employer is looking for, describe why the needs of this $ob bearstriking parallels to tasks you've succeeded at before. *e sure to illustrate with specific e0amplesof your responsibilities and especially your achievements, all of which are geared to presentyourself as a perfect match for the needs he has $ust described.



Question 2 'hat are your greatest strengths)

TRAPS" #his %uestion seems like a softball lob, but be prepared. )ou don't want to come acrossas egotistical or arrogant. Neither is this a time to be humble.

BEST AS!ER" )ou know that your key strategy is to first uncover your interviewer's greatestwants and needs before you answer %uestions. &nd from Buestion @, you know how to do this.

1rior to any interview, you should have a list mentally prepared of your greatest strengths. )oushould also have, a specific e0ample or two, which illustrates each strength, an e0ample chosenfrom your most recent and most impressive achievements.

)ou should, have this list of your greatest strengths and corresponding e0amples from yourachievements so well committed to memory that you can recite them cold after being shakenawake at 2C=&>.

#hen, once you uncover your interviewer's greatest wants and needs, you can choose those

achievements from your list that best match up.

&s a general guideline, the @= most desirable traits that all employers love to see in theiremployees are

*. & proven track record as an achiever...esecially if your achievements match u with

the emloyer$s greatest wants and needs.

+. Intelligence...management savvy.

,. Donesty...integrity...a decent human being.

-. 8ood fit with corporate culture...someone to feel comfortable with...a team player

who meshes well with interviewer's team.

. ikeability...positive attitude...sense of humor.

/. 8ood communication skills.

0. edication...willingness to walk the e0tra mile to achieve e0cellence.

1. efiniteness of purpose...clear goals.

2. Enthusiasm...high level of motivation.

*3. Fonfident...healthy...a leader.



Question 3 'hat are your greatest wea4nesses)

TRAPS *eware 9 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.

PASSAB#E AS!ER" isguise a strength as a weakness.

Examle5 I sometimes push my people too hard. I like to work with a sense of urgency andeveryone is not always on the same wavelength.-

6rawbac45 #his strategy is better than admitting a flaw, but it's so widely used, it is transparentto any e0perienced interviewer.

BEST AS!ER and another reason it's so important to get a thorough description of yourinterviewer's needs before you answer %uestions/ &ssure the interviewer that you can think ofnothing that would stand in the way of your performing in this position with e0cellence. #hen,%uickly review you strongest %ualifications.

Examle5 Nobody's perfect, but based on what you've told me about this position, I believe I' dmake an outstanding match. I know that when I hire people, I look for two things most of all. othey have the ualifications to do the $ob well, and the motivation to do it wellA Everything inmy 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 asmall 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 perfectfit/Instead of confessing a weakness, describe what you li4e most and li4e least , making sure thatwhat you like most matches up with the most important %ualification for success in the position,

and what you like least is not essential.

Examle5 et's say you're applying for a teaching position. If given a choice, I like to spend asmuch time as possible in front of my prospects selling, as opposed to shuffling paperwork back atthe office. +f course, I long ago learned the importance of filing paperwork properly, and I do itconscientiously. *ut what I really love to do is sell if your interviewer were a sales manager, thisshould be music to his ears./

Question 4 Tell me about something you did 7 or failed to do 7 that you now feel a little

ashamed of.

TRAPS" #here are some %uestions your interviewer has no business asking, and this is one. *ut

while you may feel like answering, none of your business!8 naturally you canGt. ?omeinterviewers ask this %uestion on the chance you admit to something, but if not, at least theyGll seehow 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 suchanswers can be disastrous.



BEST AS!ER" &s with faults and weaknesses, never confess a regret. *ut donGt seem as ifyouGre stonewalling either.

9est strategy5 ?ay you harbor no regrets, then add a principle or habit you practice regularly forhealthy human relations.

