Job Interviews That Get You Hired PDF

JOB INTERVIEWS
that get you hired
Copyright 2006 LearningExpress, LLC. All rights reserved under International and Pan-American Copyright Conventions. Published in the United States by LearningExpress, LLC, New York. Library of Congress Cataloging-in-Publication Data: Job interviews that get you hired. p. cm. Includes bibliograhical references. ISBN 1-57685-549-X 1. Employment interviewing. 2. Job hunting. I. LearningExpress (Organization). II. Title. HF5549.5.I6J63 2006 650.14'4dc22 2006000435 ISBN 1-57685-549-X Printed in the United States of America 9 8 7 6 5 4 3 2 1 First Edition For information or to place an order, contact LearningExpress at: LearningExpress 55 Broadway 8th Floor New York, NY 10006 Or visit us at: www.learnatest.com
Introduction
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Getting Started Gathering Your Resources, Networking, and Embarking on Your Job Search First Impressions Writing a Great Resume and Cover Letter Do Your Homework Researching Companies and Deciding on a Career Get Ready Preparing Yourself for the Interview Informational Interviews and Traditional Job Interviews Putting Your Success Stories to Work
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How to Handle Other Types of Interviews Off-site, Group, Panel, Campus, Case, Recruiter, and Internal Interviews
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Troubleshooting Difcult Interview Situations 161 Tricky Questions, the Top 25 Interview Mistakes, the 50 Most Commonly Asked Questions, and How to Get Another Interview after Youve been Declined Negotiating the Job Offer Negotiation Strategies, When and How to Say Yes or No to the Offer Putting It All Together Wrapping Up What Youve Learned Appendixes A. Books on Interviewing, Resumes, and Job Hunting B. Online Information Resources C. Sample Resumes D. Sample Letters E. Sample Package 1 F. Sample Package 2 G. Sample Case Interviews Index of Exhibits: Sample Resumes, Cover Letters, and Interview Tips Index 197
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GOING THOUGH THE job interview process can be one of the best
learning experiences of your life. It is your right of passage into a world of meaningful work, nancial independence, and contribution to society. And it all starts with a great interviewbecause this interview can lead to you landing the job of your dreams. Its true that some people say that interviewing is just a necessary evil, an exercise that saps time and energy. But they are mistaken. Interviewing is one of the best learning experiences you will have in your career. Interviewing tells you a lot about yourself such as if you have the discipline to prepare for an important event. Because interviewing is high stakes for the candidate, it involves a certain amount of pressure.
i n t e r v i e w s t h a t ge t yo u h i r e d
You will learn how you communicate and relate to others in a stressful situation. The more interviews you go on, the more likely you will land a jobbut theres bound to be rejection along the way. You will need to be resilient and bounce back after you hear No thank you, and then motivate yourself to keep at it the next day. You will also nd out how good you are at overcoming obstacles and persevering in the face of them. Its as if you are training for an athletic event. Besides learning about yourself, you will practice business skills that you will need to use throughout your career, such as gaining visibility, networking, persuading, and building rapport with different types of people. The more you learn about how others think, their unique perspectives, and what they value, the more well rounded you become as a person. These opportunities for increased selfawareness and business skills translate to vital life lessons that you will rely on whether at work, with your family, or in your community. Think about interviewing as your doctoral program. There will be no grades, and your dissertation will be a great interview. If you do well, you will graduate by landing a job. The good news is that nding a job uses some of the skills you already used to pass challenging courses in college. Its a processsmall challenging steps to be mastered over time. But different rules apply toward securing a great interview. And thats what this book helps you master.
getting started
Gathering Your Resources, Networking, and Embarking on Your Job Search
IT SHOULD COME to you as a tremendous relief to learn that looking for a job doesnt need to be a daunting proposition. In fact, the process can be exciting and fullling. And, ultimately, it is a process you can control. Many of the skills and disciplines that you learned in college, and that served you as a student, will come into play when you start looking for a job. In other words, you should feel condent not only that you are equipped to nd the job you want, but that the process itself will be an enlightening and memorable one. The most important step in the job-search process, of course, is to land an interview. But for many recent graduates, this step is the hardest. One of the biggest obstacles is the erroneous belief that getting an interview is a matter of chance. In fact, the process of getting
an interview is more like solving a statistics problem than it is a matter of luck: The more resumes you send, the more likely you are to get an interview. Its as straightforward as that. It also means that the more resources you use, the better your chances will be of getting an interview for the job you want. The process that leads to a job interview may actually start with an interview: an informational interview that you conduct to gather information from a human resources manager, recruiter, or a network contact. Informational interviews are discussed in Chapter 5 (see page 102).
W H AT A R E YO U R R E S O U R C E S ?
Before you begin to devise your strategy to nd a job, you need to consider the resources available to you:
What are they? How can they be best used or accessed? Which ones will bring you the highest degree of success in landing an interview?
The next sections of this chapter offer some guidelines on how you can make the best use of newspaper ads, career centers, recruiting rms, and the Internet in your job-search process.
N ews p a p e r Ad ve r t i s e m e n t s
Most people begin their search with a careful look through the advertisements in the Help Wanted section of a newspaper. This is one of the easiest and most useful ways of researching interview possibilities. However, want ads can be misleading. In the career world, the best jobs often dont reach newspapers, which means that you get a limited sense of the jobs available. Also, because employers are conscious of the cost of advertising, they tend to put only bare bones information in their ads. Therefore, if possible, try to obtain additional infor-
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mation about the company and the job advertised. Most companies large enough to advertise in a major newspaper will probably have a website, so start by Googling the name of the company to see what you can nd. Essentially, what you want to discover is what the companys products or services are, how large it is, what its annual revenue is, and so on. By researching advertised positions ahead of time, you can eliminate jobs unsuitable to your needs. Better yet, try to talk to someone who already works for the company in which you are interested. Your college career center may be able to give you the name of a recent graduate who has gone to work for the company, particularly if the rm recruits on campus. You may also be surprised to nd that you already have a connection to the rm. This is where your network of peers, or people you know who are already in the working world, comes in handy. Ask your parents, friends, relatives, and peers if they know anyone who can tell you more about a certain company or eld (more information on networking will be presented later in this chapter and in Chapter 2). You will enhance your chances of making the right choice about a company and presenting your credentials most effectively if you talk to someone who already works there. It is a good idea to call someone you know at the company for which you are interested in working, but it is not a good idea to call the company if you do not know anyone working there. Most newspaper help-wanted ads actually specify, No phone calls, pleaseso do not ignore this request. Obviously, a company that is advertising in a major newspaper is likely to receive hundreds of resumes, so its HR department (or even its receptionist) could not possibly be able to handle hundreds of phone calls from eager potential candidates. Therefore, you should respect and honor that request, try to find information about the job through some other source, and then simply mail, e-mail, or fax your resume (however the ad species).
C a re e r C e n t e rs
By the time most college or university students have reached their junior year, they are familiar with the career center on campus, where
they can either access information about jobs from a database or receive guidance from a career counselor. However, information about the kinds of jobs available is sometimes limited by the relationship between a college or university and certain employers. For example, some schools are known for a certain specialty, such as placing their graduates in nonprot organizations or in nancial services. Consequently, they tend to attract employers mostly from those areas. The key here is to understand your career centers objectives. With whom does it have relationships? If you are not interested in any of the employers that come to your campus, you will need to investigate other options. Even if your career center does not focus on industries that interest you, it may still be a useful resource. Most career centers have resource centers or small libraries in which you can nd brochures, contact lists, annual reports, and other information. Your career center should have information about public sector jobs, such as the FBI or other government positions, and it may have industry-specific information, such as a list of all the law rms in a particular state. Career centers may also conduct resume or cover letter workshops. Finally, career counselors should be on hand to give you advice on nding jobs and preparing for interviews. Another on-campus resource is your schools alumni ofce. Often, this department keeps a list of alumni and their current careers. Its worth the effort to go through this list. If an alumna works for a company that interests you, you may have found a key person to put in your network. Networking will be discussed, in detail, later in this chapter.
Recruiting Firms
The best thing about recruiting rms is that they advertise jobs that are actually open. And they are highly motivated. Recruiting rms earn their income from the placements they make. Therefore, they are eager to nd the right person for a job. The downside is that recruiting rms generally like to make placements happen as quickly as possible, because more placements mean
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more revenues for the rm. Also, because recruiters are hired by a company, they are trying to nd the best person for the job in question, not the other way around; in other words, they are not working primarily for you, helping you nd a job. If you have the right qualications for the job they are trying to ll, they will be delighted to recommend you to that company and arrange an interview. Its more expedient for recruiters to match round pegs with round holespeople who have the exact experience listed in the job description in front of them. If your employment experiences are not an exact match for the positions available, you may have difculties using a recruiting rm. For instance, suppose you and your friend, Amy, are both interested in an administrative position at a small public relations rm. You ran a summer camp for children out of your backyard, while Amy spent her summer working as an administrative assistant at a large law rm. Even though the two of you may have developed similar organizational and interpersonal skills, Amy will be a more appealing candidate to a recruiter, simply because her office experiences will be perceived as a closer match for a job calling for at least three months of administrative experience. The bottom line is: Do investigate recruiting rms and work with them, but dont use them exclusively.
The Internet
Using the Internet is another good way of getting your resume out there. However, there are some important things to keep in mind about the Web. First, competition is extremely stiff; most of the large career sites boast of millions of users per month. You should also note that your resume might need to be written and presented in a particular way. If you are submitting electronic resumes to individual rms, you will have some leeway in terms of format and style. Many companies accept electronic submissions of resumes created in word-processing programs like Microsoft Word or WordPerfect. If you use one of these software packages to create a resume, pay careful attention to the format in which the nished document needs to be saved
before sending it to an employer. Most employers prefer to receive resumes in ASCII or Rich Text Format, although some may accept .doc les (documents saved in Word format). Many career-related websites provide a resume template. The majority of online resume templates that you will see on various job-related sites (and on sites hosted by individual employers) follow the same basic format as a traditional chronological resume. You will be prompted to enter each piece of information (from your resume) into specic elds, and most likely will be limited to a certain number of elds. Rather than targeting out specic companies, some people allow the companies to seek them by posting online resumes that can then be scanned by any rm looking to recruit new employees. When employers scan resumes on the Web, they look for specic keywords. Keywords are the backbone of any good electronic resume. If you dont incorporate keywords, your resume wont be properly processed by the employers computer system. Choosing the right keywords to incorporate into your resume is a skill that takes some creativity and plenty of thought. For example, each job title, job description, skill, degree, license, or other piece of information you list within your resume should be descriptive, self-explanatory, and among the keywords the potential employers applicant tracking software looks for as it evaluates your resume. The keywords you incorporate into your resume should support or be relevant to your job objective. Keep in mind that employers generally scan online resumes for nouns rather than verbs. Whereas traditional resumes tend to use strong action verbs, a scannable resume should include precise, specic nouns. Also, you should avoid using abbreviations and symbols in scannable resumes: Type Doctor instead of Dr. and percent instead of %. If you plan to circulate your resume electronically but dont know how, get advice from a friend who does, or seek assistance from your college career ofce. You might also want to get a copy of one of the many books on this subject, such as LearningExpresss Resumes That Get You Hired. A good resume book will provide step-by-step descriptions for writing any type of resume, including online resumes. Finally, the Web itself is a great place to look for tips. Many career websites will
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provide detailed information about the best ways to use their services. Exhibit 11 lists a few of the largest.
Exhibit 11. C a re e r - R e l a t e d We b s i t e s W h e re Yo u C a n Po s t Yo u r R e s u m e O n l i n e The following sites are job-related websites that allow you to post your resume online. This is only a partial list; see Appendix B for a more extensive list of websites. www.monster.com: includes over 350,000 job postings plus career, resume, and interview advice. www.jobs.com: lists job postings from over 1,000 companies. www.hotjobs.com: has a large database of jobs; visited by over 2 million job seekers per month. www.careerbuilder.com: provides access to job classied ads in more than 130 local newspapers, the 2.3 million readers of USA Today, and more than 200 local markets; visited by more than 26 million users per month.
C H O O S I N G A S T R AT E G Y F O R G E T T I N G A N I N T E R V I E W
The best strategy to get a job interview is to use all strategies. Dont just rely on ads or your college career centeravail yourself of any opportunity or resource that might bring you closer to your goals. After a couple of months of experimenting with different methods of getting interviews, do what any president of a corporation would do: Analyze the results. If youve made little or no progress with ads or the database in your college career ofce, you need to reinvest your energies in more successful strategies. This might involve using
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a combination of new and old networks, reworking your resume (to give yourself an edge on the Internet), and using the services of more than one recruiting rm. You also might want to try new ideas, such as:
Going to events sponsored by companies or industries that interest yousuch as nonprot fundraiserswith the express purpose of meeting new people with whom to network. Volunteering for a few hours each week in your area of interest; for instance, if you are interested in education, you might volunteer at Literacy Volunteers; those interested in healthcare might volunteer at a local hospital, and future accountants might devote their time to the Association for Accounting Administration. Making business cards to hand out while networking (including a private phone number with voice mail and an e-mail address).
R e c o g n i z i n g t h e X Fa c t o r
On the other hand, some strategies for getting interviews in certain elds are known to be particularly effective. For instance, Internet and technology companies are more likely than other types of rms to use online career sites (such as monster.com or hotjobs.com) to recruit employees. So, if youre interested in working for an Internet rm, check online sites for job listings. However, if youre more interested in working for a small, traditional accounting rm, you might be better off networking or applying for a summer internship with a particular rm. But no matter the field in which you are interested, it helps to know that a number of variablesor unpredictable factorscome into play when looking for a job. The business world has its own rules and idiosyncrasies. For example, you might think you have a good shot at a position in a particular company, but someone else, who seems just as qualied as you, may have an even better chance. Why? The other candidate may have a personal reference from someone who
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already works at the rm or may have presented his credentials more effectively during an interview. This is another excellent reason to spread your net as far as possible, so you can increase the number of interviews you land. The more interviews you have, the more likely you are to get hired!
N E T WO R K I N G
One of the most fruitful resources to tap is the people you know: college peers, friends and family, or people from your past, such as high school teachers or community leaders. Even the contacts you made in certain clubs or activities in high school can help. For example, it might be possible that the former editor of the school literary magazine or newspaper is now in a position to help you nd a job in publishing. The beauty of asking people you know to be resources is that they are easy to talk to and know something about you and your strengths; they will also be genuinely interested in helping you. Once you begin networking, you may be surprised to discover how many connections you have. Your Aunt Ritas tennis partner may just happen to have a son who knows the editor of the magazine for which youre dying to work. Or, your high school principal might tell you that his wife has an opening for a paralegal at her law rm. And even if all of your friends work in the computer industry, you may nd that some of their friends are artists, editors, accountants, brand managers, or investment bankers. The biggest obstacle to using networking as a resource is resistance. Many people, even seasoned executives, are shy about networking. To them, it seems like asking for help without giving anything back. But networking really isnt about asking someone for a jobit is simply a means of getting information and gaining a little visibility for you at the same time. One drawback to networking, at least in the beginning, is that it restricts you to the limitations of other peoples connections. If they dont know many people, or if the people they do know arent in a position to help you, your research will be limited.
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Despite some of the obstacles associated with networking, its important not to underestimate the value of talking to the people you know about their careers. Even if your high school principals wife, the attorney, isnt looking for any new paralegals, she may be able to talk to you about the eld of law, in general, or the job of a paralegal, in particular. These discussions can help introduce you to industries with which you are not familiar or eliminate certain elds from your list of possible career choices. So, talk to the people you know. Next, make a networking list based on the people they know. Then start making calls. See Chapter 3 for more information about networking; the following sections, though, will help you get started.
