Top 25 Question

8/8/2019 Top 25 Question

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1. Tell me about yourself.

Since this is often the opening question in an interview, be extracareful that you don't runoff at the mouth. Keep your answer to a minute or two at most. Cover four topics: earlyyears, education, wor history, and recent career experience. !mphasi"e this last sub#ect.

$emember that this is li ely to be a warm%up question. &on't waste your best points on it.

2. What do you know about our organization?

ou should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. (ut don't act as if you

now everything about the place. )et your answer show that you have ta en the time todo some research, but don't overwhelm the interviewer, and ma e it clear that you wish tolearn more.

ou might start your answer in this manner: *+n my #ob search, +'ve investigated a

number of companies.

ours is one of the few that interests me, for these reasons...*

ive your answer a positive tone. &on't say, *-ell, everyone tells me that you're in allsorts of trouble, and that's why +'m here*, even if that is why you're there.

3. Why do you want to work for us?

he deadliest answer you can give is *(ecause + li e people.* -hat else would you li e%animals/

0ere, and throughout the interview, a good answer comes from having done yourhomewor so that you can spea in terms of the company's needs. ou might say thatyour research has shown that the company is doing things you would li e to be involvedwith, and that it's doing them in ways that greatly interest you. 1or example, if theorgani"ation is nown for strong management, your answer should mention that fact andshow that you would li e to be a part of that team. +f the company places a great deal ofemphasis on research and development, emphasi"e the fact that you want to create newthings and that you now this is a place in which such activity is encouraged. +f theorgani"ation stresses financial controls, your answer should mention a reverence fornumbers.

+f you feel that you have to concoct an answer to this question % if, for example, thecompany stresses research, and you feel that you should mention it even though it reallydoesn't interest you% then you probably should not be ta ing that interview, because you

probably shouldn't be considering a #ob with that organi"ation.

our homewor should include learning enough about the company to avoid approaching places where you wouldn't be able %or wouldn't want% to function. Since most of us are


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poor liars, it's difficult to con anyone in an interview. (ut even if you should succeed atit, your pri"e is a #ob you don't really want.

4. What can you do for us that someone else can't?

0ere you have every right, and perhaps an obligation, to toot your own horn and be a bitegotistical. al about your record of getting things done, and mention specifics fromyour resume or list of career accomplishments. Say that your s ills and interests,combined with this history of getting results, ma e you valuable. 2ention your ability toset priorities, identify problems, and use your experience and energy to solve them.

. What do you find most attracti!e about this "osition? What seems leastattracti!e about it?

)ist three or four attractive factors of the #ob, and mention a single, minor, unattractiveitem.

#. Why should we hire you?

Create your answer by thin ing in terms of your ability, your experience, and yourenergy. 3See question 4.5

$. What do you look for in a %ob?

Keep your answer oriented to opportunities at this organi"ation. al about your desire to perform and be recogni"ed for your contributions. 2a e your answer oriented towardopportunity rather than personal security.

&. lease gi!e me your defintion of (the "osition for which you are beinginter!iewed).

Keep your answer brief and tas oriented. hin in in terms of responsibilities andaccountability. 2a e sure that you really do understand what the position involves beforeyou attempt an answer. +f you are not certain. as the interviewer6 he or she may answerthe question for you.

*. +ow long would it take you to make a meaningful contribution to our

firm?(e realistic. Say that, while you would expect to meet pressing demands and pull yourown weight from the first day, it might ta e six months to a year before you could expectto now the organi"ation and its needs well enough to ma e a ma#or contribution.

1,. +ow long would you stay with us?


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Say that you are interested in a career with the organi"ation, but admit that you wouldhave to continue to feel challenged to remain with any organi"ation. hin in terms of,*7s long as we both feel achievement%oriented.*

11. -our resume suggests that you may be o!er /ualified or too

e0"erienced for this "osition. What's -our o"inion?

!mphasi"e your interest in establishing a long%term association with the organi"ation, andsay that you assume that if you perform well in his #ob, new opportunities will open upfor you. 2ention that a strong company needs a strong staff. 8bserve that experiencedexecutives are always at a premium. Suggest that since you are so wellqualified, theemployer will get a fast return on his investment. Say that a growing, energetic companycan never have too much talent.

12. What is your management style?

ou should now enough about the company's style to now that your management stylewill complement it. 9ossible styles include: tas oriented 3+'ll en#oy problem%solvingidentifying what's wrong, choosing a solution and implementing it*5, results%oriented3*!very management decision + ma e is determined by how it will affect the bottomline*5, or even paternalistic 3*+'m committed to ta ing care of my subordinates and

pointing them in the right direction*5.

7 participative style is currently quite popular: an open%door method of managing inwhich you get things done by motivating people and delegating responsibility.

7s you consider this question, thin about whether your style will let you wor hatppily

and effectively within the organi"ation.

13. re you a good manager? an you gi!e me some e0am"les? o you feelthat you ha!e to" managerial "otential?