Examle5 1ause for reflection, as if the %uestion never occurred to you. #hen say, )ou know, Ireally canGt think of anything.- 1ause again, then add/ I would add that as a generalmanagement principle, IGve found that the best way to avoid regrets is to avoid causing them inthe first place. I practice one habit that helps me a great deal in this regard. &t the end of eachday, I mentally review the dayGs events and conversations to take a second look at the people anddevelopments IGm involved with and do a doublecheck of what theyGre likely to be feeling.?ometimes IGll see things that do need more follow9up, whether a pat on the back, or maybe afive minute chat in someoneGs office to make sure weGre clear on thingsHwhatever.-

I also like to make each person feel like a member of an elite team, like the *oston Feltics or &akers in their prime. IGve found that if you let each team member know you e0pect e0cellencein their performanceHif you work hard to set an e0ample yourselfHand if you let people knowyou appreciate and respect their feelings, you wind up with a highly motivated group, a teamthatGs having fun at work because theyGre striving for e0cellence rather than brooding over slightsor regrets.-

Question 5 The :Silent Treatment8

TRAPS" 9eware if you are unprepared for this %uestion, you will probably not handle it rightand possibly blow the interview. #hank goodness most interviewers donGt employ it. ItGsnormally used by those determined to see how you respond under stress. DereGs how it works

)ou answer an interviewerGs %uestion and then, instead of asking another, he $ust stares at you in

a deafening silence.

)ou wait, growing a bit uneasy, and there he sits, silent as >t. Rushmore, as if he doesnGt believewhat youGve $ust said, or perhaps making you feel that youGve unwittingly violated some cardinalrule of interview eti%uette.

7hen you get this silent treatment after answering a particularly difficult %uestion , such as tellme about your weaknesses-, its intimidating effect can be most dis%uieting, even to polished $obhunters.

>ost unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortablesilences as an invitation to clear up the previous answer which has obviously caused some

problem. &nd thatGs what they do ramble on, sputtering more and more information, sometimesirrelevant and often damaging, because they are suddenly playing the role of someone whoGsgoofed and is now trying to recoup. *ut since the candidate doesnGt know where or how hegoofed, he $ust keeps talking, showing how flustered and confused he is by the interviewerGsunmovable silence.

BEST AS!ER" ike a primitive tribal mask, the ?ilent #reatment loses all it power to frightenyou once you refuse to be intimidated. If your interviewer pulls it, keep %uiet yourself for a while



and then ask, with sincere politeness and not a trace of sarcasm, :;s there anything else ; can fill

in on that oint)8 #hatGs all there is to it.

7hatever you do, donGt let the ?ilent #reatment intimidate you into talking a blue streak, becauseyou could easily talk yourself out of the position.

Question 6 'hy should ; hire you)

TRAPS" *elieve it or not, this is a killer %uestion because so many candidates are unpreparedfor it. If you stammer or adlib youGve blown it.

BEST AS!ER" *y now you can see how critical it is to apply the overall strategy ofuncovering the employerGs needs before you answer %uestions. If you know the employerGsgreatest needs and desires, this %uestion will give you a big leg up over other candidates becauseyou will give him better reasons for hiring you than anyone else is likely toHreasons tied directlyto his needs.

7hether your interviewer asks you this %uestion exlicitly or not, this is the most important%uestion of your interview because he must answer this %uestion favorably in is own mind beforeyou will be hired. So hel him out< 7alk through each of the positionGs re%uirements as youunderstand them, and follow each with a reason why you meet that re%uirement so well.

Examle5 &s I understand your needs, you are first and foremost looking for someone who canmanage the sales and marketing of your book publishing division. &s youGve said you needsomeone with a strong background in trade book sales. #his is where IGve spent almost all of mycareer, so IGve chalked up @< years of e0perience e0actly in this area. I believe that I know theright 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, myinnovative promotional ideas doubled, then tripled, the number of outlets selling our books. IGmconfident 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 knowshow to sell in space and direct mail media. Dere, too, I believe I have e0actly the e0perience youneed. In the last five years, IGve increased our mail order book sales from JK==,=== toJ2,<==,===, and now weGre the countryGs 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 touchdownthat runs up your score. I# is your best opportunity to outsell your competition.

Question 7 %ren=t you overualified for this osition)

TRAPS" #he employer may be concerned that youGll grow dissatisfied and leave.

BEST AS!ER" &s with any ob$ection, donGt view this as a sign of imminent defeat. ItGs aninvitation to teach the interviewer a new way to think about this situation, seeing advantagesinstead of drawbacks.



