When the employer calls to say, “We’d like you to come in for an interview,” it’s important to respond with three questions. First say, “Certainly, may I ask what dates and times you have available?” You are probing to determine how many people they are talking to. Try to be the first or last person they interview. When you are sandwiched between others, the interviews often get hurried, with less time for important notes in between. Plus the interviewer gets bored. At the end of a day, you must show enthusiasm and smile warmly, since the interviewer may be tired. Always use the 60 Second Sell to quickly develop rapport and interest and to leave the employer with a lasting impression.
The next question to ask is about the type of interview. You want to gather as much information as possible. Try, “Whom will I be interviewing with?” Note the interviewer’s name and title. Probe to see if the person will share more information about the job duties. Ask if a complete job description is available. If yes, have it e-mailed to aid you in your preparation. Finally, get clear directions to the office, and inquire about parking if you plan to drive.
Here are some insights to help you deal with the various types of interviews you might encounter.
Telephone Screening Interview
This initial contact is designed to narrow the pool of acceptable candidates and determine who to call in for a full face-to-face interview. This is very popular these days, and you should expect to be thoroughly grilled when they call. The interview seeks to weed out the unqualified and overpriced. The caller can be your potential boss, a member of the HR team, or a recruiter. You must pass this screening or you are out of the running.
This type of phone interview puts you at a major disadvantage since the interviewer knows they will catch you off guard. They often call in the evenings or on weekends. I’ve personally conducted a lot of these for employers, and I’m amazed at how many people say it is okay to talk when there is obviously a TV on, loud children around, and distracting events going on. Preparation is the key to success, and this screening is the first hurdle along the way. When you get this call, tell the person you are just finishing something and ask if you can call them back in five or ten minutes. Hopefully, you are prepared and have your resumé and cover letters close by. Find a quiet spot, get your resumé out, and think about the questions they will ask. If you have written out answers to possible questions, get those in front of you too. The employer’s objective is to clarify experience and salary expectations. Mentally rehearse your answers. Have a pen and paper in front of you. Jot down the caller’s name and take notes as they ask you questions. Smile, so your voice sounds friendly. Their job is to screen and validate applicants’ backgrounds. They need to hear that you have the experience to do the job. Demonstrate that you do, with answers that offer examples of your past performance, and reiterate your 5 Point Agenda. Be concise—keep answers to less than 60 seconds and above all sound interested and enthusiastic about the job. The worst thing you can do is to sound uninterested or dull, with a monotone voice. Be careful to skillfully handle the tricky questions about salary and any work gaps, etc. Follow the salary-negotiation techniques outlined in chapters 7 and 9, since the worst thing you can do is tell the interviewer what your salary is (or was) and they will likely ask you about it during this conversation.
HR/Recruiter Interview
It’s become more common to do this interview on the phone, though some companies still use a face-to-face meeting to conduct the screening. They will review your background. Executive recruiters typically want to account for every moment of your professional existence. They also want salary info and will try to assess whether you have the background and skills to meet all the company’s requirements. Be confident, but keep this a two-way conversation. Ask lots of questions about the job, the duties, location, travel requirements, and also about the company and its culture.
Internal HR people (which at many large companies are internal recruiters) are looking to see if you have the skills and experience. They want to clarify and get more details. Using specific examples from past jobs is very useful since it paints a picture for the HR person so they know you can do the work. The big disadvantage is that the HR person is often not specifically familiar with all the details of the job. They are generalists and seek to validate job experience, not job potential. Be sure to structure your answers to demonstrate how you have done the work in the past. Your 60 Second Sell will be effective in outlining your strengths. These interviews usually last about 20 to 30 minutes. To move to the next level, you must convince this person that you can do the job. Prepare accordingly, and ask good questions to see if this is a job you even want.
Screening interviews are important as they eliminate those who are flaky, don’t have experience, or have salary expectations that are too high or low. Know how to handle those questions, and smile at your phone since they can hear that tone in your voice and it makes you sound more likable.