I dont think I would have gotten my job if I hadnt put so much time into networking. I was very interested in working in a museum, but those jobs are hard to nd, and you have a much better chance of landing one if you have some connections. I must have called everyone I knewand everyone they knew! It took dozens of calls, but I nally found the contact I was looking for: My uncles golf partners wife was a curator at a large, metropolitan museumand it turned out that she was looking for a personal assistant! If I hadnt invested the time into making those calls, I never would have found this job. NATHANIEL, PERSONAL ASSISTANT
P u t t i n g To g e t h e r a Ta rg e t L i s t of C o n t a c t s
Before you make calls, brainstorm and make a target list. A target list contains the names of the people you know who might help you get a job in the eld in which you are interested. Fortunately, making such a list isnt hard. Start with your own family. Who are the people your mother, father, or siblings know? You
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will be surprised how many good connections they have. If your mother teaches in a high school, dont assume that she doesnt know anyone that could help you. After all, she knows the principal and other teachersand these people may have spouses or friends who may be working in the eld or industry that interests you.
Take your list of network contacts and a pen wherever you go. A name that you suddenly think of while youre stuck in trafc or waiting in line may prove valuable.
So, think creatively and dont make the mistake of eliminating names before youve written them down. Put everybody you can think of on your list, and again, resist the temptation to edit the list before you start making calls. Dont forget to include addresses, phone numbers, and job titles whenever possible. In fact, now would be the ideal time to devise a system for network record keeping. It doesnt matter if you use a computer, Palm Pilot, index cards, or a notebook, as long as you keep your list up to date. This network is an invaluable resource that you will replenish and revisit again and again over the course of your professional life. Now, go back to the rst person on the listyour mother, sayand write down all the names and information she gives you. Encourage her not to edit the names on her list! She may be just as surprised as you are by how well connectedand potentially usefulsome of her friends and colleagues are.
N e t wo r k i n g Ad v i c e fo r t h e S hy 1. Practice, practice, practice. Rehearse what youd like to say before dialing a number or going to a meeting. Write down sample openings or questions and practice saying them. 2. Listen up. If listening is your strength, then use it. Pay close attention to what your contact says and use the information
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you get as fodder for more questions or segues into further discussion. 3. Take it slow. Give yourself lots of time to work on nding a job. Begin networking with the people with whom you feel most comfortablefamily and close friends. As you get more networking practice, you will feel more comfortable contacting individuals you dont know as well.
Remember that your target list is not for one-time use. Keep it alive and active by constantly adding names. Its not unusual to have as many as 75 contacts at one time, but dont feel daunted if you have only six people in your network. By the time you nish brainstorming with family and friends, that number might jump to 30 or more. An important thing to remember is that getting a job is a full-time job; so dont be surprised if you make ten callsor even dozens of callsevery day. You can run through your list quickly at this rate, which is why it is important to keep replenishing it with more names and numbers; ask everyone you network with for additional contacts: Most people should be able to give you at least one name (and number) of someone new to call for information, even if that person doesnt know of any available positions. Of course, you will be answering ads, going to your college career center, and checking in with your recruiter at the same time.
Q u e s t i o n s t o As k d u r i n g a n I n fo r m a t i o n a l I n t e r v i ew
Now that you have a target list, analyze it carefully. If you know the industry or field in which you want to work, prioritize your list: Determine where the greatest opportunities for employment are and check off those names rst. But before you contact anyone, establish what you wantthe kind of information for which are you looking. Do you want to make contact only for information or, ideally, would you like the connection to result in a job? Of course, as mentioned earlier, networking really is all
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about informationgetting in touch with people who dont necessarily have a job to offer, but who are willing to share their knowledge about the industry or eld in which they work. You might want to ask:
What types of jobs are available in this eld? What are the salary ranges for those jobs? What sort of day-to-day duties are involved in the job? What qualications are necessary to enter this eld? Will I need more training to get a job in this particular area? Based on my credentials, would the company see me as a viable candidate?
In all likelihood, these questions will lead to more questions when you speak with your contacts. Always be sure to ask whether your contact can put you in touch with another individual who might be willing to discuss his or her job with you. Networking is also about visibilitygetting yourself out there. If you learn about an actual job opening through your target list, you are ready to start interviewing. (Chapter 5 has more specic information about the interview itself.) Whatever you decide, think carefully about what you want to say and the questions youd like to ask. Then write them down.
G e t t i n g R e a d y t o C a l l Yo u r C o n t a c t s
When you are ready to make contact, there are at least three good ways to go about it:
Call the person yourself Write a letter or e-mail to the person Ask the person who referred you to call, write, or send e-mail
If youve never networked before, a safe way to start is to call someone with whom you feel comfortable. Decide how to open the phone call before you actually dial. Some possibilities include:
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Hello, Ms. Walker. My name is Elliot Bruno. Im George Brunos nephew. Im interested in learning more about the eld of equity research, and my uncle suggested that you might be a good person to talk to. If you have the time, Id very much like to meet for a few minutes sometime next week. Hello, Ms. Walker. Im Elliot Bruno, George Brunos nephew. Im interested in pursuing the eld of equity research, and Uncle George mentioned that you work in that eld. Do you have a few minutes to discuss your job with me? Hello, Ms. Walker. My name is Elliot Bruno. My uncle, George Bruno, worked with you at Harmon & Associates. He suggested that you might be willing to talk with me about your job doing equity research. Im interested in pursuing a job in this eld, but Id like to learn a bit more about it. Is there a good time to call you and chat for about 15 minutes?
If youre feeling a little shaky about calling someone you dont know, write a letter or send an e-mail. This will give you more time to develop your thoughts and ask important questions. A typical letter might look like the example shown in Exhibit 12.
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Exhibit 12. Sample Letter Requesting an I n fo r m a t i o n a l I n t e r v i ew

April 10, 2006 Ms. Pamela Walker Blackstone & Company 117 West Pine Road Harmony, RI 69131 Dear Ms. Walker: My uncle, George Bruno, one of your former colleagues at Harmon & Associates, referred me to you. I am a recent college graduate interested in pursuing a career in equity research. I was wondering if you would be willing to talk with me briey about your experiences in this eld. I will call your ofce to see if we can arrange a time to chat in the next few weeks. You may also feel free to call me at 914-5553774. Thank you for your time and assistance. Sincerely, Elliot Bruno
If you feel especially insecure about contacting someone on your list, ask the person who referred you to write or call for you. This will break the ice, making it easier for you to follow-up with a note or phone call of your own.
B e P ro a c t i ve W h e n N e t wo r k i n g
Never wait for a potential contact to call you. If you write a letter, remember that you will likely have to follow-up. This will also be true if youve asked someone else to make the initial contact.
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If you leave a message for a contact and do not hear back, dont be afraid to call again. Your contacts are busy people who have deadlines and obligations to meet. They may forget to call you back, but that doesnt mean that they are unwilling to speak with you (though dont call too often: You dont want to besiege your contacts). This is your job search, and you should expect to do most of the work.
Learning to build a network is a skill that will serve you for life. Networkings primary objectives are: 1. To get general information about the industry, company, or eld in which you are interested 2. To get specic information about a job or career 3. To raise your visibility in the job marketplace 4. To expand your professional network that you will rely on for ideas, resources, and support throughout your career
Making the Call

Okay, youve thought about what you want to askyou know what you want to know aboutand youre feeling condent. Nows the time to pick up the phone and call someone on your target list. You will be surprised how well things go, especially if youve thought about what you want to say. Once youve introduced yourself, you can get into the purpose of your call. But rst its important to build a little rapport; you want to start a conversation, not an interrogation. A good way to do this is to ask the person a few questions about his or her life and career, such as:
How did you choose your eld? What advice would you give to someone starting out in this eld? What made you successful? What mistakes do people make in your eld?
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When the person to whom youre talking tells you about his or her career path, listen with one ear, but with the other, try to make connections between your experience and this persons. Instead of immediately launching into the next question, look for a natural place to interject yourself: If you can say something about your own life that relates to the experience of the person with whom you are conversing, so much the better. For example, if the person you are interviewingsay a CFOtells you that he or she started as a bank teller, it builds rapport to tell this person that you are working part time as a teller yourself. Or if the person you are speaking with happens to mention that he or she owned a business before going into corporate life, it would be apropos to say that it was your job to put the checks in order when your mother started her business a few years ago. This exchange of stories is valuable, because it helps build a connection. Another way to connect with your contact is to smile, even though youre speaking on the phone and not face to face. Smiling will make you feel less nervous, and your voice will sound warmer and friendlier. Of course, you dont want to be overly personalnd a balance between self-revelation and conversation. Dont lose sight of your objectives, which are to get information about the company, the industry, and available jobs. Youre also raising your visibility in the job market and doing your homework to nd the right career for yourself. The challenge is to convince the person with whom you are interviewing that you have the skills to succed while you are getting information. This is what makes the conversation strategic. You want to present your credentials, while simultaneously garnering information from the other person. Thats whats going to make him or her call a friend or colleague and say, Hey, I just spoke to this terric person over the phone who wants to be a nancial analyst. Do you have some time to talk with this person? In the meantime, go ahead and ask a few good general questions. For example, if you are interested in investment banking, you might ask:
Who are the major players in the eld? Whats the difference between them? What is your companys niche?
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Next, narrow your questions down:
Do investment banking rms hire recent college graduates? How important is a graduate degree?
If the person to whom you are speaking has had the benet of seeing your resume, ask him or her:
Do you think my background is a good t for this industry? Do I need any other skills or work experience to make the t better? If you were me, what would you do next? Is there anyone else you feel I should talk toeither inside or outside the company?
One nal bit of advice: It is crucial to keep your call to around 10 to 15 minutes. If you meet in person, try to keep it to half an hour, unless the person with whom youre meeting has more time. You want to get all your questions answered, but you dont want to annoy your contact by using a tremendous amount of his or her time. Review your questions before you call and make sure you havent included any that are extraneous or redundant. Once youre on the phone, stay focused. Even if your friend Hal helped you make the contact, dont spend half the conversation talking about what a great guy Hal is. This will waste both the contacts time and yours. Be attuned to what you hear on the other end of the phone. If your contact sounds frazzled or is being constantly interrupted, arrange to speak with him or her at another time. It is often helpful to start the conversation by saying, This will take about ten minutes. Do you have the time to spare right now?
Answering Questions during an Informational Interview

Just when you think you have it made, the person youve been questioning suddenly asks you a question. Will you be prepared to answer
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him or her if you are asked, What are your career goals? or Why did you choose this particular industry? The best way to prepare for this eventuality is to think of your answers ahead of time and practice saying them aloud. Remember that the person with whom you are networking has also interviewed people, so the questions he or she will ask over the phone will be similar to those you might hear on an interview. Just watch out for the dreaded question: Where do you want to be in ve years? And be prepared. (Take a look at Chapter 8 for other tough questions you might be asked.) Finally, bear in mind that the person who asks you these questions is probably genuinely interested in helping you and actually needs to know the answers. He or she is only trying to learn more about you in order to give you the best advice.
Sample Questions and Answers Here are some questions that you might hear from one of your contacts, along with sample answers. Remember that networking is not that different from interviewing: You should be prepared to sell yourself and be able to speak clearly and concisely about your skills and interests.
Why are you interested in investment banking? Im looking for a job that will let me use my quantitative and analytical skills. I took a number of advanced math courses in college, and Ive honed my abilities to work with and understand numbers. I think that investment banking will allow me to further develop these skills and give me some great hands-on experience in the business world. Do you have any experience in advertising? Ive spent two summers working as an intern at the advertising rm of Grouper & Trout. During that time, I worked closely with account executives, and I was able to observe and study the process of taking an idea and turning it into a successful ad campaign. Ive also taken a number of computer classes, including desktop publishing, Quark, and HTML. I think that my computer skills will be valuable to agencies.
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What do you know about this law rm? I know that the rm is the third largest in the city, and it specializes in corporate mergers and acquisitions. This is the largest ofce, and youre a global rm with ofces in London, Madrid, and Hong Kong. I read recently in the Wall Street Journal that you handled the merger of DEF Telecommunications and GHIMail.com. Im fascinated by how the law applies to growing technology markets, such as the Internet and telecommunications, so I was particularly interested in that aspect of your rm. Exhibit 13 offers a sample script to help you think about questions to ask during an informational interview.
E x h i b i t 1 3 . S a m p l e I n fo r m a t i o n a l I n t e r v i ew Q u e s t i o n s a n d A n s we rs Mary Burns is interested in a job as a paralegal. She learns that her older brother has a good friend named John Elia, an associate at a large law rm. Mary decides to give John a call. The following is a sample dialogue that might be part of their conversation. Mary: Hello, Mr. Elia. My name is Mary Burns, Harvey Burnss younger sister. Ive just graduated from Gateshead College and Im very interested in the legal profession. Harvey suggested that you might be a good person to talk to about the eld. John: Sure. Id be happy to talk with you. What would you like to know? Mary: First, I was wondering if you could tell me a bit about the qualications required to become a paralegal. John: That really depends on where you want to work. Many rms, large and small, are interested in hiring people right out of college. Large rms even recruit on campus. Theyre looking for people with strong academic records and good communication and organizational skills. There are also a number of paralegal training programs available at colleges around the country.
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Mary: Do most of the paralegals at your rm have specic paralegal training? John: No. My rm tends to hire people right out of school. I think paralegal programs are more popular in some areas of the country than others, but Im not the best person to ask about that. Mary: And what are the general job responsibilities of a paralegal? John: In a large corporate rm, your primary responsibility is document management. Corporate cases can involve hundreds or even thousands of boxes of documents, and you have to organize them, keep track of them, distribute them to lawyers, and so on. Youd also be editing briefs, preparing exhibits, and handling clerical duties, like photocopying and data entry. At a smaller rm, youd probably have greater responsibilities. Youd actually get to write up briefs and other court documents. The downside is, youd probably be making less money. Mary: How much do paralegals make? John: It varies by rm. The national average is $35,000$46,000. The good news is, youd also be making a lot of overtime pay, which could add anywhere from $5,000 to $15,000 to your salary. Mary: Is your rm currently recruiting? John: Sure. We hire year-round. Why dont you fax me your resume, and I can let you know if you have the skills and experience we typically look for in paralegals. Im not involved in hiring, of course, but I can let you know whether or not youd be suited to a rm like mine.
What You Can Learn during an Informational Interview

Mary learned quite a bit during the conversation shown in Exhibit 13. This information will not only help her when interviewing with John Elias rm, but also with any other corporate rms. Its important to analyze the information that you receive and record it in a notebook. When you get to Chapter 4, which helps you
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prepare for an interview, you will want to make a link between what youve learned during the informational interview and how you will present your credentials. Get a pencil and write down all the pertinent information that Mary can use during the next phase of the interview. Now compare your list to the following: 1. Qualications for a paralegal in a large and small corporate rm require a strong GPA, good communication skills, and organizational ability. 2. Responsibilities include document management, requiring attention to detail, organizing and prioritizing, using tracking systems, and interacting with different attorneys, as well as editing, preparing exhibits, and routine clerical functions. 3. Some colleges have paralegal training programs. 4. The national average salary can be $35,000$46,000, plus overtime. (It is important to ask the average hours of overtime per week so you can determine your total compensation package.)