Examle5 I recogni!e the $ob market for what it is a marketplace. ike any marketplace, itGssub$ect to the laws of supply and demand. ?o Lover%ualifiedG can be a relative term, dependingon how tight the $ob market is. &nd right now, itGs 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 MMMMMMMMMMMMMMMM , I could start to contributeright away, perhaps much faster than someone whoGd have to be brought along more slowly.-

#hereGs also the value of all the training and years of e0perience that other companies haveinvested tens of thousands of dollars to give me. )ouGd be getting all the value of that withouthaving to pay an e0tra dime for it. 7ith someone who has yet to ac%uire that e0perience, heGdhave to gain it on your nic4el.-

I could also help you in many things they donGt teach at the Darvard *usiness ?chool. (ore0ampleHhow to hire, train, motivate, etc./ 7hen it comes to knowing how to work well with people and getting the most out of them, thereGs $ust no substitute for what you learn over manyyears of front9line 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,very much, and the position you have here is e0actly what I love to do and am best at. IGll behappy doing this work and thatGs what matters most to me, a lot more that money or title.-

>ost important, IGm looking to make a long term commitment in my career now. IGve hadenough of $ob9hunting 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, IGll find many other ways to help this company and in so doing, help myself. I really amlooking to make a long9term commitment.-

N+#E #he main concern behind the over%ualified- %uestion is that you will leave your newemployer 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 youGre looking to stay for thelong9term will help you overcome this ob$ection.

Question 8 'here do you see yourself five years from now)

TRAPS" +ne reason interviewers ask this %uestion is to see if youGre 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 youGre too specific, i.e., naming the promotions you someday hope to win, youGll sound

presumptuous. If youGre too vague, youGll seem rudderless.

BEST AS!ER" Reassure your interviewer that youGre looking to make a long9termcommitmentHthat this position entails e0actly what youGre looking to do and what you doe0tremely well. &s for your future, you believe that if you perform each $ob at hand withe0cellence, future opportunities will take care of themselves.



Examle5 I am definitely interested in making a long9term commitment to my ne0t position.udging by what youGve told me about this position, itGs e0actly what IGm looking for and what Iam very well %ualified to do. In terms of my future career path, IGm confident that if I do mywork with e0cellence, opportunities will inevitable open up for me. ItGs always been that way inmy career, and IGm confident IGll have similar opportunities here.-

Question 9 6escribe your ideal comany! location and #ob.

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

BEST AS!ER" #he only right answer is to describe what this company is offering, being sureto make your answer believable with specific reasons, stated with sincerity, why each %ualityrepresented by this opportunity is attractive to you.

Remember that if youGre coming from a company thatGs the leader in its field or from a glamorousor much admired company, industry, city or position, your interviewer and his company may wellhave an &vis- comple0. #hat is, they may feel a bit defensive about being second best- to the place youGre coming from, worried that you may consider them bush league.

#his an0iety could well be there even though youGve done nothing to inspire it. )ou must go outof your way to assuage such an0iety, even if itGs not e0pressed, by putting their virtues high onthe list of e0actly what youGre 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 interviewersuspecting that a hot shot like you, coming from a (ortune 5== company in New )ork, $ust

wouldnGt be happy at an unknown manufacturer based in #opeka, 3ansas.

Question 1 'hy do you want to wor4 at our comany)

TRAPS" #his %uestion tests whether youGve done any homework about the firm. If you havenGt,you lose. If you have, you win big.

BEST AS!ER" #his %uestion is your opportunity to hit the ball out of the park, thanks to thein9depth 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.

Question 11 'hat are your career otions right now)

TRAPS" #he interviewer is trying to find out, :>ow deserate are you)8

BEST AS!ER" 1repare for this %uestion by thinking of how you can position yourself as adesired commodity. If you are still working, describe the possibilities at your present firm and



why, though youGre greatly appreciated there, youGre looking for something more challenge,money, responsibility, etc./. &lso mention that youGre seriously e0ploring opportunities with oneor two other firms.

If youGre not working, you can talk about other employment possibilities youGre actuallye0ploring. *ut do this with a light touch, speaking only in general terms. )ou donGt want to seem

manipulative or coy.

Question 13 'hat good boo4s have you read lately)

TRAPS" &s in all matters of your interview, never fake familiarity you donGt have. )et youdonGt want to seem like a dullard who hasnGt read a book since Tom Sawyer.

BEST AS!ER" "nless youGre up for a position in academia or as book critic for The ?ew

Yor4 Times, youGre not e0pected to be a literary lion. *ut it wouldnGt hurt to have read a handfulof the most recent and influential books in your profession and on management.

Fonsider it part of the work of your $ob search to read up on a few of these leading books. *utmake sure they are uality books that reflect favorably upon you, nothing that could evenremotely be considered superficial. (inally, add a recently published bestselling work of fiction by a world9class author and youGll pass this %uestion with flying colors.