Hiring Interview
This is a face-to-face, one-on-one interview. This format allows you to build rapport and establish a base to judge your potential boss, who is most often the person conducting the interview. The person may be a well-trained interviewer, typically as is in large, progressive companies. More often, the person has no formal interview training and may ask irrelevant questions or talk too long. Always help him by offering leading information. A client interviewed with a manager who spent 20 minutes talking about the job. She took notes. She asked questions and then used the information to vary one aspect of her 60 Second Sell. Another client exclaimed that it seemed like the interviewer would never let her speak. After 30 minutes, she offered this comment, nodding her head in agreement: “I understand why customer-service skills are so important to you. In my last position, I rewrote our customer-service policy. My research supported the facts that our clients were dissatisfied with busy phone lines and untrained staff. I implemented a new system that answered calls more quickly. Then I developed an employee training program and a manual for daily use on the job. We saw a vast improvement over this last year. What do you feel needs to be done here?” If nothing else, this person took control and showed the employer that she heard his concerns and understood and could solve his problems. It’s sometimes necessary to direct the questioning to your strengths, where you can demonstrate solutions as this client did.
All one-on-one interviews require a firm handshake, a smile, continuous eye contact, enthusiasm, and a rapport-building demeanor—open and self-confident, sending the message that you can solve the employer’s problems and do the job.
Second Interview
This is usually either with the same person or with someone else in upper management, usually the first interviewer’s boss. You may also have arrived here after a panel interview, and now face the decision maker.
You have gathered information at the first interview and should be clear about the employer’s true needs. Often, only two or three top candidates remain for this position. Prepare and adjust your 60 Second Sell, with answers to address the employer’s true needs. Refer whenever possible to something the interviewer noted in the first meeting. Show enthusiasm and give examples. Bring work samples you can leave behind. The employer wants to get to know you better. He wants to learn about you and your personality, and to determine if he still likes you. He wants to confirm whether you are the best fit available. He is also assessing your potential by examining your past initiative and any new skills you acquired. Work to assure him you are the one—examples and work samples are key here. Demonstrate an understanding of his needs and how you can offer solutions.
The boss’s boss looks at the hire more globally. How do you fit into the big picture? Will you be promotion material? Are you flexible, adaptable, willing to become the worker they need today and tomorrow? Some worry that you will want a promotion too soon, when they want someone to stay and do the job they are hiring for. You must show your ability to meet company goals and to be productive and easy to work with. You absolutely must convince this person that you can do the job and are very willing to do it. Show enthusiasm for the position and pride in your past accomplishments. Ask questions about the company’s future and how the job and the division fits into the company’s short-and long-term goals.
Multiple Interviews
Key positions—CEOs, vice presidents, presidents, CFOs, sales managers, human resource directors, administrators, IT managers, marketing and advertising directors—often go through a lengthy, multimeeting process. So do many middle-management jobs. You will most likely meet several team members and key executives, and the process may take six to ten hours. Companies feel that this extensive courtship time allows them to uncover both your strengths and your true weaknesses, and to determine whether or not they can live with you and those failings. A challenge in this process is that each person often has a slightly different agenda. Try to analyze each person by job title and predetermine his or her concerns. Think about how you would interact with each of them, and prepare answers and your 60 Second Sell accordingly. Many companies also have you meet with your potential staff. They put a lot of weight on the staff comments so be open and friendly with any staff. Clearly explain what you are like as a manager and listen to what they like. Stress that you treat everyone fairly. Watch for any workplace disharmonies—they are often a red flag that there is a staff conflict. Try not to discuss them in the interview; just reiterate that you treat people fairly. You may feel that this tension is a reason you do not want to pursue the job. If you are still interested, you should wait to discuss and learn about the staff conflicts until the negotiation interview, where you can gain direction from top management on their expectations about how to deal with the problem.
Panel Interview
This type of interview is often challenging because it is difficult to determine who has the ultimate decision-making power, not to mention that it is intimidating to face several people with varying agendas and questions. Topics easily switch from one question to another, limiting the flow and rapport that is easier to create when you’re speaking to only one person.