A f t e r E ve r y N e t wo r k i n g C a l l , B e S u re t o Fo l l ow - U p
Now, the interview has left you with a list of to-dos. Pretend youre Mary, and write down a list of to-dos. Then match them against the following: 1. Send a thank-you note to John Elia. (You may write or e-mail this note. In any case, its helpful to get Johns e-mail address for future correspondence.) 2. Fax a resume and cover letter to his attention. 3. Tell your brother you spoke with John Elia. (John may speak with your brother, and you dont want him to be caught off guard.) 4. If you dont hear from John in one week, call back to follow up. 5. If John sets up an interview with you, read Chapters 4 and 5 right away. 6. See if you have an opportunity to interview on your campus. Go to your college campus and see when the large law rms
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7.
8.
9.
10.
are recruiting. If youve missed the date, ask for the name of the contact person at the law rm and send your resume. Find out if your GPA is competitive with students who have been hired by other law rms. Your college career center may have the GPAs for alumni who have found jobs in law rms. Determine whether you would be happier in a large or small law rm. Go to your college alumni ofce. Ask for a list of alumni who work for corporate law rms. Pick a couple from a large rm and a couple from a small rm. Talk to those alums about the advantages of each. When speaking with alums, take the opportunity to ask them what they felt was most useful in landing their current job and if they could introduce you to the recruiting person in their rm (provided youre interested). Research which colleges have paralegal training programs; investigate whether or not rms will require you to have further training and whether or not your chances of being hired increase if you have taken some classes in the eld.
After every call, you should write a thank-you note to the person youve just spoken to. Formalizing your thanks on paper is not an empty, leftover practice from the Victorian era; it is a perfectly healthy convention that is alive and well. It doesnt matter if you handwrite or type your note, or send an e-mail message. A thank-you note will show your contact that you genuinely appreciated the information he or she gave you. It will show that you are polite and professional. And, as a reminder of your interest in that eld, your note may go a long way toward inuencing your contact to provide you with more information, names, and so on. If the person you spoke to over the phone gave you the names of other people to contactand you got in touch with themwrite a second note, thanking the person for giving you the contacts and reporting on the outcome of your conversations. This is an elegant way to close the loopand it speaks volumes for you. Following up on leads shows initiative, but sending a thank-you note each time one of those leads pays off is an indicator of uncommon courtesy.
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Going the extra mile can confer all kinds of extra benets. For example, during the course of a telephone interview, the administrator of a large urban pediatric hospital mentioned that he liked y-shing to the young woman who was speaking with him. At the moment she didnt know what to say. She knew nothing about the sport. But two weeks later, while she was on vacation in Colorado, she picked up a magazine and, lo and behold, there was an article about y-shing. She photocopied the article and sent it to that administrator with a little note that said: I remembered how much you like y-shing and thought you would enjoy this. Years later, the administrator to whom the young woman sent the magazine article continues to stay in her network. Anybody would respond positively to someone taking note of his or her interests. The young woman didnt have to follow-up with a magazine articleit wasnt a requirement. On the contrary, sending it was an act of grace a clear sign of her willingness to give something back.
O n e of Yo u r C o n t a c t s C o u l d B e c o m e a M e n t o r
Mentoring, when an older or more experienced person takes a special interest in someone who is younger or just beginning a career, can occur in almost any eld. However, it is not appropriate to ask someone to mentor you if you havent already established a strong connection through a mutual friend, a colleague, or a member of your family, or on your own. The job of mentoring is rarely taken lightly: It involves a sizeable investment of time, as well as commitment to someone elses career. Mentoring sometimes develops between colleagues and has many benets. For example, if you are just entering the eld of fabric design and another colleague takes a special interest in you by sharing his or her training, experience, and creativity, you will have a distinct advantage over others. This is especially true if your mentor just happens to be a leading light in your eld. But mentoring doesnt have to be that dramatic to work. Often, it boils down to being given the strategic advice we all need to learn to
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do our jobs better, get promoted more quickly, or move to another department, company, or eld. Sometimes we talk with people and we just click. Recent grads can nd mentors during the job-search process. If youve met someone with whom youd like to maintain a professional relationship, you can ask, Given my background, would you be willing to make an introduction on my behalf? or Would you mind if I kept you up to date on my job search? And again, remember to send a follow-up thankyou note.
N e t wo r k i n g C a n H e l p Yo u t h ro u g h o u t Yo u r C a re e r
When you become part of the business world, you will continue to need a network for three critical things: ideas, resources, and support. If, for instance, youre having difculty implementing a particular strategy for your company, you may need to call on one of your contacts who has had experience implementing a similar strategy in his or her rm. Or, if you receive a promotion that entails a number of new responsibilities, you might want to speak with someone in your network who can give you some advice on troubleshooting. No one is successful alone. And once you start working, it will be much easier to nd other jobs and opportunities if youve maintained your contacts. In fact, your list of resources is like a client list, which makes your network of business contacts a valuable asset to any company. Treat it as such. And when you get that rst job, send an announcement letter to all the people in your network. Tell them where you are and thank them for everything theyve done.
CONCLUSION
Now that youve nished reading this chapter, you should know how to use your available resources to secure your rst round of interviews. Dont forget to read the help-wanted ads in the newspaper,
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search online, check out your college career center, and talk to a recruiter. Remember, when you make critical use of all the resources at your disposal, you will learn even more about available opportunities, and your chances of landing an interview will be even greater than if you used only one resource. Furthermore, dont forget to use your network. Call everyone and anyone: It will be a pleasant surprise to discover how many people have helpful information or advice concerning your job hunt. Your biggest goal should be to spread the word everywhere that you are searching for a jobthe network you begin to build and use now will be one of the richest veins to tap for resources, ideas, and support in the future.
AN INTERVIEW SHOULD BE A C O N V E R SAT I O N , N OT A M O N O L O G U E .
I interviewed one recent college graduate who was intent on selling himself to meeven if that meant not letting me get a word in edgewise. I could hardly get out a question before he would launch into a long monologue about his qualications. I knew in ve minutes that I wouldnt hire himwe need individuals with good listening and interpersonal skills. Of course, I want to hear about candidates skills and abilities, and I like to hear stories that illustrate their claims, but an interview is a two-way street. You cant just come in ready to talk. You also have to be ready to listen, and you have to prove to your interviewer that you can conduct a conversation with grace and professionalism.
J OAN , H UMAN R ESOURCES D IRECTOR
rst impressions
Writing a Great Resume and Cover Letter
THE MOST EFFECTIVE tool in your job-acquisition kit is a professional resume that highlights your experience and accomplishments. You will want to give copies of your resume to contacts in your network, so that they can assess your skills and pass your information along to others. Even more to the point, you will need a resume and a well-written cover letter just to get a foot in the door for an interview. Your resume will be an interviewersor an employersrst impression of you, and it will be the deciding factor in whether or not you get an interview. Creating a resume can be a challenging task: How do you condense your skills and experience into a single, one-page document and still manage to express what is most unique about you? Putting together
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a winning resume-plus-cover-letter package, like all aspects of the job search, requires a little preparation. Before focusing on the mechanics of resume and cover letter writing, give some thought to your previous work experiences. Whatever you do, dont assume that certain jobs dont count in the marketplace. You will discover that the secret to writing a good resume lies in the telling of accomplishments rather than tasks.
W H AT S S O S P E C I A L A B O U T YO U ?
The biggest mistake most people make in writing resumes is focusing on job responsibilities, instead of emphasizing accomplishments on the job. At the same time, you want to be pragmatic and show prospective employers that you have already demonstrated some prociency in the skills for which they are looking, no matter what kind of work youve done. This is especially important for students and recent college graduates whose work experiences, at rst glance, might seem limited or unmarketable for one reason or another. These obstacles, however, can be overcome. For example, if you worked as a nanny when you were in college, you might be tempted to think that the experience was limited in terms of marketable skills. But you would be wrong. If the terms you use in your resume are relevant to the job you want, you can translate taking care of kids into business skills. How? Its largely a matter of using the right vocabulary. First of all, dont overemphasize the obvious tasks for which you were responsible as a nanny, such as watching three small children and opening the family house in Marthas Vineyard, and so forth. No doubt it takes a lot of organization, planning, and responsibility to care for three children, but what other skills did you develop and put into use? Did you have certain budgetary responsibilities as a nanny? In all likelihood, you did. So, if the job you want is in a nancial services industry, for example, emphasize your experiences with money management. Exhibit 21 shows other ways you might capitalize on your experiences as a nanny.
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Exhibit 21. H ow t o D e s c r i b e Wo r k E x p e r i e n c e i n Te r m s of S k i l l s R a t h e r t h a n Ta s ks
ACTIVITY Handling weekly grocery shopping SKILLS LEARNED Budgeting, accounting JOB SOUGHT Financial industries and services
Taking kids to camp or lessons; planning daily activities
Scheduling, time management
Ofce administration
Coming up with daily activities: games, art projects, etc.
Creativity, problem solving, persuasion
Advertising
Managing daily chores, household management
Organization, management, project management
Paralegal, administrator, human resources
C a p i t a l i z i n g o n W h a t Yo u ve A l re a d y Ac c o m p l i s h e d
Another way to maximize your work experience on a resume is to clearly specify what youve already accomplished. For example:
If you want to emphasize your leadership qualities, dont just say that you were the editor of your college newspaper. Instead, itemize your accomplishments. For example, you met tight deadlinesin fact, didnt miss a single oneand published 32 editions of the paper over a nine-month period, and so forth. This will tell your interviewer that you are well organized and know how to meet certain business expectations.
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If you are interviewing for a job in a food-related industry, dont just say that you were a writer for your college newspaper. Instead, emphasize the fact that you covered the food beat for two years and wrote at least one story a month. This will be an especially resonant detail if, for example, your interviewer loves gourmet dining and is an avid reader of Bon Apptit.
The more you say about your experiences, some which might not seem that valuable to you at rst glance, the betteras long as you describe them in a way that enhances your viability for a particular job. Make your accomplishments jump off your resume, rather than assuming that the interviewer will pick them out. The interviewer is not a mind reader. The only information he or she will have is the information that you provide in your resume, so make every word count.
G E T T I N G S TA R T E D : T H E N I T T Y- G R I T T Y O F RESUME WRITING
Your resume should include some basic information:
Your contact information (your name, address, e-mail address, phone number, fax number, cell phone number, etc.) Education history, including any awards or honors or time spent studying abroad Employment history, including internships Special skills (such as advanced computer skills or prociency in a foreign language)
If youre a recent college graduate, or still in school, list some of the college activities in which you participated, such as student government, sports teams, clubs, or organizations. Any volunteer work should also be listed in this section. Remember that your resume should be concise. You want to give potential employers a clear picture of yourself and the skills you
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could bring to a job, but you dont want to overburden them. No employer is going to sift through pages and pages that catalogue your experiences. Dont feel obligated to include every job youve ever had and every organization youve ever joined. If you were a member of the drama club for only one semester of your freshman year, dont include drama club in your Activities section. Extraneous and irrelevant information only distracts an employer from your skills and strengths. Most headhunters and professionals advise young professionals to keep their resumes to a single page. If your resume is longer than the sample in Exhibit 22, delete any unnecessary details.
F O C U S YO U R R E S U M E O N P - A- R : P R O B L E M S S O LV E D , AC T I O N S , A N D R E S U LT S
For students and recent graduates, completing the Employment History section is often the most difcult part of writing a resume. One of the best ways to tackle this important part of the resume is to learn the P-A-R format: focusing on problems, actions, and results. The P-A-R format is a resume-writing format designed to highlight your work experience by emphasizing three things: 1. Basic job responsibilities of previous positions 2. Accomplishments that resulted from your job responsibilities 3. Value you added, or the ways your past employers beneted from your accomplishments As stated earlier in the chapter, most resumes focus on job responsibilities. The P-A-R format focuses on job results by specically describing your work experience in terms of: Problems (solved) + Actions (taken) + Results (accomplishments) In other words, the P-A-R format enables you to sell your credentials in terms of your ability to solve problems, take initiative, and, most important, get results.
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Exhibit 22 is a sample resume that illustrates how to use the P-A-R format effectively.
E x h i b i t 2 2 . S a m p l e R e s u m e E m p h a s i z i n g P - A- R : P ro b l e m s S o l ve d , Ac t i o n s Ta ke n , a n d R e s u l t s ( Ac c o m p l i s h m e n t s )
Chloe T. Katz
1411 Valley Ranch Road Apartment 10A Phoenix, Arizona 85253 Cellular: 813-555-8312 Home: 602-555-8908 E-mail: chloe@mailnet.com
Education 20012005
Blackmoor University, Tempe, AZ Bachelor of Arts in History, May 2005 Cumulative GPA: 3.62. Earned distinction in the history major. Elected President of Blackmoor Debate Association; directed three tournaments annually, the largest accepting over 400 students. Waterman & Arnoff, LLP, Phoenix, AZ Strategic Change Consultant, Consumer and Industrial Products Responsible for providing consulting services on business development for consumer and industrial products rms and mass market retailers. Perform primary and secondary research, conduct qualitative assessment and quantitative benchmarking. Interact regularly with clients to validate assumptions and to present ndings. Developed new retail channel strategy for private label department in top-ten grocery company. Evaluated potential revenue for internal software development project, resulting in the establishment of softwares market price and an overall 30% increase in revenues. Focused annual company objectives for large retail organization by performing cost benet analysis and comparing results to activities of appropriate competitors.
Experience 2005present
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Summer 2004 Byrne Investments, Phoenix, AZ Latin America Mergers and Acquisitions General duties included researching private and public companies throughout Latin America as potential acquisition targets for buy-side mandates and potential buyers for sell-side engagements. Identied potential strategic opportunities for expansion for an international cosmetics rm. Researched strategic investment partners and introduced them to the rms senior management team. Developed and expanded new product-line activities in Chile and Brazil for a joint venture of U.S. and Latin American clothing manufacturers, resulting in increased sales. Summer 2003 Banque Chevalier, Geneva, Switzerland Intern, Portfolio Management Responsible for valuations of public and private companies to determine intrinsic net worth. Wrote reports with recommendation for buying, selling, and holding to investment management group. Assisted in creating marketing materials and presentations for prospective and current clients. Researched twenty medium and large corporations in the United States, Europe, and Asia to analyze their nancial fundamentals and reach a market valuation. Summer 2002 Le Clotherie, Scottsdale, AZ Sales Associate Responsibilities included customer service, inventory control, and meeting sales quotas for a high-end department store. Assisted customers in selecting and purchasing merchandise throughout the fth largest store in the United States with daily store sales averaging $80,000 per day. Computer Skills Microsoft Ofce, Powerpoint, Lotus Freelance and Notes, Adobe PageMaker, Adobe Illustrator, HTML
Languages
Native Spanish speaker, procient in French REFERENCES AVAILABLE UPON REQUEST
Note: Because the page size of this book is smaller than the standard 812" 11" resume page, this sample is set as two pages. Your resume should be only one page.