Question 14 'hat are your outside interests)

TRAPS" )ou want to be a well9rounded, not a drone. *ut your potential employer would beeven more turned off if he suspects that your heavy e0tracurricular load will interfere with yourcommitment to your work duties.

BEST AS!ERS" #ry to gauge how this companyGs 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 youGreover 5=, for e0ample, describe your activities that demonstrate physical stamina. If youGre young,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 for him, not yourfamily, yourself or outside organi!ations, no matter how admirable those activities may be.

Question 15 The :Fatal Flaw8 uestion

TRAPS" If an interviewer has read your resume carefully, he may try to !ero in on a fatal flaw-of your candidacy, perhaps that you donGt have a college degreeHyouGve been out of the $obmarket for some timeHyou never earned your F1&, etc.

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



BEST AS!ERS" &s every master salesperson knows, you will encounter ob$ections whetherstated or merely thought/ in every sale. #heyGre part and parcel of the buyerGs an0iety. #he key isnot to exacerbate the buyerGs an0iety but diminish it. DereGs howH

7henever you come up against a fatal flaw %uestion

@. *e completely honest, open and straightforward about admitting the shortcoming.?howing you have nothing to hide diminishes the buyerGs an0iety./

2. o not apologi!e or try to e0plain it away. )ou know that this supposed flaw isnothing to be concerned about, and this is the attitude you want your interviewer toadopt as well.

C. &dd that as desirable as such a %ualification might be, its lack has made you work allthe harder throughout your career and has not prevented you from compiling anoutstanding 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 revent them from arising in thefirst place. )ou will do that by following the master strategy described in Buestion @, i.e.,uncovering the employers needs and them matching your %ualifications to those needs.

+nce youGve gotten the employer to start talking about his most urgently9felt wants and goals forthe position, and then help him see in step9by9step fashion how perfectly your background andachievements match up with those needs, youGre going to have one very enthusiastic intervieweron your hands, one who is no longer looking for fatal flaws-.

Question 16 @an you wor4 under ressure)

TRAPS" &n easy %uestion, but you want to make your answer believable.

BEST AS!ER" &bsolutelyHthen prove it with a vivid e0ample or two of a goal or pro$ectaccomplished under severe pressure./

Question 17 'ho has insired you in your life and why)

TRAPS" #he two traps here are unpreparedness and irrelevance. If you grope for an answer, itseems youGve never been inspired. If you ramble about your high school basketball coach,youGve wasted an opportunity to present %ualities of great value to the company.

BEST AS!ER" Dave a few heroes in mind, from your mental *oard of irectors- eadersin your industry, from history or anyone else who has been your mentor.

*e prepared to give e0amples of how their words, actions or teachings have helped inspire yourachievements. &s always, prepare an answer which highlights %ualities that would be highlyvaluable in the position you are seeking.



Question 18 'hat was the toughest decision you ever had to ma4e)

TRAPS" 8iving an unprepared or irrelevant answer.

BEST AS!ER" *e prepared with a good e0ample, e0plaining why the decision wasdifficultHthe process you followed in reaching itHthe courageous or effective way you carried itoutHand the beneficial results.

Question 19 'hat changes would you ma4e if you came on board)

TRAPS" 7atch out: #his %uestion can derail your candidacy faster than a bomb on the tracks and #ust as you are about to be hired.

Aeason5 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 operationGs strengths, weaknesses key people, financialcondition, methods of operation, etc. If you lunge at this temptingly baited %uestion, you will probably be seen as someone who shoots from the hip.

>oreover, no matter how comfortable you may feel with your interviewer, you are still anoutsider. No one, including your interviewer, likes to think that a know9it9all outsider is going tocome in, turn the place upside down and with sweeping, grand gestures, promptly demonstratewhat $erks everybodyGs been for years.

BEST AS!ER" )ou, of course, will want to take a good hard look at everything the companyis doing before making any recommendations.

Examle5 7ell, I wouldnGt be a very good doctor if I gave my diagnosis before the e0amination.?hould you hire me, as I hope you will, IGd want to take a good hard look at everything youGredoing and understand why itGs being done that way. IGd like to have in9depth meetings with you

and the other key people to get a deeper grasp of what you feel youGre doing right and what could be improved.

(rom what youGve told me so far, the areas of greatest concern to you areH- name them. #hendo 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/.