Keep your answer achievementand as %oriented. $ely on examples from your career to buttress your argument. Stress your experience and your energy.

14. What do you look for when -ou hire "eo"le?

hin in terms of s ills. initiative, and the adaptability to be able to wor comfortablyand effectively with others. 2ention that you li e to hire people who appear capable ofmoving up in the organi"ation.

1 . +a!e you e!er had to fire "eo"le? What were the reasons and how didyou handle the situation?


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7dmit that the situation was not easy, but say that it wor ed out well, both for thecompany and, you thin , for the individual. Show that, li e anyone else, you don't en#oyunpleasant tas s but that you can resolve them efficiently and %in the case of firingsomeone% humanely.

1#. What do you think is the most difficult thing about being a manager ore0ecuti!e?

2ention planning, execution, and cost%control. he most difficult tas is to motivate andmanage employess to get something planned and completed on time and within the

budget.

1$. What im"ortant trends do you see in our industry?

(e prepared with two or three trends that illustrate how well you understand yourindustry. ou might consider technological challenges or opportunities, economicconditions, or even regulatory demands as you collect your thoughts about the directionin which your business is heading.

1&. Why are you lea!ing 5did you lea!e6 your "resent 5last6 %ob?

(e brief, to the point, and as honest as you can without hurting yourself. $efer bac to the planning phase of your #ob search. where you considered this topic as you set yourreference statements. +f you were laid off in an across%the%board cutbac , say so6otherwise, indicate that the move was your decision, the result of your action. &o notmention personality conflicts.

he interviewer may spend some time probing you on this issue, particularly if it is clearthat you were terminated. he *-e agreed to disagree* approach may be useful.$emember hat your references are li ely to be chec ed, so don't concoct a story for aninterview.

1*. +ow do you feel about lea!ing all your benefits to find a new %ob?

2ention that you are concerned, naturally, but not panic ed. ou are willing to acceptsome ris to find the right #ob for yourself. &on't suggest that security might interest youmore than getting the #ob done successfully.

2,. 7n your current 5last6 "osition what features do 5did6 you like themost? The least?

(e careful and be positive. &escribe more features that you li ed than disli ed. &on't cite personality problems. +f you ma e your last #ob sound terrible, an interviewer maywonder why you remained there until now.


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21. What do you think of your boss?

(e as positive as you can. 7 potential boss is li ely to wonder if you might tal abouthim in similar terms at some point in the future.

22. Why aren't you earning more at your age?

Say that this is one reason that you are conducting this #ob search. &on't be defensive.

23. What do you feel this "osition should "ay?

Salary is a delicate topic. -e suggest that you defer tying yourself to a precise figure foras long as you can do so politely. ou might say, *+ understand that the range for this #obis between ;;;;;; and ;;;;;;. hat seems appropriate for the #ob as + understand it.*

ou might answer the question with a question: *9erhaps you can help me on this one.Can you tell me if there is a range for similar #obs in the organi"ation/*

+f you are as ed the question during an initial screening interview, you might say that youfeel you need to now more about the position's responsibilities before you could give ameaningful answer to that question. 0ere, too, either by as ing the interviewer or searchexecutive 3if one is involved5, or in research done as part of your homewor , you can tryto find out whether there is a salary grade attached to the #ob. +f there is, and if you canlive with it, say that the range seems right to you.

+f the interviewer continues to probe, you might say, * ou now that +'m ma ing;;;;;; now. )i e everyone else, +'d li e to improve on that figure, but my ma#or

interest is with the #ob itself.* $emember that the act of ta ing a new #ob does not, in and

of itself, ma e you worth more money.

+f a search firm is involved, your contact there may be able to help with the salaryquestion. 0e or she may even be able to run interference for you. +f, for instance, he tellsyou what the position pays, and you tell him that you are earning that amount now andwould )i e to do a bit better, he might go bac to the employer and propose that you beoffered an additional .

+f no price range is attached to the #ob, and the interviewer continues to press the sub#ect,then you will have to restpond with a number. ou cannot leave the impression that itdoes not really matter, that you'll accept whatever is offered. +f you've been ma ing

?=,=== a year, you can't say that a @A,=== figure would be fine without sounding as ifyou've given up on yourself. 3+f you are ma ing a radical career change, however, this

ind of disparity may be more reasonable and understandable.5

&on't sell yourself short, but continue to stress the fact that the #ob itself is the mostimportant thing in your mind. he interviewer may be trying to determine #ust how muchyou want the #ob. &on't leave the impression that money is the only thing that isimportant to you. )in questions of salary to the wor itself.


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(ut whenever possible, say as little as you can about salary until you reach the *final*stage of the interview process. 7t that point, you now that the company is genuinelyinterested in you and that it is li ely to be flexible in salary negotiations.

24. What are your long range goals?

$efer bac to the planning phase of your #ob search. &on't answer, *+ want the #ob you'veadvertised.* $elate your goals to the company you are interviewing: 'in a firm li e yours,+ would li e to...*

2 . +ow successful do you you'!e been so far?