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A good way to illustrate the concept behind the P-A-R format resume is to go back to the nanny illustration of a few pages ago. Lets say there was a wide age span in the three children under the nannys care and a problem was entertaining all of them, despite their different interests. What action might have been taken to overcome this obstacle? Well, rst the nanny took the initiative to nd an activity that at least two of the children would enjoy. The nanny arranged for them to attend an art class at the local elementary school, while the third child, an avid basketball player, enjoyed her favorite sport in the school playground. The result was that all three children were well entertained and learned new things at the same time. Not bad! The nanny fullled the basic requirements of the job by looking after three children and keeping them entertained. But the accomplishments were various: The children were not only taken care of, they were given opportunities to both learn something new and be creative. For the parentsthe nannys employerthe value added was the knowledge that their children received more than they had bargained for (a nanny who would just do the job). Instead, they were the beneciaries of an employee who showed initiative, excellent management and problem-solving skills, and good judgment. Meanwhile, the college student, who accomplished these things, probably didnt consider them useful work experiences at all. Or take a case of a discouraged graduate who says his or her college job was nothing muchjust clerking in a retail store over the holidays. In fact, this experience is quite marketable. Why? Because if you are a sales associate in a store at a high-volume time, you have to quickly master many skills, such as how to work with a team, how to provide customer service, and how to learn the merchandise. All of these are problems. How did the graduate solve them? First, he or she had to act: on occasion, delegating responsibility to others or taking charge of tense situations when they arose between shoppers and overworked cashiers; or perhaps it was his or her job to reorganize the stockroom for more efcient use. It doesnt really matter what action the graduate took to resolve any of these problems, as long as the outcome, whether it was better customer service or increased sales, was positive.
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All businesses have problems and expect the outcome of their employees actions to be successful. If you use terms and phrases such as problem solving or teamwork to talk about your work experiences, you already sound as if youre in business. And thats a big plus.
T h e B e n e f i t s of t h e P - A- R R e s u m e Fo r m a t
Screening resumes is an essential part of the hiring process, but it is a formidable challenge for a prospective employer to decide who is best suited for a job when there is limited information for each candidate. Again, most resumes simply state a persons job responsibilitiesthe day-to-day tasks that he or she was hired to do, such as sorting the mail or handling customer complaints. But two people with the same occupation often get different results on the job. If that distinction (your skills and accomplishments) isnt made clear in your resume, you might be eliminated from the interview pool. Todays prospective employers look for people who do more than their basic job responsibilitiesthey have to add valuejust like the nanny and retail-store employee in the last examples. The P-A-R format shows a prospective employer that you can be counted on to do just that: Solve problems when they ariseas they always doand take action without being told. In order to showcase these talents, your resume needs to prove that you were, indeed, valuable to previous employers. The P-A-R format helps you prove it by quantifying the results of your actions.
Tra n s fo r m i n g Yo u r R e s u m e by H i g h l i g h t i n g Yo u r Ac h i eve m e n t s
In order to quantify your work experience and distinguish it from other candidates, your resume should:
Give employers specic information about what you did and how you did it Use numbers to measure your results
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For example, suppose your friend Susan worked as a customer service representative in a bank. On her resume, Susan might describe her job in the following way:
Responsible for maintaining a high level of customer service to a base of clients with sophisticated banking needs.
Delivering excellent customer service is a real skill, and not everyone can do it. Yet the way the job description is written, it seems as if Susan was fullling only the minimum requirements of maintaining her accounts. At the same time, by not mentioning sales goals or revenuesthe kinds of words you expect to hear from anyone in salesSusan sends her prospective employer the message that, as customer sales rep, she wasnt focused on how much revenue she brought into the company. How could Susan meet sales targets if she didnt know her sales goal? Now lets analyze the entire statement, piece by piece. Put yourself in Susans shoes and answer the questions that follow: 1. Responsible for maintaining Questions your resume should answer: Were you maintaining (i.e. just carrying on in the footsteps of your predecessor) or did you do something different to keep in constant contact with your customers? What did you do specically? 2. a high level of customer service Questions your resume should answer: How did you know it was a high level? Did your boss tell you? Was there a report? Was it tied to revenue or a percent of increase in sales? Do you have any awards or thank-you letters from customers? 3. to a base of clients Questions your resume should answer: Who were your clients? How many clients did you have? Were they in similar or a wide variety of industries? Did you increase the client base or did it stay stable? If it was stable, how did you contribute to that stability? 4. with sophisticated banking needs Questions your resume should answer: What do you mean by sophisticated? Does it have something to do with variety in
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the portfolio, the size of the account, or the complexity of the services? Remember, you want to prove that you did the job better than the last person because of your actions and the results you achieved. And you can prove it because specic actions and quantiable results speak for themselves. This is how P-A-R formatting can improve Susans original statement:
Weak description: Responsible for maintaining a high level of customer service to a base of clients with sophisticated banking needs. Great description: Initiated quarterly industry briengs for preferred clients in consumer services area, resulting in the companys highest level of service excellence in ve years.
H ow P - A- R P re p a re s Yo u fo r G re a t I n t e r v i ews
There is another advantage to putting your resume into P-A-R format: It is excellent preparation for job interviews. In fact, you can look at your P-A-R resume as an outline, or a summary of your accomplishments. Because most interviewers base their questions on information from your resume, you will be better equipped to answer them if you have already organized your thoughts and articulated your accomplishments. This, of course, is what the P-A-R format encourages. So when a difcult interview question comes your way, such as, So Susan, what do you think was your greatest accomplishment at the XYZ company? you will be ready to answer.
P ro of re a d , p ro of re a d , p ro of re a d ! Spell-check your resume and triple-check your grammar. Then have a couple of friends or a teacher proofread the resume to catch errors you might have missed. Whether youre submitting
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a printed resume or an electronic one, spelling errors and careless mistakes could cost you an interview.
U S E P OW E R F U L VO C A B U L A R Y TO H I G H L I G H T YO U R S K I L L S
When you describe your job experiences, use strong action verbs to describe your duties and highlight the skills you used on the job. For example, suppose your friend Molly worked as an administrative assistant for a magazine. In the following example, she outlines her duties there, but she only lists them. By leaving out the action verbs that emphasized her own initiative, it becomes merely a job description, rather than what she made out of the position:
Weak description: Filing, research on competitive markets and customer demographics, product database, clerical duties.
Now look at the difference a few action verbs make:
Great description: Reorganized ling system and performed clerical duties to increase ofce efciency. Conducted research on competitive markets and customer demographics. Created and maintained product database, increasing productivity in six departments.
Mollys job description emphasizes her initiative and effectiveness on the job. Action verbs help create a picture of an energetic, dynamic employee. As you incorporate action verbs into your resume, choose only the ones that work best with your individual skills and accomplishments. Try to refrain from using the same action verb two or more times. Even if youve held the same type of job with several different employers, use different words to describe each of your employment experiences. Exhibit 23 lists some strong action verbs you might use on your
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resume, although this is not a comprehensive list. Take some time to brainstorm and devise more words that describe your duties and accomplishments.
Tip: Invest in a good thesaurus. It will be invaluable to you as you plan and write your resume.
One nal caveat: If you are creating a scanner-friendly resume, use nouns instead of verbs to describe your job experiences. In the previous resume, for example, Molly wrote that she managed les. If Molly were writing an electronic resume, she would instead note that she was responsible for le management. A search engine looking for power nouns, such as management, would pinpoint Mollys resume, giving Molly a better chance of getting her resume on the desk of a human resources professional.
A F i n a l T i p o n R e s u m e Fo r m a t If youre sending employers hard copies of your resume instead of submitting resumes electronically, be sure you pay attention to the details: Choose a high-quality resume paper in a neutral color like white, off-white, or pale gray. Avoid textured or brightly colored paper. Make sure to buy matching envelopes. Choose a font that is simple and legible. Use a 10-point or 12-point font in the body of your resume. Format your resume in a simple, easy-to-read way. Intricate formatting or too many font sizes and styles will be distracting to the reader.
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Exhibit 23. Ac t i o n Ve r b s t o E n h a n c e Yo u r R e s u m e
authorized administered advised analyzed authored balanced budgeted catalogued compiled completed composed computed contributed coordinated created delegated designed developed directed distributed edited established evaluated executed facilitated formulated generated guided identied increased implemented improved initiated integrated investigated managed marketed negotiated optimized organized performed planned prepared presented publicized published recommended reduced regulated reported researched restructured scheduled solved streamlined strengthened supervised trained tracked wrote
C H O O S I N G YO U R R E F E R E N C E S
Choose your references wisely. In general, interviewers want the names of former employers, but if you have only held one or two jobs, you could also include professors, coworkers, professional acquaintances, or even your high school principal. Try to choose people who will be enthusiastic and have knowledge of your skills and abilities.
fir st impressions
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Be sure to ask each individual if he or she is willing to be a reference before giving contact information to employersyour references will appreciate the heads up and can take some time to think about what they would like to say about you. If possible, point your references in a certain direction. For instance, you might say, The bank seems interested in my leadership ability. Can you talk about the time I took the lead with the group research project you assigned? You do not have to include your references on the resume itself. Instead, type a separate list of at least three references and provide all relevant contact information. Print this list on quality resume paper; and if youre submitting a hard copy of your resume to an employer, make sure you use the same type of paper for both documents.
W R I T I N G S T R O N G C OV E R L E T T E R S
One of the most common misconceptions among job seekers is that the resume is the only marketing tool to use, and the cover letter is nothing more than an ancillary formality. In reality, your cover letter plays as important a role as your resume in capturing the attention of a potential employer and selling you as a viable candidate for a job. Virtually all employers value an applicant who has strong written and oral communication skills. Your cover letter shows an employer whether or not you can communicate clearly and persuasively. After all, a resume is typically a series of bulleted lists, phrases, and short sentences, but a cover letter represents an actual sample of your writing ability. Unless you impress an employer with your cover letter rst, he or she probably wont read your resume. In other words, theres a chance your cover letter will be your only opportunity to convince a potential employer that youre a viable job candidate. Both the wording and the overall appearance of your cover letter should complement your resume. Your cover letter should not duplicate the information that is already on your resume. Instead, try to match key job information youve received from the ad or informational interviews. Use your one-page cover letter as a marketing tool designed to:
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Introduce yourself State exactly the job for which youre applying State your contact (if applicable) Refer the reader to key information on your resume or convey information about yourself thats not in your resume Briey demonstrate why your experience, skills, and accomplishments are a match for the open position and/or that company Convince the reader to investigate your resume State that you will follow up Exhibit 24 offers more guidelines and tips that help you create a professional looking cover letter.
Exhibit 24. G u i d e l i n e s fo r Wr i t i n g a G re a t C ove r L e t t e r

Follow the format and style of a formal business letter. Use a simple font, such as Times New Roman or New Century Schoolbook, throughout your resume; do not use more than one font. Use an easy-to-read font size of between 10- and 12-point type that matches your resume. A font size larger than 12 points will look unprofessional, and a font thats printed smaller than 10-point type will be difcult to read. Make sure your cover letter is visually appealing and uses white space on the page. Try to use standard 1.25-inch left and right margins and 1inch top and bottom margins. Make sure your cover letter is grammatically correct and contains no spelling errors. Like your resume, use as many action verbs as possible. Proofread each letter multiple times, and ask someone else to proofread it before sending it out. Write each of your cover letters and target specically to the job for which youre applying.
fir st impressions
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Always personalize your cover letter, using the recipients full name and title. In the salutation, write, Dear Mr./Mrs./Ms./Dr. (insert recipients last name): Keep your cover letters to one page. Use bulleted points to keep your cover letter short, yet still get your points across. If youre responding to a help-wanted ad or job-opening announcement, state specically where you heard about the job opportunity. If youre acting upon a referral, mention the name of the person who referred you and their relationship to the reader. Avoid using clichs or overly used phrases. There is no need to re-introduce yourself by name in the body of the letter. Throughout the letter, try to be innovative and original with your wording but not gimmicky. Within the rst paragraph, specically mention the position for which youre applying. Match the specic job-title wording with the wording provided by the employer within the helpwanted ad or job-opening announcement to which youre responding. Dont lie or stretch the truth in your cover letter. Maintain a positive and upbeat tone throughout your letter. Make sure your letter ows and that the voice and tense used within your letter are consistent. Its not necessary to list your references in a cover letter. However, always bring your list of references to an interview. Keep a copy of every letter you send. Also, keep detailed notes regarding when each letter was sent, how it was sent, and what enclosure(s) were in the envelope. Allow ample time, approximately four business days, for your resume package to arrive and be processed before making a follow-up phone call. On your calendar, mark the date by which you need to follow up.
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Every cover letter should highlight things about you that are of direct interest to the recipient. Before sending a resume and cover letter to an employer, try to develop an overall message and package to market yourself. (See the samples in Exhibits 25 and 26 at the end of this chapter.)
CONCLUSION
Finally, remember that your cover letter and resume give potential employers their rst glimpse of you, so do your best to demonstrate that you will be a procient and valuable addition to each company you write to. And dont forget to use the P-A-R format to demonstrate your full capabilities:
the Problems you solved, the Actions you took, and the Results you achieved in your past experiences
For more information on how to write great resumes and cover letters, see LearningExpresss Resumes That Get You Hired. After you have taken these steps and supplied yourself with the documents you need, you will be prepared for the next step: researching companies and discovering what you want from a job and an employer.
F I R S T I M P R E S S I O N S C O U N T: B E O N T I M E OR CALL AHEAD
I was meeting a candidate at a restaurant. After I had been waiting outside the restaurant for 20 minutes, he still had not appeared. When he did show up ten minutes later, he just said that he had run late and was sorry. This communicated to me that either a) he didnt want the job, or b) he didnt have good judgment. Yes, emergencies happen, but if you are going to be late, call the restaurant and try to get a message to the person with whom you are meeting. Dont just assume that they will wait for you.
M ARYAM , C ONSULTANT
Exhibit 25. S a m p l e C ove r L e t t e r B r i e f

ANDREW K. CHANG 108 Covered Bridge Lane, Caledonia, VT 05007 802-555-9987 akc99@skivt.com
Mr. Ian Zimmerman Human Resources Director Peck & Ellis 4 Goldenrod Way Brattleboro, VT 84295 June 19, 2006 Dear Mr. Zimmerman:
I am writing to apply for the position of paralegal at Peck & Ellis, recently listed at the Brighton University Career Center. My resume is attached for your consideration. I am a recent graduate of Brighton University, where I received a B.A. in English. As an English major, I developed the written and oral communication skills that are so essential in the eld of law. In addition, I spent a summer internship honing my writing and research skills at Matthew Bender, a publisher of legal books and periodicals. Prior to conducting a job search, I spoke with a number of entertainment law rms and chose your rm because of the wide range of your clients and your specic paralegal training program. Lee Grantler at Grantler, Smitt & Robinson is willing to speak with you about my skills, diligence, and dependability. Thank you for your time and consideration. I look forward to hearing from you. Sincerely,
M A
E L P
Andrew K. Chang
Exhibit 26. S a m p l e C ove r L e t t e r D e t a i l e d

January 16, 2006 Janice E. Caruso Recruiting Administrator JTI Computing, Inc. 614 East Third Avenue Columbus, OH 64119 Dear Ms. Caruso:
I am writing to apply for the position of sales representative at JTI Computing, Inc., listed recently in the Ohio Daily News. I am a recent graduate of Fitch College, where I received a bachelors degree with honors in business and management. In addition to my strong academic background, I would bring to JTI Computing: Excellent leadership and interpersonal skills, developed while a member of the Fitch College Student Association while serving as editor of the Fitch College News, where I managed a staff of 45. Hands-on sales experience, gained from a summer internship at Marlin-Huntley Enterprises, one of Ohios leading information technology rms. Superb organizational and time-management abilities, demonstrated by carrying a full course load while working 20 hours a week for my college computer lab. Enthusiasm and a strong desire to learn new skills.