If possible, try to determine who has the final decision-making power and always address that person’s needs and concerns above all. Typically, this will be your potential boss—always be certain you know which person that is. Create your answers and your 60 Second Sell as if you were speaking only to this person.
There will be times when you will not know who is the true decision maker. Address your answers to the group, but focus your answers in relation to what you think your boss and her boss’s needs will be.
When you enter the room, if possible, shake hands firmly and smile as you are introduced to each person. Mention their names. If a table separates you, nod as you greet each person by name, such as, “Hello, Tom,” “Nice to meet you, Mary,” “Bob.” Address the answer to the person who asks the question. They are most interested in your response so keep your eyes on them while answering. Be sure to answer the question asked. Qualify the question if you want more information before you answer. Look directly at the person as you respond. Good eye contact with the person asking the question is vital during this entire process.
Group Interview
This is a screening interview often used by employers when numerous applicants must be seen to determine a candidate’s potential. You will be interviewed along with several other candidates. The airlines commonly use this type of interview when hiring flight attendants. The purpose is twofold. First, do you meet the physical requirements for the job, such as height, weight, and physical agility? Next, how outgoing, comfortable, and confident are you in a group situation? Because this process is designed to determine those with poor communication and interpersonal skills, practice speaking clearly, firmly, and with a friendly tone. Don’t be surprised when you get only a couple of opportunities to answer questions. Radiate confidence that you can effectively deal with the demanding public and that you are cool, calm, and collected in high-pressure situations. These traits are imperative to doing the job well, and this intimidating format seems to aid the employer in a speedy elimination process.
Promotion Interview
Promoting from within is a common practice at many companies. Your knowledge of company policies, practices, and procedures is seen as a big plus. It is a fatal error to assume that you will automatically be moved up. Too many people have lost the job by making this assumption.
You must treat this critical interview as if you were going to a new organization. That is exactly how my client, a chief financial officer, approached the bid to become her company’s new CEO after her boss announced his retirement. One major problem stood in her way. The departing CEO did not support her goal of moving into the top position. Only with a carefully developed presentation of her skills and abilities would the board of directors view her as the prime candidate.
She entered with a great resumé and cover letter, and we had polished her interview skills and planned out her hiring strategy. She worked hard to explain her leadership ability and did her very best to prepare. Still, she had big doubts about landing this job. All the research, practice answering questions, and role-playing paid off. She proved her value and did, indeed, become the organization’s new CEO.
Do the research. Craft your 5 Point Agenda and 60 Second Sell. Offer examples of how you have taken on new tasks and are flexible and adaptable. Find out what colleagues at other companies and competitors are doing in the job you hope to land. Read the trade journals and search the Internet for industry news. Most important, be able to clearly define how you’d perform, and bring in a few ideas to discuss on that issue. Bring samples of your work that illustrate your ability to do the new job. Be able to give clear examples of your experience and how and what you’d do to improve the productivity in the job you seek. Many internal candidates lose the job by failing to do this homework.
If this potential promotion is a move into management, discuss any volunteer or team projects you’ve headed up. They want evidence that you can firmly and effectively manage the work of others. Mention if you have trained any new hires or led any projects, teams, or committees.
Sometimes both internal and external candidates are considered. Management is looking at what others can do. If you are an internal candidate, stress that you’ll bring new ideas while not taking six months to get to know the company like an outsider would—you’ll be productive from day one. Comment on two or three immediate problems or concerns you’ll tackle, defining the solutions you’d use.
In some situations, a long-term employee takes on the “acting job”—e.g., acting director—while a search is underway. Use this time to do your best, but know that with no real authority from management your results may be minimal. Fresh blood often seems to be management’s solution since “acting” employees typically aren’t the ideal selection from the start, which can explain why the company is doing a broad search (though some governmental agencies and nonprofits are required to advertise as well as consider internal people). Be prepared. Show that you can do it by bringing good, leave-behind work samples and an outline of how you would do the job.
Stress Interview
Most people find that the large Fortune 500 companies, fearful of breaking laws, now use behavioral interviewing and ask only situational questions. These interiews are quite challenging since you must continually give examples of specific past performance at your previous jobs. Luckily, you will have planned for this by writing out answers to numerous situational questions, as discussed earlier. Now, when you are confronted with this challenging interview, you will be able to do well.