Say that, all%in%all, you're happy with the way your career has progressed so far. iventhe normal ups and downs of life, you feel that you've done quite well and have nocomplaints.

9resent a positive and confident picture of yourself, but don't overstate your case. 7nanswer li e, *!verything's wonderfulB + can't thin of a time when things were going

betterB +'m over#oyedB* is li ely to ma e an interviewer wonder whether you're trying tofool him . . . or yourself. he most convincing confidence is usually quiet confidence.


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(e prepared with a quote or two from co%wor ers. !ither a specific statement or a paraphrase will wor . Eill Clar , a co%wor er at Smith Company, always said + was thehardest wor ers she had ever nown. +t is as powerful as Eill having said it at theinterview herself.

F. -hat do you now about this organi"ation/his question is one reason to do some research on the organi"ation before the interview.1ind out where they have been and where they are going. -hat are the current issues andwho are the ma#or players/

G. -hat have you done to improve your nowledge in the last year/ry to include improvement activities that relate to the #ob. 7 wide variety of activities

can be mentioned as positive self%improvement. 0ave some good ones handy to mention.

?. 7re you applying for other #obs/(e honest but do not spend a lot of time in this area. Keep the focus on this #ob and what

you can do for this organi"ation. 7nything else is a distraction.H. -hy do you want to wor for this organi"ation/

his may ta e some thought and certainly, should be based on the research you havedone on the organi"ation. Sincerity is extremely important here and will easily be sensed.$elate it to your long%term career goals.


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organi"ation versus the individual who has created a harmful situation, you will protectthe organi"ation. $emember firing is not the same as layoff or reduction in force.


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4. -hy do you thin you would do well at this #ob/ive several reasons and include s ills, experience and interest.

A. -hat are you loo ing for in a #ob/

See answer I @

F. -hat ind of person would you refuse to wor with/&o not be trivial. +t would ta e disloyalty to the organi"ation, violence or lawbrea ing toget you to ob#ect. 2inor ob#ections will label you as a whiner.

G. -hat is more important to you: the money or the wor /2oney is always important, but the wor is the most important. here is no betteranswer.

?. -hat would your previous supervisor say your strongest point is/

here are numerous good possibilities: )oyalty, !nergy, 9ositive attitude, )eadership,eam player, !xpertise, +nitiative, 9atience, 0ard wor , Creativity, 9roblem solver

H. ell me about a problem you had with a supervisor (iggest trap of all. his is a test to see if you will spea ill of your boss. +f you fall for itand tell about a problem with a former boss, you may well below the interview rightthere. Stay positive and develop a poor memory about any trouble with a supervisor.

@=. -hat has disappointed you about a #ob/&on't get trivial or negative. Safe areas are few but can include:

Dot enough of a challenge. ou were laid off in a reduction Company did not win acontract, which would have given you more responsibility.

@


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Several ways are good measures: ou set high standards for yourself and meet them.our outcomes are a success. our boss tell you that you are successful

@F. -ould you be willing to relocate if required/ou should be clear on this with your family prior to the interview if you thin there is a

chance it may come up. &o not say yes #ust to get the #ob if the real answer is no. hiscan create a lot of problems later on in your career. (e honest at this point and saveyourself future grief.

@G. 7re you willing to put the interests of the organi"ation ahead of your own/his is a straight loyalty and dedication question. &o not worry about the deep ethical and

philosophical implications. Eust say yes.

@?. &escribe your management style.ry to avoid labels. Some of the more common labels, li e progressive, salesman or

consensus, can have several meanings or descriptions depending on which management

expert you listen to. he situational style is safe, because it says you will manageaccording to the situation, instead of one si"e fits all.

@H. -hat have you learned from mista es on the #ob/0ere you have to come up with something or you strain credibility. 2a e it small, wellintentioned mista e with a positive lesson learned. 7n example would be wor ing too farahead of colleagues on a pro#ect and thus throwing coordination off.

4=. &o you have any blind spots/ric question. +f you now about blind spots, they are no longer blind spots. &o not

reveal any personal areas of concern here. )et them do their own discovery on your bad points. &o not hand it to them.

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9ic a specific incident. Concentrate on your problem solving technique and not thedispute you settled.

4F. -hat position do you prefer on a team wor ing on a pro#ect/(e honest. +f you are comfortable in different roles, point that out.

4G. &escribe your wor ethic.!mphasi"e benefits to the organi"ation. hings li e, determination to get the #ob doneand wor hard but en#oy your wor are good.

4?. -hat has been your biggest professional disappointment/(e sure that you refer to something that was beyond your control. Show acceptance andno negative feelings.

4H. ell me about the most fun you have had on the #ob.al about having fun by accomplishing something for the organi"ation.

A=. &o you have any questions for me/7lways have some questions prepared. Juestions prepared where you will be an asset tothe organi"ation are good. 0ow soon will + be able to be productive/ and -hat type of

pro#ects will + be able to assist on/ are examples.

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Top 25 Question