M A
E L P
I have spoken with a number of sales and marketing professionals, and I am certain that this is the right eld for me; I am particularly excited about the opportunity to combine a career in sales with my interest in computers and technology. I am condent that I have the skills and experience necessary to meet the rigorous demands of a competitive and cutting-edge rm such as JTI Computing. Please see my enclosed resume. I look forward to hearing from you, and I hope that I will be given the opportunity to join your team. Thank you for your time and consideration. Sincerely, Rachel Birnbaum 41 Dover Avenue, Apt. 3C Columbus, OH 64105 971-555-7832 rachelb@mailserve.com
do your homework
Researching Companies and Deciding on a Career
IN CHAPTER 1, you learned how to build a network and use your

resources to land an interview. By now, youve probably seen several promising help-wanted ads, searched online career sites, visited your college career center, and done lots of networking. Youve undoubtedly sent many, many resumes and posted your resume online, as well. Hopefully, youve landed at least one interview by now, and maybe many more. If youre still having trouble obtaining interviews, you might want to review the material in Chapter 1. Now its time to prepare for the interview itself. Its always exciting (and sometimes a little frightening) to prepare for a job interview. But look at it this way: Youve already shown a great deal of resourcefulness, energy, and determination to get this far. A little more planning,
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research, and advice is all you need to feel condent, relaxed, and optimistic. Think about everything youre learning about yourself and about different industries, organizations, and individuals. Youve already begun your professional life!
H OW R E S E A R C H C A N WO R K F O R YO U
As the saying goes, knowledge is power. You will denitely feel more in control and be better prepared for an interview with any company if you take the time to research it. Here are just a few of the most basic things you should know or nd out:
Is the company protable? What are its revenues? What are its services or products? How are they marketed? Is the company in expansion mode or maintenance mode? What jobs are available? What kind of a feeling do you get about the company from its various publications?
Keep in mind that your interviewer will ask you what you know about the company. If you havent done your homework, the interviewer will be able to telland it will be a strike against you. Before you have an interview with any company, there are three important areas to research: 1. Sources of information in general. If you read the newspaper regularly, you may already know a bit about a company that interests you. To learn more, go to the library or search the Internet by Googling the company name to nd recent articles about the rm in a variety of newspapers, magazines, and trade publications. Has the company been in the news because of an imminent merger or takeover? If so, pay attention to any information or speculation about changes at the top or layoffs.
do your homework
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Knowledge of the companys history, especially current events, will serve you well during the interview. You may want to ask, Whats the likelihood that people will be laid off after the merger? If the company you are interested in is testing any new products, nd out what they are and whether any of them are controversial. Dont hesitate to ask tough questionsit shows your interviewer that youve done your homework and know about the company. It also shows that you are not afraid to ask difcult questions. 2. Trade sources. If you already have some general knowledge about a company but want information about a specic job direct mail coordinator, saywithin a specic division of the companynew product development, for exampleyou will have to dig a little deeper. Once again, go to the library for trade publications or access the Internet for more detailed information. Read trade sources for industry news, such as who has been recently promoted. Your knowledge will make you sound like youre already an insider. 3. Inside sources. People are a resource you just cant beat for information about a company. Check your list of network contacts to see if you know anyone working in the industry in which youre interested. If possible, nd someone who can tell you about the companys real benetsand detractions. It can make all the difference between going with a company and running in the opposite direction. Exhibit 31 lists some of the Internet search engines you can use to nd valuable information about prospective employers.
E x h i b i t 3 1 . L i s t of I n t e r n e t S e a rc h E n g i n e s fo r R e s e a rc h i n g C o m p a n i e s Yahoo: recommended for researching broad general topics. www.yahoo.com
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Alta Vista: recommended for precise and complete searches. www.altavista.com Lycos: recommended for advanced searches; very thorough. www.lycos.com Excite: recommended for searches on broad, general topics. www.excite.com Dogpile: when you enter a search, this website provides results from all of these search engines, as well as many others; extremely comprehensive, although it takes some time to sift through the results of your search. www.dogpile.com
F i n d i n g t h e I n fo r m a t i o n Yo u N e e d O n l i n e
Once youve landed an interview with a particular company, the rst thing you will want to do is check out its website. The site will give you a general overview of the companythat is what its general business is and what its products and services are. The website should also give you detailed information about the companys employees, history, and policies. In addition, it may include statistics, newspaper articles, and press releases. Even the design of a website can give you important information (if on a more subliminal level) about a particular companyfor example, does it look conservative or cutting edge? If you cant nd a website for a particular company, give them a call and ask whether or not they have a site. A companys site may have an unusual name, making it difcult to nd. Or, the rm may not have a website. Although more and more companies are putting information online, some companies may not have their own sites. If this is the case, dont worry. There are plenty of other ways to nd information about a company, if you cant nd it on its website. You can search for relevant articles on newspaper sites. For instance, the New York Times website
do your homework
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(www.nytimes.com) allows you to search its archives for newspaper articles, although it will cost you $3.95 to purchase a complete article published since 1981. The Washington Post website (www.washingtonpost.com) charges $3.95 per article, but it provides free access to articles published in the last two weeks. Check these and other major newspaper sites. Your interviewer will be impressed if you can say, I read in the New York Times last week that your company has decided to . . . But dont forget to do your homework. You dont want to get into a discussion about the company if you cant support your end of the conversation. Another good source of information is online news sites, such as www.cnn.com, www.msnbc.com, or www.thestreet.com, a nancial news website. These sites give you the freedom to search their archives, some of which are quite comprehensive, for articles on business and commerce. The best part about these sites is that the information is available free of charge.
OT H E R R E S E A R C H O P T I O N S
The Internet and the library are superb resources for gathering information about jobs and companies, but there are a few other good options for research, too. For example:
Company advertisements: Look at how the company advertises its products and services. Does it advertise them on television or in magazines? What do the ads say about its products and services? To whom are the ads directed? Is there a guarantee or benet to the consumer? Annual reports: Take a look at the companys annual report (assuming that it trades on the stock exchange). It should give you lots of information about the companys protability and career path. It might even give you salary information about senior management and how bonuses are structured. This kind of information tells you which businesses are importantand who and what they invest in.
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The Better Business Bureau: This organization can tell you whether the company you are interested in has had any resolved or unresolved problems with either consumers or other companies. The Chamber of Commerce: Call for information about the companys role in the community. Your campus career center: Ask if it has any printed information about firms that interest you, particularly if those companies participate in on-campus recruiting. Your network: Ask your contacts if they know anything about the companies that will be interviewing you. For instance, if you have a job interview at a particular investment bank, any investment banker in your network could give you some information about the rm, even if he or she doesnt work there. The company interviewing you: When a company calls to invite you for a job interview, it is perfectly appropriate for you to ask the caller to send you the companys annual report or a catalogue or brochure describing its products or services. If the HR manager or hiring manager does not seem willing to do this, do not push it: It is not the companys responsibility to help you with your research. You should remember that most HR managers (and hiring managers) are probably extremely busy trying to nd and evaluate the resumes of prospective candidates for the jobs they are trying to ll. So be resourceful and do your own research, if possible: Resourcefulness and autonomy are skills for which most employers are looking, so if you exhibit them now, even before the interview, you will already be one step ahead of other candidates!
R E A L - L I F E C A S E S T U DY: R E S E A R C H I N G A M A J O R C O N S U LT I N G F I R M
Michael, a recent college graduate, landed an interview at a major consulting rm for the position of business analyst. Heres how he went about his research.
do your homework
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1. The rm participated in on-campus recruiting, so Michaels rst stop was his college career center. Here, he was able to nd pamphlets and fact sheets about the rm. This gave him a general idea about the type of work the rm did. 2. Next, Michael went online. On the rms website, he was able to read about the rms philosophy, the types of individuals they hired, and the skills required for the job. The website also provided case studies, detailing how the rm had helped specic clients. Then, Michael read a few articles generated by the rms consultants, as well as some about the rm. 3. Not satised with the information he had found, Michael headed to his school library, where he printed articles written about the rm in the past six months. He knew that the articles posted on the website would be positive, and he wanted to see what kinds of articles the rm had chosen not to post on their site. 4. Finally, Michael used his network to nd the names of two recent graduates from his college who currently worked at the rm. He contacted both individuals and asked them about their work, responsibilities, the training they received, and the rms culture. Michael found that his skills, background, and interests were well matched to this consulting rm. When he went to his interview, he was well prepared to discuss the company with his interviewer. Because he read so many newspaper articles, he could speak intelligently about recent happenings at the rm and ask his interviewer smart questions. Ultimately, he landed the job.
R E D I S C OV E R I N G YO U R N E T WO R K
The people who actually work for a company are always the best source of information, so make an effort to talk to as many of them as possible, especially current employees. Listen carefully to what they say about the culture of the organization in which they work. Is it a
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command and control culture, where the bosses have most of the say and subordinates take their directions? Or is the corporate culture more collaborative, with people working in teams? To identify an employee who can give you information about a company, go back to your network and re-prioritize the names on your target list. Who might have the information for which youre looking? This may be a little difcult if you are a recent college graduate and have a limited number of people in your career network. However, it is possible to nd someone, if you use all your resources. If you cant think of a good contact, ask a friend or career counselor to help you brainstorm. Even though there are lots of other excellent options for getting interviews, dont forget your network. Revisit it, and ask if anyone knows someone who works in the company or even the eld that interests you. You never knowyou just might hear, I think my sister -inlaws cousin works there. For all you know that person may work for a company you had never considered, but if theres an opening or you go for an informational interview, you may discover that you really like the company. In the best-case scenario, your interviewer thinks you would make a great asset to the company and will contact you as soon as theres an opening. A couple months later, you get a call. This is a compelling reason to stay in touch with the people in your network. Keep your contacts alive, because you never know when they will pay off.
B ra i n s t o r m i n g t o E x p a n d Yo u r N e t wo r k
If there isnt anyone in your current network who has contacts in the eld in which youre interested, you need to nd fresh contacts. First, do a little brainstorming with a friend, career counselor, or someone you know from college. If you need to nd a contact at XYZ Pharmaceuticals, what would you do? How would you start to nd that person? One answer is to start with the people you know. What about:
Your college biology and chemistry professors. It is not unlikely that one of them knows someone in the pharmaceutical
do your homework
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industry. Think of the strong relationships some university and college science departments have with industrial researchers, commercial laboratories, and pharmaceutical companies, in general. Your family doctor. Physicians usually have a lot of contact with drug manufacturers. Maybe one of them could introduce you to a company representative the next time he or she is in the ofce. That person may know if a particular company is looking to hire or if they are aggressively pursuing recent college graduates. The pharmacist at your local drugstore has good contacts with various companies and can keep his or her ears open for any news that might apply to your job search. If you are going to be serious and disciplined about obtaining a job, its simply not enough to look at your targeted networking list and say, Oh, gee, nobody here is in pharmaceuticals. This is where many people give up and make the assumption that it will take too much time or require too much effort to nd new contacts, leads, and information to get where they want to go. But if you choose to challenge yourself and discover the best way to get the information you need, you will be a step ahead of the crowd. Call the human resources department or public relations ofce at the organization or company in which youre interested and ask them if they ever interview at your college or university. Or, go to the campus placement office for the same information. Even if youve already graduated, your college will likely give you access to their resources. Take your network as far as it will go, and use every resource you can think of, from your grandmothers dentist to every search engine on the Web. If you maximize your opportunities to gain information, it will only be a matter of time before you succeed at getting an interview for the job you want.
Managing your time and setting priorities usually boils down to common sense. If youre scheduled for an informational interview at a company tomorrow, it doesnt make sense to spend all
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your time writing thank-you notes the day before. Instead, use the time to research the company on the Web or read articles about it at the public library.
W H AT D O YO U R E A L LY WA N T ?
Now that you are a nimble researcher and know exactly what to ask other people about specic jobs and companies, do you really know what you want? In all the excitement of meeting everyone elses expectations, have you lost sight of your own? If so, now might be the time to nd a quiet place to think about what you expect from a prospective employer. Exhibit 32 lists some questions that might help you narrow down your search.
Exhibit 32. Q u e s t i o n s t o As k Yo u rs e l f a b o u t W h a t Yo u Wa n t f ro m a J o b
Does it matter if the company is domestic or international? Do you want to relocate or stay where you are? Do you imagine yourself working in a small, medium, or large company? What sort of training program do you want? What would make the work important to you? How much money do you want to make? What other benets do you want? What kind of working hours are you looking for? Are promotions and other forms of advancement important to you? Do you want a lot of individual responsibility, or are you more comfortable working in teams?
do your homework
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Do you prefer a hands-on boss or someone who gives you a lot of autonomy? Do you want to work at a rm that gives you regular reviews of your progress? Do you want to interact with clients or vendors? Do you want to work in a corporate or casual setting? Does it matter if the company invests in companies or causes that you nd politically incorrect?
Think about and make a list of things you want from an employer before you show up for the interview; otherwise, you might be tempted to accept the rst offer you get, especially if the terms seem unusually generous. Or you might convince yourself that you should take a job, even though its not exactly what you want, because its work youve been doing for a while or the moneys too good to turn down. Its human nature to feel conict when making hard choices, but it helps to think about what you want before you decide. Dont be caught off guard and accept something you dont want. Think seriously about the things you do want from a job and keep them in mind during an interview. To help you decide whether or not a company is right for you, make a chart like the one shown in Exhibit 33. Put your offers (i.e. company names) at the top of the chart and list the ten things you want from a company, or an employer, in the left margin of the chart. This way, every time you get a job offer, you can check it against your requirements. You will be asked to refer to this chart many times over the course of your job search, so take it seriously and ll it out as soon as possible.
C & P, INC.
LITTLE, LEARNER, & CO.
PERKINS, INC.
J & J, INC.
BOXER BROTHERS
FORTUNE 2000
SNOW & SNOW REALTY
WINNOW, BARTLETT, & SNOOKS
WALSH AGENCY
CENTRAL HOSPITAL
WHAT YOU WANT
$35,000+
Prot Sharing
Good Health Plan
Training Program
Relaxed Boss
Promote from Within
Flexible Hours
Small Company
E x h i b i t 3 3 . Te n R e q u i re m e n t s fo r t h e I d e a l J o b
Close to Home
Casual
do your homework
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M A K I N G A M ATC H
Its one thing to know what you want from a job, but its another to match your expectations with an employers. Do your education, training, and work experience match the requirements for a particular job? The only way to know is to do your research, to network, and to go on employment interviews. One of the biggest complaints of college recruiters is that graduates have unrealistic expectations about the type of job responsibilities they will have and the salary they will be paid. Some rms factor in your academic record. This is especially true of legal, accounting, and consulting rms. Nearly every organization values practical work experience. One of the ways to gain this information is to do your homework.
D i s c ove r Yo u r H i d d e n Ta l e n t s a n d S k i l l s
Most people have lots of other traits and talents they might not necessarily group with business skills. But its important to think about them anyway, because they can say a lot about you. Theres an interesting story to illustrate this: One day, an executive left the ofce and went into the lobby to greet a candidate. As they left the lobby, the candidate said good-bye to the receptionist, addressing her by name. The interviewer asked the candidate how he knew the receptionist; as it turned out, they had only just met. The candidate had once worked as a reporter, and people found him easy to talk to. The executive was impressed with the mans communication skills and knew that he could use those skills on the job. Many of us have skills that are just as remarkable. The trick is to think of the skills we take for granted as marketable assets. Ask a friend, a teacher, or someone in your family to tell you at least two things that are special about you. What are some of your personal qualities and how do they affect the people around you? Your special qualities dont need to be earth shattering. For example, is there something in your personality that always seems to shine, whether youre doing something as important as
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addressing a large group or as ordinary as food shopping? Is it your sense of humor? Are you the kind of person who seems to have good common sense? Do you have staminathe gift of sticking with something until you get it right? All of these traits have excellent applications in the professional world.
W h a t M a ke s Yo u I n t e re s t i n g ?