Silence is a stress technique the interviewers may use. Silence makes most job candidates nervous, fidgety, and encourages them to babble. When you finish answering a question, quietly tolerate the silence and wait. Not more than 30 seconds will pass before they ask the next question, and you will demonstrate your self-confidence and professional demeanor, showing poise and the ability to handle pressure.
There are rare situations in which the intention is to put you in the hot seat for the entire interview. This style requires two or three interviewers. It begins with all the interviewers rapidly firing questions, allowing little if no time to answer one question before the next one is thrown at you. The correct technique is to respond by saying: “Just a minute here. I want to answer your questions, so let’s start with Tom first, and once I’ve answered his question, then I’ll answer Sara’s. Tom, could you repeat your question, please?” Regaining control is the only way to not be disqualified as a potential candidate.
Breakfast, Lunch, or Dinner Interview
Meals provide a more relaxed atmosphere, and interviewees often chat, saying things that hurt their candidacy. Remember, this is still an interview—you are not speaking off the record. All ears are listening to you. Remain in your role and answer each question accordingly. Lengthier answers are okay, but never monopolize the conversation. Be aware of the interviewer’s desire to learn about the real you. He or she will also watch your restaurant etiquette, so be polite to everyone you encounter, especially the waiter. Allow the interviewer to pay for the meal. Select an entrée that is easy to eat, not spaghetti or soup or messy finger foods. Focus on the conversation and be cordial. I recommend you don’t drink. This is a job interview. If you must drink, nurse something very slowly, leaving it half-touched. You need to remain sharp.
During these meetings, employers often try to uncover personality traits, outside interests, and personal information. Are you a good conversationalist? Would you interact well at company functions or client meetings? What are your personal circumstances? Are you single? Married? Do you have children? Are you divorced? Do you have time-consuming sports or hobbies?
To control this meeting, ask a lot of questions about the company, the duties of the job, and immediate challenges. A good, conversational question is to ask the interviewer about his or her job and why the company would be a good place to work. Throughout this interview, continually sell yourself and your ability to do the job.
Video or Videoconferencing Interview
These have happened to a couple of my clients and it might happen to you. In one situation, the company videotapes the entire process. Often this is to “show” the candidates to management back at headquarters and to eliminate the expense of flying you to that location. Trainers and sales personnel are most likely to be asked to be videotaped. Often, a short presentation is required from you as part of this process. You are almost always told in advance about this type of format. Here are some guidelines:
Videoconferencing, where the interviewer is on the other end and not with you, is another interview format you may encounter. One of my clients in Seattle was interviewed through this medium for a federal job in Washington, D.C. She was an accountant and a very introverted person, and the process really intimidated her until we worked together. She did land the job. These tips made a big difference for her and will help you if you face the same situation.
Testing Interview
Many companies hire outside consultants to help them develop a profile and determine each candidate’s true skills, abilities, and personality traits. The consultant or HR person asks you to take a test—or several, for that matter. Among those you might encounter are:
These tests can be short or last a day or two. They can make a candidate nervous—very nervous since the pressure’s on to perform well. Do your best and ask for clear directions. No one ever gets a perfect score during two days of assessment. But employers are seeking to validate your strengths and uncover weaknesses, so be careful and thorough. Read directions twice and follow them exactly. Be sure to proofread answers, and pay attention to proper spelling and grammar.
One client sailed through day one of the personality test and an afternoon of replying to videotaped job problems: e.g., angry customer, employee squabble, project with deadline, and missing work. It was the “in-box” procedure he felt he didn’t do well on. Indeed he hadn’t: the consultant’s report labeled him disorganized. With his dream job slipping away, he wrote his potential boss a detailed letter explaining how he organized his last complex job and projects. The employer questioned the accuracy of the testing (as hiring managers often do) and hired this client, who has since proven to be one of the best managers in the company.