Question 2 ;=m concerned that you don=t have as much exerience as we=d li4e inB

TRAPS" #his could be a make9or9break %uestion. #he interviewer mostly likes what he sees, buthas doubts over one key area. If you can assure him on this point, the $ob may be yours.

BEST AS!ER" #his %uestion is related to #he (atal (law- Buestion @</, but here theconcern is not that you are totally missing some %ualifications, such as F1& certification, butrather that your e0perience is light in one area.

*efore going into any interview, try to identify the weakest aspects of your candidacy from thiscompanyGs point of view. #hen prepare the best answer you possible can to shore up yourdefenses.



#o get past this %uestion with flying colors, you are going to rely on your master strategy ofuncovering the emloyer=s greatest wants and needs and then matching them with your strengths. ?ince you already know how to do this from Buestion @, you are in a much stronger position.

>ore specifically, when the interviewer poses as ob$ection like this, you shouldH

@. &gree on the importance of this %ualification.2. E0plain that your strength may be indeed be greater than your resume indicates

becauseH

C. 7hen this strength is added to your other strengths, itGs really your combination of%ualifications thatGs most important.

#hen review the areas of your greatest strengths that match up most favorably with the companyGsmost urgently9felt wants and needs.

#his is powerful way to handle this %uestion for two reasons. (irst, youGre giving your

interviewer more ammunition in the area of his concern. *ut more importantly, youGre shiftinghis focus away from this one, isolated area and putting it on the uniue combination of strengthsyou offer, strengths which tie in perfectly with his greatest wants.

Question 21 >ow do you feel about wor4ing nights and wee4ends)

TRAPS" *lurt out no way, ose- and you can kiss the $ob offer goodbye. *ut what if you havea family and want to work a reasonably normal scheduleA Is there a way to get both the $ob andthe schedule you wantA

BEST AS!ER" (irst, if youGre a confirmed workaholic, this %uestion is a softball lob. 7hack it out of the park on the first swing by saying this kind of schedule is $ust your style. &dd that

your family understands it. Indeed, theyGre happy for you, as they know you get your greatestsatisfaction from your work.

If however, you prefer a more balanced lifestyle, answer this %uestion with another 'hat=s the

norm for your best eole here)-

If the hours still sound unrealistic for you, ask, o you have any top people who performe0ceptionally for you, but who also have families and like to get home in time to see them atnightA- Fhances are this company does, and this associates you with this other top9performers9who9leave9not9later9than9si0- group.

epending on the answer, be honest about how you would fit into the picture. If all those e0tra

hours make you uncomfortable, say so, but phrase your response positively.

Examle5 I love my work and do it e0ceptionally well. I think the results speak for themselves,especially in Hmention your two or three %ualifications of greater interest to the employer.Remember, this is what he wants most, not a workaholic with wea4 credentials/. Not only wouldI bring these %ualities, but IGve built my whole career on working not $ust hard, but smart. I think youGll find me one of the most roductive people here.



I do have a family who likes to see me after work and on weekends. #hey add balance andrichness to my life, which in turn helps me be happy and productive at work. If I could handlesome of the e0tra work at home in the evenings or on weekends, that would be ideal. )ouGd begetting a person of e0ceptional productivity who meets your needs with strong credentials. &ndIGd be able to handle some of the heavy workload at home where I can be under the same roof asmy family. Everybody would win.-

Question 22 %re you willing to relocate or travel)

TRAPS" &nswer with a flat no- and you may slam the door shut on this opportunity. *ut whatif youGd really prefer not to relocate or travel, yet wouldnGt want to lose the $ob offer over itA

BEST AS!ER" (irst find out where you may have to relocate and how much travel may beinvolved. #hen respond to the %uestion.

If thereGs no problem, say so enthusiastically.

If you do have a reservation, there are two schools of thought on how to handle it.

+ne advises you to keep your options open and your reservations to yourself in the early going, by saying, no problem-. )ou strategy here is to get the best offer you can, then make a $udgmentwhether itGs worth it to you to relocate or travel.

&lso, by the time the offer comes through, you may have other offers and can make a moreinformed decision. 7hy kill of this opportunity before it has chance to blossom into somethingreally specialA &nd if youGre a little more desperate three months from now, you might wish youhadnGt slammed the door on relocating or traveling.

#he second way to handle this %uestion is to voice a reservation, but assert that youGd be open to

relocating or traveling/ for the right opportunity.

#he answering strategy you choose depends on how eager you are for the $ob. If you want to takeno chances, choose the first approach.