An interviewer might be interested in some of the unique or unusual experiences youve had, especially if they tie into a particular skill. For example:
Have you ever lived or traveled abroad? If so, are you familiar with or uent in another language? Has the experience of spending time in a foreign culture taught you any other skills that might tie into the marketplace, such as the ability to be exible, respect diversity, and adapt to new and challenging circumstances? Do you have any hobbies, passions, or avocations that might demonstrate dedication, initiative, or originality? What about your commitment to the neighborhood soccer team or the volunteer work you do for a Big Brother or Big Sister program? Maybe you have a passion for collecting rare books or youre a Civil War buff. Remember that employers dont necessarily hire human-shaped bundles of skills, perfectly tailored to specic job requirements. More often than not, employers look for people whose interests outside of work have taught them something that might enrich the company as a whole.
Through my sorority, I did a lot of volunteer work at a childrens hospital and local nursing homes. I think this showed prospective employers that I was a patient person with good interpersonal skills and that I was accustomed to interacting with different types of people. It also showed that, though I was
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focused on my career, I was attuned to the needs of others. These are important skills to have in the business world. LISA, WEB PRODUCER
B e O b j e c t i ve a b o u t Yo u r Ac c o m p l i s h m e n t s
Most of us are not the best evaluators of our own accomplishments. You may not think that something youve done is particularly impressive, whereas someone else might think it phenomenal! For example, a young man was embarrassed to tell his interviewer that it had taken him eight years to get through college because of severe nancial difculties. Instead of being shocked or disappointed, the interviewer was favorably impressed! To his mind, the young mans successful struggle to nish college despite considerable adversity was a powerful demonstration of his determination and persistencetwo highly valued qualities of most businesses.
F i n e - Tu n i n g Yo u r Wo r k N e e d s
After thinking about your strongest work assets and the various qualities that make you interesting as a person and valuable as an employee, tighten the focus of what will make a job appealing to you. Exhibit 34 lists some questions to help you think about your work habits and preferences.
E x h i b i t 3 4 . Q u e s t i o n s t o As k Yo u rs e l f a b o u t Yo u r Wo r k H a b i t s a n d P re f e re n c e s
Do you like to work alone or in a group? Do you prefer close supervision or do you prefer to work independently?
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Are you willing to begin as a trainee with limited responsibilities or would you prefer a position where you have your own responsibilities from the beginning? How far are you willing to commute? Do you prefer to work in a large ofce or a smaller one? Is diversity in the workplace important to you? Do you prefer conservative firms or untraditional work environments? Do you prefer to keep a regular schedule or would you like exible hours? Would you change location for a job? Under what circumstances would you be willing to relocate or commute for a job?
Think as clearly and honestly as you can about what type of job will give you the best experiences; match your requirements with what a particular company offers. Dont accept any job unless your most important professional needs are being met. In other words, if you feel strongly about not moving to another state to take a job, dont be seduced by a slightly higher salary, a better title, or a company car. You will be miserable, despite these perks, if you miss your house, family, and friends, and hate the weather. If you hate driving, dont agree to take a job that requires three hours of commuting every day. Theres more than a little truth to the old clich that happy people make happy workers. Make sure that your needs match the companys need for you before you sign the dotted lineyou begin by knowing your own priorities.
CHOOSING THE RIGHT JOB

Remember that theres a difference between a job and a career. Deciding how well matched you are with a company may have a lot to do
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with whether or not it can take you where you want to be in two, ve, or ten years. For example, suppose you have an offer to do graphic design work for a small ad agency. You know you have the skills for the job, but you also know that you dont envision yourself working in graphic design ve years from now. In fact, youre much more interested in pursuing a career in market research. If this is the case, think hard about whether or not you should take that graphic design job. Will your experience in graphic design help you get a job in market research a few years from now? Will you miss other opportunities in your preferred eld if you take this job? Training for any job absorbs a lot of your time and your employers. You will be better served by devoting your time and energy to learning about the career you ultimately want to pursue. Investigate all aspects of a company, including opportunities for advancement and learning new, marketable skills before making a decision. If working at a particular company might hamper your long-term career goals, its probably not the best place for you.
CONCLUSION
In this chapter, you learned many different ways to research a company. Ultimately, your best option is to use every available resource to get the information you want, just as in Chapter 1, when you were learning to marshal all of your resources to begin the job-hunting process. The most important part of your job search is nding the right job for you. This means different things to different people. But a combination of meaningful contribution, challenge, growth, and recognition will be rewarding to most employees. All of these things lead to more satisfaction and fulllment in your work.
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M A K E S U R E T H AT YO U A R E R E S E A R C H I N G T H E C O R R E C T C O M PA N Y.
I interviewed a young man for an account coordinator position at an e-commerce company. When I asked him if he knew anything about our company, what we do, what we sell, and so forth, he launched into a 15-minute explanation of another company with a similar name (with whom we often get confused). He had obviously done his homework, but unfortunately, he was discussing another company. I explained to him that our companys name is called PhatPencil.com not FatPencil.com. He handled the situation with poise, however, by simply laughing it off with a witty comment and requesting further information on our company. I ended up hiring him anyway because he was highly qualied, thought quickly on his feet (and recovered nicely from a sticky situation), and obviously conducted thorough research. I did, however, suggest to him that, in the future, when he sets up other interviews, he should ask whomever he speaks with to spell out the website and company name. RAINA, ACCOUNT MANAGER
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Preparing Yourself for the Interview
NOW THAT YOUVE rallied your resources, investigated the company, written a compelling resume and cover letter, and strongly thought about your skills, strengths, personal qualities, work experiences, and job preferences, you are ready for the interview. The difference between an average interview and a great interview is preparation. There will always be unpredictable questions. The purpose of preparation is for you to decide what experiences are the most compelling in demonstrating your talents. It gives you a chance to sort and choose the best stories to tell and determine how to tell them clearly and concisely. The most important thing for you to know is that the interviewers main objective is to determine whether or not you are the best candidate
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for the job. Your main objective is to communicate your skills and accomplishments, while determining if this is the right job and the right company for you. Your resume provides your interviewer with some answers to questions about your educational background and work history, but of all the criteria the interviewer uses to judge your qualifications for the job, none will be more important than your accomplishments. Many companies today, particularly large companies, strive to make the recruiting process more scientific than in the past. These companies have done research to see what factors (such as skills and traits) have made their employees successful. These factors are called behavioral measures of success or success factors. Every firm values different success factors; the only way to know the specific factors a particular company esteems is to speak with someone who works for this company. However, in this chapter, we identify some generic success factors from different companies that are key in a fast-paced, competitive business environment. The best interviewing strategy is to talk about the academic and work experiences that pertain to these generic success factors. As you tell the stories, the company success factors will stand out, showing the interviewer that you are a viable candidate for the job.
C O N V E R T I N G S U C C E S S FAC TO R S TO S U C C E S S S TO R I E S
The most effective way to discuss your accomplishments is to recast them in the form of stories: Each one must successfully document and illuminate your successes. Depending on the job, your interviewer will be looking for certain kinds of success stories based on a number of factors, such as your ability to solve problems, think independently, take initiative, or communicate skillfully. The ten success factors that most employers expect from job candidates are listed in Exhibit 41. Your task is to weave these factors into your own success stories.
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Exhibit 41. Te n S u c c e s s Fa c t o rs M o s t E m p l oye rs L o o k fo r i n J o b C a n d i d a t e s 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Accomplishments/getting results Taking initiative Communication skills Problem solving Teamwork and team leadership Project management Decision making Strategic thinking Innovative thinking Handling pressure
M a ke Yo u r O w n O p p o r t u n i t i e s t o D e s c r i b e Yo u r Successes
Learning how to use success stories effectively cannot be overemphasized. There is simply no better way to showcase your achievements and prove your suitability for a job. It takes some skill to weave success stories into an interview, but this can be done with relative ease if you rehearse them many times before you go to the interview, and use all of your communication skills to tell your stories once you get there. You will have to take some initiative to nd openings for your success stories. Even if your interviewer asks you a question that can be answered with a simple yes or no, resist the urge to give a one- or two-word answer, as in the following example.
Weak answer: Interviewer: Do you think you work well on a team? John: Yes.
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Interviewer: Can you think of any times when you had difculty working on a team? John: No. Instead, take the opportunity to present yourself in the best possible light. Use one of your strongest success stories. The following example shows how it can be done.
Great answer: Interviewer: Do you think you work well on a team? Jim: Yes. I was cocaptain of the basketball team in collegeit was a great experience and a great chance to work with my peers outside of the classroom. I would keep track of new strategies, organize extra practices, and arrange social events for the team. I always thought it was important for the team to spend time together off the courtwe got to know each other better, and this helped us work together in games. Interviewer: Can you think of any times when you had difculty working on a team? Jim: One incident comes to mind. A member of our team was a bit of a ball hog. If he got the ball in the game, he refused to pass it, and the other team members were getting upset. But I didnt want to single him out or scold him. Instead, I came up with practice drills that involved a lot of passing. I complimented him on his passing ability and told him it was just the sort of thing he could use in a game. And I spoke to the whole team about passing more in games. Well, he got the pictureand because I was supportive instead of confrontational, I didnt end up with a big argument on my hands.
Who would you hire, John or Jim? Jim took advantage of his interviewers questions by telling stories that demonstrated his positive traits. Although John might have been a stronger candidate than Jim in some ways, his interviewer had no way of knowing, because John didnt capitalize on the opportunity to illustrate his better qualities.
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M a k i n g t h e C o n n e c t i o n b e t we e n S u c c e s s Fa c t o rs and Success Stories

No matter what kind of work youve done in the past, you can nd a success story to match all ten factors listed in Exhibit 41. Keep your mind opendont dismiss any work experience as insignicant until youve thoroughly examined it. Think about your academic and work experiences in terms of the problems presented, the actions you took to solve them, and the results. Lets look at each success factor in more detail, to give you ideas about how you can describe to interviewers your past success in the best possible way.
Success Factor #1: Accomplishments/Getting Results One of the most common interview questions is: What is your greatest accomplishmentthe thing you are most proud of? By asking this question, the interviewer is trying to determine if you get satisfaction from achieving results. The interviewer may also want to see if you are proud of your accomplishments; being proud of past results will translate into taking pride in your work with your prospective employer. There are many types of accomplishments you could use to answer this question. For example, completing your education is an accomplishment. Focus on individual challenges or why youre proud of receiving your degree. Perhaps theres a story that illustrates your overcoming an obstacle, such as saving money under difcult circumstances, guring out how to pass a challenging class, or getting your writing published. What were the results of your efforts? Great answer: Here is a sample story that illustrates how you could answer the question: I was extremely happy when I got into my first-choice college, Elmherstbut the scholarship they offered didnt quite cover my needs. Although I had been admitted to several schools, I felt that, for me, Elmherst would provide the best possible education. So,
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instead of going straight to school, I deferred for a year and spent the time working at a local hardware store. After a few months, I took on a second job waiting tables. It was a very tough yearbut I was proud that I stuck to it. By the time September rolled around, I had saved enough money to attend the school of my choice, and I had some solid work experience.
This story tells volumes about the speakers abilities to persevere, solve problems, and take charge of his career. It also demonstrates that the speaker is goal oriented, an extremely important trait in the business world, where every action has a purpose and leads to a greater goal. Good success stories, like this one, are rich composites of your experiences and skills, so you will have some exibility in using them; one story should answer a number of different interview questions. For example, if the speaker in the previous example had been asked not about his accomplishments, but about a time when he took charge or used initiative, his story about saving money for school would also apply.
Success Factor #2: Initiative In a fast-paced, competitive business environment, it is important to hire people who can take chargeeven if the responsibility is not in their job description. Time is an important element in taking initiative: Its about doing something when it needs to be done, instead of waiting for someone else to do it rst. Great answer: Consider the following story: I worked on my college literary magazine. Producing the magazine was always an uphill battle. We received most of our revenues from ads, but the number of advertisers was constantly dwindlingand no one seemed to be doing anything about it. I organized a small committee, and we went door to door, speaking with local businesses about our magazine. Sometimes it took a lot of persuading, but once they saw the quality of the magazine and heard about our
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diverse audience, most businesses were eager to advertise. We raised so much money that we were even able to print the magazine in color for the rst time.
This story brings out a number of the interviewees good qualities, including team leadership, determination, and, above all, initiative. All of these qualities are highly valued in the business world. An employer wants to hire people who can recognize problems and take independent action to remedy them.
Success Factor #3: Communication Skills Your interviewer will be aware of how long it takes you to answer questions: There is a delicate balance between saying enough to get your success stories across and saying too much. Ask your acquaintances what kind of speaker you are: Do you tend to go on and on or are your answers short and blunt? Better yet, have a friend or family member conduct a practice interview with you. Tell them to evaluate your speaking skills, and then try to improve your style. Tell your story clearly to ensure that the interviewer gets your point. Be concise. Dont get sidetracked by focusing on endless details or irrelevant aspects of the story. If youre telling a story about working on your uncles farm, for instance, dont bother telling the interviewer the names of all the horses for whom you cared. Also, its important to avoid using slang words such as like and yknow and ller words, such as um, eh, and uh. A common interview mistake is beginning every answer with Ummm . . . Usually, a candidate uses this opening to stall for time to take a few seconds to collect his or her thoughts. However, there are better ways to give yourself time to think. Dont be afraid to sit in silence for a moment while you prepare your answer. Your interviewer will not be surprised if you need to collect your thoughts. If this makes you uncomfortable, try paraphrasing the question as you begin your answer. For instance, if your interviewer asks, How would a coworker describe you? you should reply, I think that a coworker would describe me as . . . By repeating the question, youve given yourself time to compose your answer.
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The only way to present your credentials well is to prepare prior to the interviewknow what you want to say and how you want to say it. Have someone else listen to you and give you feedback. This will help you feel more condent and do your best.
Q u i c k ! W h i c h s e n t e n c e s o u n d s m o re p rof e s s i o n a l ? 1. Uh . . . I think that Id be an asset to your rm because Im diligent, and, um, efcient and people tell me that Im, yknow, a good communicator. 2. I think Id be an asset to your rm because Im diligent and efcient, and I have excellent communication skills.
Success Factor #4: Problem Solving: Thinking and Working Independently Its just as important to take directions as it is to work independently. However, when you do work independently, its not always smooth sailing. So, when youre thinking of a story to demonstrate independent thinking, focus on the obstacles you had to overcome to solve a particular problem. What steps did you take? Great answer: Here is an anecdote that shows a candidates abilities to think independently and solve problems. In addition, it demonstrates analytical skills, reective abilities, and an ability to learn from mistakes. I worked at the registrars ofce during college. My primary responsibility was ling, but the ling system was hopelessly confusing. I came up with a great way to reorganize the les and spoke to my supervisor about implementing my plan. I was thrilled when she approved
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the plan, and I spent the next week overhauling the old system. Thats when my supervisor started getting complaints from another employee, who had a project due. She needed some information from the les, but she couldnt nd it because of the new ling system. I quickly called her to apologize and gave her a tour of the new system. Then, I wrote a memo documenting how the system worked and gave it to the other employees. They all agreed that it was a better process. I learned that its not enough just to have a great idea. You have to consider all the ramications of implementing that idea and keep fellow employees in the loop at the same time. Success Factor #5: Innovation We live in an ever-changing world where the past solutions to business problems arent always effective. Consequently, more and more companies look for employees who can think outside the box. Perhaps you have never thought of yourself as creative because you dont have a special talent such as writing or painting. Yet everyone can be creative in the area of problem solving. Lets say the interviewer asks you, Tell me a time when you developed a new idea to solve a problem? This question is different from the previous problem-solving question because its asking about new ideas or how youve applied your creativity when solving problems. Great answer Heres a success story that displays the tellers innovative thinking: I was a member of the drama club in college. We put on several plays each semester, but over time, our audience began to decrease in size. We needed to come up with new ways to draw people to our shows. One day, I was having a cup of coffee in my favorite coffee shop, thinking about the problem, when I hit upon a great idea. What if we could get the coffee shop to provide free coffee and dessert during intermission or offer discounts to anyone presenting ticket stubs from our shows? In exchange, we could promote the shop in our playbills and on posters.