Drug testing, credit, and criminal background checks are mandatory at some companies, for everyone at every level. For a drug test, be careful to list any medications you are taking. They can affect the results so trying to hide your antidepressant prescription can cause a problem in the results and may end with you cited as a drug user. Privacy laws often require outside agencies to conduct the tests, but if you take medication daily, by all means tell the test giver about it. It is not necessary to mention it to the interviewer.
Fly-In/Relocation Interview
Usually you’ve had a screening interview prior to the company’s deciding that it will fly you in for the next interview. Try to arrive the day before the actual interview. Many candidates are nervous wrecks when they arrive late, or just minutes before the interview is to start, because of late flights and poor directions. Usually, you will be too stressed or too tired to do your best, so try to plan to arrive the night before, even if you pay for the hotel yourself. These interviews often involve a relocation, though occasionally it’s just that the “head office” wants to see you before giving you the job in the region where you live. Relocation is a major decision, so think it through and get on the Web and research the city, tourist attractions, cost of living, and quality of life.
A common mistake is to arrive at these interviews too overconfident, thinking, “They must really like me if they are covering all the costs to see me.” Never assume the job is yours or that the interview is an expenses-paid vacation. These attitudes often lead to losing the position.
Some tips to remember:
Bizarre Interview
Over the years, I’ve heard of some very strange things that have happened during interviews, from the interviewer asking the candidate out on a date to even worse being propositioned as a prelude to getting the job. The list is long. My question to you is this: why would you ever want to work for them?
If a red flag goes up in your head when a potential employer gets bizarre, heed the warning and look elsewhere for the job of your dreams.
On the other hand, don’t be the person who makes the interviewer say, “That person was so strange.” The president of a hospital system described the woman doctor who interviewed all day carrying a baby in a sling around her chest. The employer often was distracted and he questioned her judgment, commenting to the recruiter: “Some job candidates act clueless about how they present themselves. Bringing a baby to a job interview is likely the dumbest thing any professional could do. It bugged me all day. Needless to say we decided not to hire this lady because of her poor judgment and arrogance that accommodating her was our prime objective.”
One VP of HR mentioned a candidate for a chief-of-technology job who, while waiting in an open office for the CEO to enter for the final stage of his interview, spent the time clipping his nails. That sure got everyone’s attention, but in the wrong way. It’s key to stay at the top of your game so that other people make these weird mistakes, not you.
Negotiation Interview
The job offer has been made. You’re now in control. The employer has changed hats and is eagerly attempting to get you to join his team. Use this time to learn about internal politics, the company’s goals, and the role your position and decisions will play in the global scheme of the company. Ask about promotional tracks and training opportunities. Ask to meet your potential staff, and if you have not met the person who would be your boss, insist on it before you accept. You should now learn all about the benefits and here’s where you discuss and settle on an agreeable salary.
This interview can be vital to your assessment of the corporate culture. Frequently, people take the job when it is offered by phone. They start, and within a week they know they’ve made a terrible mistake. Often, a negotiation interview would have revealed potential conflicts, such as changes in benefits or job duties that differ from those mentioned at the first interview. One client was promised a necessary and highly desirable training program. At the negotiation interview that promise was changed: the training would be offered six months or so down the line. That training was vital to her success. When a few other things changed as well, she passed on the job.
There may be reasons to refuse a job. Ask, “Are there any problems, situations, or reasons that exist that could dissuade me from taking this job?” Never underestimate intense, political conflicts between employees you will manage. Get the facts and think the situation through thoroughly. Ask what changes upper management is making to resolve these personnel issues. Be leery if no one has plans to take control, especially when two battling employees have been at it for quite a while. Determine what kind of time, energy, and upper-management agenda will be needed to solve or stick with this potentially emotionally draining situation.
Lastly, ask if there was an internal candidate who did not get this job. Will you supervise that person? How will he or she react to you? Be concerned about how that candidate’s workmates will interact and treat you. Be careful—these situations can often sabotage your ability to succeed in the new position.
Gather your facts, insights, and impressions during this time. Properly utilized, this interview allows you to select an organization where you really can leave each day saying, “I love my job.”