If you want to play a little harder9to9get in hopes of generating a more enticing offer, choose thesecond.

Question 23 'here could you use some imrovement)

TRAPS" &nother tricky way to get you to admit weaknesses. onGt fall for it.

BEST AS!ER" 3eep this answer, like all your answers, positive. & good way to answer this%uestion is to identify a cutting9edge branch of your profession one thatGs not essential to youremployerGs needs/ as an area youGre very e0cited about and want to e0plore more fully over thene0t si0 months.



Question 24 'hat was the toughest challenge you=ve ever faced)

TRAPS" *eing unprepared or citing an e0ample from so early in your life that it doesnGt scoremany points for you at this stage of your career.

BEST AS!ER" #his is an easy %uestion if youGre prepared. Dave a recent e0ample ready thatdemonstrates either

@. & %uality most important to the $ob at hand; or 2. & %uality that is always in demand, such as leadership, initiative, managerial skill,

persuasiveness, courage, persistence, intelligence, etc.

Question 25 >ave you consider starting your own business)

TRAPS" If you say yes- and elaborate enthusiastically, you could be perceived as a loosecannon in a larger company, too entrepreneurial to make a good team playerHor someone whohad to settle for the corporate life because you couldnGt make a go of your own business.

&lso too much enthusiasm in answering yes- could rouse the paranoia of a small companyindicating that you may plan to go out on your own soon, perhaps taking some key accounts ortrade secrets with you.

+n the other hand, if you answer no, never- you could be perceived as a security9minded dronewho never dreamed a big dream.

BEST AS!ER" &gain itGs best to

@. 8auge this companyGs corporate culture before answering andH2. *e honest which doesnGt mean you have to vividly share your fantasy of the franchise or

bed9and9breakfast you someday plan to open/.

In general, if the corporate culture is that of a large, formal, military9style structure, minimi!e anyindication that youGd love to have your own business. )ou might say, +h, I may have given it athought once or twice, but my whole career has been in larger organi!ations. #hatGs where I havee0celled and where I want to be.-

If the corporate culture is closer to the free9wheeling, everybodyGs9a9deal9maker variety, then

emphasi!e that in a firm like this, you can virtually get the best of all worlds, the e0citement ofseeing your own ideas and plans take shapeHcombined with the resources and stability of a well9established organi!ation. ?ounds like the perfect environment to you.

In any case, no matter what the corporate culture, be sure to indicate that any desires aboutrunning your own show are part of your ast , not your present or future.



#he last thing you want to pro$ect is an image of either a dreamer who failed and is now settlingfor the corporate cocoonHor the restless maverick who will fly out the door with key accounts,contacts and trade secrets under his arms $ust as soon as his bankroll has gotten rebuilt.

&lways remember >atch what you want with what the position offers. #he more informationyouGve uncovered about the position, the more believable you can make your case.

Question 26 'hat are your goals)

TRAPS" Not having anyHor having only vague generalities, not highly secific goals.

BEST AS!ER" >any e0ecutives in a position to hire you are strong believers in goal9setting.ItGs one of the reason theyGve achieved so much/. #hey like to hire in kind.

If youGre vague about your career and personal goals, it could be a big turnoff to may people youwill encounter in your $ob search.

*e ready to discuss your goals for each ma$or area of your life career, personal development andlearning, family, physical health/, community service and if your interviewer is clearly areligious person/ you could briefly and generally allude to your spiritual goals showing you are awell9rounded individual with your values in the right order/.

*e prepared to describe each goal in terms of specific milestones you wish to accomplish alongthe way, time periods youGre allotting for accomplishment, why the goal is important to you, andthe specific steps youGre taking to bring it about. *ut do this concisely, as you never want to talkmore than two minutes straight before letting your interviewer back into the conversation.

Question 27 >ow do you define successBand how do you measure u to your own

definition)

TRAPS" ?eems like an obvious enough %uestion. )et many e0ecutives, unprepared for it,fumble the ball.

BEST AS!ER" 8ive a well9accepted definition of success that leads right into your ownstellar collection of achievements.

Examle5 #he best definition IGve come across is that success is the progressive reali!ation of aworthy goal.-

&s to how I would measure up to that definition, I would consider myself both successful andfortunateH-#hen summari!e your career goals and how your achievements have indeed

represented a progressive path toward reali!ation of your goals./

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Interview Questions for Engg Students