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I spoke with the owner of the shop and he was thrilledhe had also been trying to come up with new promotional ideas. Some of the club members were skeptical of my idea, but the refreshments and discounts worked like a charmticket sales improved 30%! Success Factor #6: Leadership and Team Playing So much work today is done in teams that employers often want to know if you can get along with others and get the work done. What have you done in the past that illustrates your ability to work successfully with others? Remember Jim, the basketball team captain you met earlier in this chapter? His anecdotes about playing on and managing a sports team showed that he was comfortable as both a team leader and a team player. Stories about playing sports, working in small groups in classes, or participating in college clubs and organizations all demonstrate that you work well with others. Success Factor #7: Project Management Just nishing college exemplees the ability to plan, organize, and set priorities, particularly if you were a student who successfully juggled schoolwork, part-time jobs, club activities, a healthy social life, and maybe even volunteer work. Try to think of specic examples that illustrate your abilities to manage many tasks at once. Great answer: The following is a story from a recent college graduate: I was an editor of my college newspaper, which came out every Friday. On Thursday nights, all of the editors would gather in the newspaper ofce to make last-minute changes, nalize the layout, and so on. Usually, we were there until seven or eight in the morning. There was a lot of fallout from these all-nighters: Some people werent prepared for their Friday classes. They fell behind in their reading and turned assignments in late. After a couple of difcult weeks, I discovered that managing the all-nighters at the paper was simply a matter of budgeting my time.
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I nished my reading the weekend before it was due and completed all of my assignments early in the week. If I had a project due on a Friday, I made sure to get it done well in advance. Because I stuck to my schedule, late nights at the newspaper ofce didnt sabotage either my academic responsibilities or my social life. In fact, I was more efcient and also found that I had more free time to spend with friends.
This story demonstrates the speakers ability to set priorities, manage time, and successfully juggle various facets of academic and personal life.
Success Factor #8: Decision Making Decisive action taking is important to any business, whether your job involves working independently or in a group, but how you arrive at decisions will especially interest prospective employers. Decision making involves generating multiple solutions to a problem and using your discernment to select the best choice from those options. Being judiciousthoughtfully weighing the pros and cons of a situation before taking actionis just as important as knowing how to make decisions. It involves deciphering which path to take and following a logical thought process to the end. If youve ever worked in student government or ran a college organization, then you should have plenty of stories to tell about active decision making. Or, you could discuss how you chose your major, why you decided to take a certain class, or why you decided to attend your college. We make decisions every day, and any number of them could be incorporated into an anecdote to tell your interviewer. Great answer: Try a college-related story like this one: At my college, students typically live on campus for the rst two years, and then they tend to nd off-campus housing for the next two years. At the end of my sophomore year, I had to decide where to live in the fall and with whom I wanted to share housing. My current roommate got offered a position as Resident Advisor on campus. The
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perks included a large room to share; the downside was that Id have to remain on campus if I wanted to be her roommate. My other choices were to take a shared room in my sororitys house or take a private room in an apartment with three other friends, fellow education majors. The choices were tough: continuing to live with the tried and true roommate in a less-than-choice setting, giving up privacy for the potential fun that the sorority house offered, or taking the open room at the apartment, which was further from campus but offered some personal space not often found at college. I opted for the apartment. I was scheduled for student-teaching the following spring semester, and I knew that Id need to go to bed early and prepare my lessons. I decided that the atmosphere at the sorority house could get tiringif I wanted that scene, I could visit any time, day or night. I realized that I needed to be more independent, so the dorm option was out for me, too. I ended up making the right choiceI got my work done, had a successful experience in the classroom, and, with my own apartment, was able to invite my old roommate or sorority sisters over for an occasional escape from their surroundings. Success Factor #9: Strategic Thinking Thinking strategically is the ability to link long-range visions to daily work. The emphasis is on having a long-range goal where you needed to sustain effort over time despite setbacks and unpredictable events. In your academic experience, it could mean how you ensured that you graduated college in four years. In the workplace, it would translate to knowing company initiative was to cut expenses and taking action to cut expenses or save money for your department throughout the year. Great answer: Midway through my sophomore year in college, I decided that I wanted to spend a semester studying in Paris. I was a French major, so I knew this would be the best way to improve my skills and knowledge of French culture. Some of my friends strongly advised
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against it, howevermy college had a lot of course requirements, and many people who spent time abroad were unable to complete their degrees in four years or they spent senior year struggling under impossible course loads. After thinking about the situation, I realized that studying abroad was not impossibleI just had to plan ahead. I had planned on taking two electives per semester, but I decided to replace one with a required course and add an additional required course to my schedule. Taking six courses a semester was tough, but I made a strict study schedule for myself and stuck to it. I studied in Paris during spring of my junior year, and it was the best educational experience I ever had. And, thanks to my good planning, I had no trouble completing my requirements. I was able to take all the electives I wanted senior year, and even had time to work as a research assistant for one of my French literature professors. Success Factor #10: Staying Cool under Pressure Part of the maturity equation is coping with pressureknowing what to do rst when you walk into your ofce and have 50 e-mails and a ringing phone to answer, not to mention ve people who are waiting for appointments. Think of a story about your own performance under pressure. Maybe you were on your college swim team and had a meet the day before a big test. Or maybe you came to work one day to discover that several employees were sickand you were left to handle their work as well as your own. How did you control the situation? Was the result positive? Great answer: Heres how one candidate demonstrated the ability to handle pressure: When dealing with pressure, I try to step back from situations and assess them logically, rather than getting carried away by my emotions. In college, I was the stage manager for the drama clubs production of My Fair Lady. When we got to the theater to prepare opening night, we discovered that all our props, makeup, and
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costumes were scattered and out of place. Apparently, a group of students had used the theater to practice some improvisational comedy, not knowing that a production was going up the next night. We didnt have much time to get ready, and the cast started panicking about their missing items. I asked everyone to nd his or her costume. While they were busy, I quickly found some cardboard boxes and labeled each one with a characters or groups name: Eliza, Henry, street merchants, racetrack patrons, and so on. The stage crew collected props and other items, brought them to me, and I deposited them in the proper box. Everything got sorted quickly, and the curtain went up on time.
R e h e a rs i n g Yo u r S u c c e s s S t o r i e s
In order to weave your stories into an interview so that they sound effortless and natural, write them down and rehearse them, saying them several times. The goal is to be clear, concise, and to make your point; you dont want to sound like your answers are pat or overrehearsed. Eventually, you may feel comfortable enough to tailor your stories to individual interviewers, but this takes a lot of practice. Recording your stories is a great way to hear all the things that need to be smoothed out or tightened so that your delivery is perfectly natural. Also, ask your family and friends to critique your stories and edit them. The reason for rehearsing your stories aloud is that the way you tell a story is different from the way you write one. While youre rehearsing, you may want to watch your facial expressions in a mirror. Are you smiling and enthusiastic, or do you look somber and serious? Observe how your facial expressions affect your tone. When youre smiling, your voice sounds friendly, pleasing, and warm; when your expression is somber, your delivery may sound at. Vary the tone of your voice and the tempo at which you speak. This will help create interest in what you say, especially if your interviewers attention seems to be momentarily drifting away.
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The point of rehearsing your stories isnt to memorize them. What you want is to become so familiar with them that you can hit the main point of each of your success stories even though you may not tell them exactly the same way every time. Relax, improvise, enjoy, and above all, feel condent about telling your stories. Just make sure you have stories for each success factor. Because you cant possibly anticipate what the interviewer will ask, be prepared with several stories. For instance, you may have a great problem-solving story, but unless you can engineer a smooth transition to it, chances are you will have to rely on another story that can be worked into the conversation with more ease. Having lots of stories from which to draw will give you the flexibility to react quickly to unexpected questions and shifts in conversation.
Be Honest
At this point, you may wonder if so much rehearsing is too much. Will all of this preparation, anticipation, and planning make you seem less authenticless like yourself? Of course you want to be truthful and act naturally at all times, but dont forget that an interview is just like any business meeting. Preparation is the key to getting your ideas across and facilitating a positive result. To do well in an interview, you need to familiarize yourself completely with the sorts of questions you might be asked and rehearse your replies. It will help you to stay calm in a situation where there will be a raft of variables you cant control. For example, you will have no idea, beforehand, what your interviewers body language will be like. While youre busy trying to read it, you will be concentrating on making your own body language look positive. At the same time, you will be listening to your interviewers questions, deciphering them, and forming a response. This can get tricky, so give yourself a break! Being prepared will give you a cushion on which to relax, and it will make you feel more confident, too.
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C O N N E C T I N G I N T E R V I E W E R S Q U E S T I O N S TO YO U R OW N S U C C E S S S TO R I E S
A lot transpires during an interviewyoure listening to the question, trying to pick the right success story, watching the interviewers nonverbal cues, and so on. The trick is to quickly determine what the interviewer is asking you, and then link the question to your success story. Try this exercise. On the left hand of the column in Exhibit 42, weve listed a typical interview question. On the right side are suggestions for the success story topic. Cover the right-hand column, and see if you can identify which of your success stories you would use to answer the question.
E x h i b i t 4 2 . H ow t o L i n k Ty p i c a l I n t e r v i ew Q u e s t i o n s w i t h S u c c e s s Fa c t o rs
INTERVIEW QUESTION SUCCESS FACTORS
Give an example of a time when you worked on a team. What did you learn? Describe a challenging problem you had to solve and explain how you came up with your solution. Have you ever had a conict with a boss or a professor? How did you resolve it? What are your long-term career goals? What are you proudest of accomplishing?
Teamwork or team leadership Innovative thinking or problem solving Communication or problem solving Strategic thinking Achievement/ getting results
Were you ever in a position to have someone or some system impact your work negatively? What did you do?
Initiative
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Did you ever make a decision that negatively affected someone else? What was the decision, and what did you do about it? Think of a time when you had to accomplish something under tight deadlines. What did you do? How did you handle it?
Decision making
Staying cool under pressure
P R E S E N T I N G YO U R S E L F
Before the interview, give yourself a little pep talk. Remember that there is a point to an interview, and you have an objective. Remind yourself of that objective and visualize what success looks like to you. An interview is like a sales pitch, so before you go, tell yourself to be condent, that youre well prepared, enthusiastic, upbeat, and completely focused on your objective. Of course, there will always be some unpredictable aspects of interviewing. But youve probably had to think on your feet many times. Try to think of the interview as a learning experience. At the end of each interview, ask yourself, What went well? What would I do differently? If you can incorporate what youve learned into your next interview, youve been successful.
H OW TO R E A D A N D U S E N O N V E R BA L C U E S D U R I N G A N INTERVIEW
Knowing how to readand sendnonverbal cues can be extremely helpful in a situation where both interviewer and interviewee need to learn as much about each other as possible in a short period of time. You dont want to send the wrong message to an interviewer, so take the time to familiarize yourself with some of the more commonly used nonverbal cues.
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There are dozens of them! But dont worry, you can think about and even practice most of them before going to an interview. An excellent way of seeing some of your unconscious habits is to ask a friend to videotape a rehearsed interview. It doesnt have to take long, and the family video-cam will do the trick. It is astonishing how unaware most of us are of our personal habits, posture, and gestures. Now is good a time to become familiar with them and make a few conscious changes. Exhibit 43 lists some of the most common nonverbal cues of which you should be aware.
E x h i b i t 4 3 . N o n - Ve r b a l C u e s t o B e Awa re of d u r i n g a n I n t e r v i ew
Make your handshake rm but not crushing Stand when being greeted or when greeting someone Look at your interviewer directly; make eye contact Smile or keep a pleasant expression on your face Avoid extraneous, nervous movementsfor example: Dont push your hair back Dont cup your face in your hand and lean your elbows on the table Dont tap your foot Dont play with your pen or pencil Dont tug at your clothing Dont dget Dont repeatedly touch your throat or mouth Do not slump in the chair or look down at your feet Keep your head up Keep both feet on the oor while seated; crossing your legs is acceptable (if this position makes you feel more relaxed) Keep your body relaxed
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Lean forward slightly to communicate that you are being attentive or move your chair forward as soon as the conversation starts Dont crowd your interviewer by sitting too close to him or her; respect personal space Nod afrmatively to indicate that you understand a point, but do not overdo it Be aware of your posture: Dont cross or fold your arms. This is sometimes perceived as defensive or protective
The most important thing is to maintain normal eye contact with your interviewer, because it will show that you are listening actively and interested in what he or she is saying. Be careful not to stare or you will likely make the interviewer feel uncomfortable. One technique you might use to practice looking directly at your interviewer without staring is to pretend that there is a triangle connecting the interviewers right eye, left eye, and mouth. Try to keep your gaze focused on this triangle, without letting it linger on one point for too long. It might also help to conduct a practice interview with a friend and ask him or her to tell you if you are staring or allowing your eyes to wander. Some people try to mirror the interviewers body language, facial expressions, and gestures. If you try this, remember to be as subtle and natural as possible. Ultimately, what you want to mirror is your interviewers communication style and level of energy. If you are alert, sympathetic, and listen attentively, you will put your interviewer at ease. As a result, you will relax, too, and both of you will feel more comfortable in each others company.
U S I N G V E R BA L C U E S E F F E C T I V E LY
Verbal cues are much easier to read than subtle visual cues, but they do require that you listen carefully. Some people are good at remembering
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names, for example, but others tend to forget a name as soon as they hear itespecially in a tense or unusual situation. A good way not to forget your interviewers name is to listen for it, of course, and then repeat it. For example, if your interviewer introduces himself to you as John, and says, Its nice to meet you, your reply could be, Its very nice to meet you, too, John. Once youve heard yourself say the name out loud, it is much easier to remember it. Good listening and speaking skills are essential to good interviewing because you always need to have one ear on the conversation while you plan your next comment or question. You certainly dont want to be so anxious about telling your own stories that you cant hear what the interviewer is saying.
Poor response: Consider the following story: Russell was incredibly nervous on the day of his interview with a major bank. He didnt want to stumble over his words, so he rehearsed his anecdotes over and over in his head. Unfortunately, he was rehearsing while his interviewer was talking to him about a recent change in corporate policy. When she asked him a question about the policy, Russell didnt know what to sayhe hadnt heard a word of her explanation! It was obvious to the interviewer that Russell hadnt been paying attention.
Dont let this happen to you!
T H E I M P O R TA N C E O F L I S T E N I N G
There are three good reasons for listening well: 1. To gain information about the job 2. To ask questions 3. To link what you have heard with the success story you want to tell
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Summarizing information and using it to preface a question make it clear to the interviewer that youve been listening and understand the information correctly, but also give you the opportunity to connect what youve just learned to an anecdote about yourself. For example, suppose the interviewer has just told you that the companys objective for the year is to develop new business in a particular area and, consequently, certain departments will be reorganized or perhaps created to meet the new objective. You could start your response by summarizing: Because the company is interested in new business development, Im sure youre looking for people with initiative and creativity. This is your inthe appropriate moment to launch into one of your success stories. In this case, of course, the main idea would be to give a compelling example of your initiative.
Above all, remember that an interview is a conversation. Make sure that you are an active participant in that conversation.
Effective listening involves skill. Here are a few points about listening to keep in mind for an interview:
Be attentive and slightly lean forward to signal your interest in what is being said Look directly at your interviewer, but in a natural way (without staring or blinking) Pay attention and stay in the present Dont interrupt Balance talking with listening Ask questions if there is something you dont understand or if a point needs to be claried Take the time to answer a question, rather than rushing in with a half-baked response
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H OW TO A S K A N D A N S W E R Q U E S T I O N S E F F E C T I V E LY
In an interview, you will be doing a lot of talking, whether youre asking questions or responding to questions. In any case, be clear on your objectives: Why are you talking in this interview? 1. 2. 3. 4. To give information To sell yourself through your success stories To project condence To demonstrate your communication skills
By showing that you are a good listener, you get more than information and an opportunity to tell one of your success stories: listening makes a connection, establishes a rapport between you and the interviewer. The same applies to talkingto what you say. This requires a few good verbal communication skills. Here are a few basic tips:
Be clear and concise. If your interviewers attention seems to wander, you might be rambling. If he or she constantly has to ask you to say more about a question you just answered, you may not be saying enough. Make sure you have answered the question being asked. Be direct: Make declarative statements by using the word I. Dont hedge: Avoid words and phrases such as maybe, perhaps, you know, and so forth. Project your voice, so you can be heard clearly (but dont shout). Speak with enthusiasm.
If you are extroverted, social, and tend to talk a lot (or perhaps even too much, on occasion), you will want to pull back in an interview. Pare down the stories you tell by eliminating extraneous information. Even better, conduct more practice interviews with friends and family; they can tell you if you are being overly gregarious.
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On the other hand, if you are quiet by nature, make an effort to become more actively engaged in the conversation and use more energy. This is where videotaping and rehearsing your success stories before an interview comes in handy. Listen to your stories again and again and cut or embellish them as you go along. Be sure to get as much critical input as you can from people you know, especially those who have been interviewed themselves or, even better, who have interviewed others.
S E L L YO U R S E L F A N D P R OV E YO U R C L A I M S
The interview is a sales meeting, and your goal is to sell yourself. Its tempting to make at assertions that you expect the interviewer to take on face value. Some of these assertions might be: Im a great worker, Im punctual, upbeat, and diligent. The problem with this response is that you are telling the interviewer what to think rather than proving your claim. By now, youve probably realized that this is what success stories are all aboutbacking up your claims about your abilities by giving a real-life example. So, if youre tempted to say that youre a good worker, then you need to give an example to back up that claim. Often companies look for your experiences on a team and how you contributed to the overall team outcomes. So another thing to consider is when to say I and when to say we. The answer is that you have to balance both. Its a mistake to always say we. The interviewer will never fully understand your individual contribution. In addition, if you always say I, it will seem as if you werent able to collaborate. A nal word of caution: Dont be tempted to fabricate your role on a team. Company recruiters say that they are often in situations on campus where they interview every member of a team. Eventually, the real contributors to the team are clear to the recruiters because all the other team members corroborate their story. For example, compare the following responses. Emily and Shira are both interviewing at an insurance company. The interviewer asks, What are your strengths and weaknesses?
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Weak response: Emily: Im a great worker. Im punctual, efcient, upbeat, and diligent. These skills make me a perfect candidate for this job. Ive never missed a deadline. I never received a word of negative feedback at my old job. My only real weakness is that Im such a perfectionist. Great response: Shira: My greatest strength is persistence. In my old job, I was on the audit team of a major cosmetics company. The team leader always gave me the fact-nding missions that had stumped everyone else. However, I sometimes try to take on too many projects at once, and its difcult for me to admit that I cant handle my workload. I had to learn that there are times when the best thing to do is delegate tasks to other people.
In this example, Emily is only giving at assertions with no proof of claim. Shira, on the other hand, describes her strengths. She readily admits her faults, but also shows how she tries to overcome them. The objective of any interview is to strike a balance between describing your accomplishments to the best of your ability and giving the interviewer enough room to judge them independently. In other words, dont try to tell the interviewer what to think. But do tell your stories as compellingly as possible. The power of inuence should be wielded gently and used intelligently.
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R E M E M B E R TO D R E S S P R O F E S S I O N A L LY
Listening and responding well to your interviewer and subtly reecting his or her body language, mood, and communication style will exert a powerful inuence on how you are perceived by the interviewer. A rich mix of verbal and visual signals will pass between you, many of them on a subliminal level. But there is one aspect of interviewing that you can inuence quite consciously through a nonverbal cue: clothing. An entire lexicon has been written on the subject of dressing for success, but perhaps the best approach is to keep it simple. For example, why not put together a couple of interview uniforms that look great and make you feel great every time you wear them. For the sake of saving time and anxiety (not to mention money), it helps to have fewer choices. If you want to refresh the look of your uniform, you can always accessorize. Following are some tips.
L o o k i n g P rof e s s i o n a l
The main point about dressing for an interview is to feel that the clothes you are wearing are both comfortable and appropriate. In most cases, appropriate means professional. Of course, there are many ways to interpret professional, but if you are unsure, ask someone whose authority you trust. Your best bet is to go with a business suit. A suit always looks professional and shows that you are serious about nding a good job. Your suit should be well tailored and dark in colorstick with black, dark gray, navy blue, or dark brown. Shoes should be clean and polished, and accessories should be conservative. You dont want to show up in a nice business suit with a neon green watch on your wrist. Make sure that your hair is neat and combed and that your shoes arent scuffed or dirty. Women should wear minimal jewlerysmall earrings and simple necklaces, such as a strand of pearls or a gold chain. Keep your makeup simple and conservative. If you decide to wear a skirt, make
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sure that it is an appropriate length. Generally, skirts should be no shorter than an inch or two above the knee. Some small or creative companies may not mind if you dress down for an interview. For men, this usually means slacks with a jacket and tie. A woman might wear dress pants or a skirt with a blouse or sweater set. Again, you should try to keep accessories to a minimum, and avoid loud colors. But only choose one of these more casual options if you are sure it is appropriate. You might be making a big mistake if you assume a particular company will be relaxed about what you wear to the interview. The employees at a particular rm might wear jeans, but that doesnt mean that you should wear jeans to your interviewyoure not an employee yet.
Women should keep their dressers well stocked with pantyhose. You dont want to wake up on the morning of an interview to discover that every pair of stockings you own is either in the laundry basket or full of runs! And be sure to tuck a pair into your purse or briefcaseif you get a run on the way to the interview, you will be prepared. Men should pay careful attention to details. Shined shoes will make you look professional and polished. If you have facial hair, be sure its trimmed and neat. Your tie should be simple and appropriateyou dont want to show up at an interview with a conservative bank wearing a loud or garish tie.
In addition to looking professional, you also want to be comfortable. Make sure that your clothing ts properly. You dont want to spend the entire interview squirming in a pair of tight pants. Also make sure that your clothing is weather appropriate. If youre interviewing at an Arizona law rm in the middle of August, you dont want to be wearing a wool suit. Iron your clothing the night before the interview, so that you can be unhurried and relaxed the next day. If youre not sure what to wear, ask. If you know someone at the rm with which youre interviewing, he or she will give you the best
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information. You can also ask someone in the same industry. Dress codes may vary widely in different industries. If you cant think of anyone to ask, go to your college career center for advice.
W h a t D i d Yo u We a r t o Yo u r I n t e r v i ew ? I wore a charcoal gray suit with a white shirt, and I had my dress shoes shined the day before the interview. My tie added a little color, but it wasnt loud. I opted to bring a leather portfolio instead of a briefcase. If youre still in college, I think it sometimes looks a little silly if you carry a briefcase. The interviewer knows that you dont use it regularly, so it seems more like a prop. M I K E , M A N A G E M E N T C O N S U LTA N T I wore a black business suit with a lavender silk shirt, black stockings, and black pumps. I accessorized with pearl earrings and a pearl necklace. I usually dont wear cosmetics, but because I look very young, I wore some simple, naturallooking makeup. A N A S TA S I A , P A R A L E G A L I wore a black suit with a blue button-down shirt and lowheeled shoes. I also wore a simple gold necklace and small, gold earrings. My ofce is pretty casual, but I wanted to make a good rst impression. After I was hired, I was able to get more creative about the way I dress. P E G G Y , E D I T O R I A L A S S I S TA N T
The way you dress should tell a story that is compatible both with who you are and what is required for the job. Moreover, if you feel comfortable in your clothes, you will feel more condent about yourself in general.
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W H AT Q U E S T I O N S S H O U L D YO U A S K ?
Youve already given yourself a tremendous advantage if youve taken the time to research the company that is interviewing you. (Please see Chapter 3 for more information.) Your questions will be all the more informed and your interviewer will be impressed with your resourcefulness. If youve listened well during the interview and have garnered new information, take the opportunity to use it as a frame for your next question (as suggested earlier in this chapter). Or use a fact you already know to ask more questions about the company. When you are preparing questions, either before or during the interview, make sure you ask:
Questions about the job Questions about the company

This seems fairly obvious, but sometimes people are so focused on getting a job and understanding what the expectations of that specic job are that they lose track of the bigger picture. This omission will give your interviewer information about you on which you might not have counted. You dont want people to think that youre monofocused. But over and above that, you probably do want to know what other people in the company are doing and what the corporate goal or direction is. Ask what projects you will work on if you get the job.
B E F O R E YO U L E AV E T H E I N T E R V I E W
The way you say good-bye is just as important as the way you greet an interviewer. As you leave, try to maintain the same level of enthusiasm, interest, and sincerity you brought to the interview. Above all, be tactful as you make your exit, even if you feel that the interview didnt go as smoothly or as positively as you had hoped. You should thank your interviewer for having taken the time to speak with you and answer your questions (Its been a pleasure meeting you and your associates). Express interest in the job (Im
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very interested in the job and would really enjoy working with your team). And ask about the next step (May I phone your office in a few days to find out about your decision, or would you prefer that I contact your human resources department for further information?), and dont leave the interview until you know.
AFTER THE INTERVIEW

Whew, you made it! You have earned the right to relax as soon as you get home. After youve given yourself plenty of time to come down from the interview, take time to think about what happened. While its still fresh in your mind, replay the interview and put yourself in the interviewers shoes. How do you think you came off? What can you learn from analyzing your performance, and how will it help you at the next interview?
H ow D i d I D o ?
To help you organize your thoughts, write them down on a piece of paper or in a journal or diary (if you keep one). If you took notes during the interview or immediately afterward, read them now. Make a list of things you can do to present yourself a little differently at the next interview. A sample list might look like this:
Stay focused on the current question, and dont worry about previous answers Do more research on the company so you can ask more questions Practice the success story on taking initiative Wear something more comfortable Try to relax (do deep breathing exercises before the interview) Smile more Wake up 30 minutes earlier to allow for more prep time Bring paper to take notes
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E va l u a t i n g t h e C o m p a ny
Interviewing is a two-way process: While the interviewer is assessing you, you are evaluating whether this is the best position and company for you. Will it allow you to use your skills, learn, and excel? The chart you made in Chapter 3 (Exhibit 33, Ten Requirements for the Ideal Job) will help you analyze your prospective employer. Take a look at your list of requirements. How does the company stack up against your criteria? Did you get all the information you wanted to know about the company from the interviewer? What questions could you ask next time to learn more? Review the list carefully before the next interview. If you think you might forget some questions, bring the list with you. Now, think about the person who would be your boss. Did you get a good feeling from him or her? If you didnt click instantly or if you cant quite make up your mind about how you would feel if this person became your boss:
Make a list of desirable and less desirable characteristics for an employer to have. Check your interviewer against it. How does he or she rate? Ask yourself if you could learn from him or her. If so, what would this person teach you? Think about the questions you can ask the next time to discover if your prospective employer is the right boss for you.
S a y i n g T h a n k Yo u
The next step to take after you come home from an interview is to write a thank-you note. Be aware that notes of this kind are meant to be more than polite. In fact, they are powerful selling tools, so write them carefully. Your thank-you note should show appreciation for the time the interviewer took with you and reinforce that you are the ideal candidate. Even though some people might believe that writing a thank-you note is optional, it is not. As the formal conclusion to an interview, a
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thank-you note is required. Think of it as an essential feature of your job application. To write one of these important notes as effectively as possible, make sure that you address the following points:
Tell the interviewer how much you enjoyed meeting him or her (and the staff) Express your enthusiasm for the job and the company Repeat the main reason why you think youre the best candidate for the job Clarify or state an important point that you might have fumbled or forgotten about during the interview Establish when the next contact will be, unless you feel more comfortable with a closing statement such as thank you for your time and/or I look forward to hearing from you.
Although it is generally agreed that a thank-you note should be short, opinions differ as to whether it should be handwritten or typed. It is safe to say, however, that if a company is conservative, the best bet would be to write your thanks by hand on a small, plain, good-quality note card (5" 312"). On the other hand, you can type your thanks on good-quality, standard size (812" 11") stationery. Some job candidates use the same paper and style of heading they used for their resumes and cover letters. (In this instance, the thank-you note is considered the nal addition to the resume package theyve already submitted.) The format is less important than the time frame, however. A thank-you note should be mailed no later than a day after an interview.
Dont underestimate the power of a thank-you note. When two equally qualied candidates are under consideration, deciding whom to choose often comes down to who is the most courteous. Make sure that person is you.
If you opt to send thank-you cards, go to your local stationery store and buy a box of good quality cards and keep them on hand for
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great interview
other interviews. Dont forget to send a thank-you note to everyone you met at the interview, including the person who took you from one interview (or interviewer) to the next. If youre not quite sure how to write a thank-you note, take a look at the sample shown in Exhibit 44. More sample letters are included in Appendix D.
Fo l l ow i n g U p
If you havent heard from your interviewer or human resources contact by the appointed time, follow-up with a call of your own or send an e-mail. A good way to re-open the conversation with your contact in human resources, or with the interviewer, is to call back a few days after the interview and ask if you can clarify or add to any of the answers you gave during the interview. Being prepared with many detailed success stories and anecdotes will ensure a successful interview. At the same time, dont forget to be aware: Listen carefully to the interviewer; notice your body language (and your interviewers); and be conscious of your speech patterns. Use your best communication skills and demonstrate your awareness by asking questions. Not only will this action show that you have been paying attention, it will help ensure that both you and the company are a good match. Be sure to dress the part for the job you want; make sure that you look neat, capable, and professional. Finally, dont forget to write a thank-you note to your interviewer. This step is both a courtesy and a smart way to follow-up, because it serves as a reminder that you are willing and able to be a great addition to the company.
CONCLUSION
This chapter covered a lot of ground to help you prepare for an interview, but now that you have read it, you should be ready:
You have thought about what stories you can tell about yourself that will show you have the ten success factors for which most
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E x h i b i t 4 4 . S a m p l e T h a n k - Yo u N o t e
Veronica Carruthers 10 Seagull Lane Madison, CT 01888 402-555-3821
June 7, 2006 Ms. Brenda Jones East Harbor Research Lab 114 East Harbor Road Mystic, CT 01842 Dear Ms. Jones:
I wanted to thank you again for meeting with me yesterday. I very much enjoyed speaking with you and your staff, and I am very excited about the possibility of working for East Harbor Research Lab. I am condent that my background in chemistry and my research experience and the Park Science Center would make me an asset to the lab.
M A
E L P
Please dont hesitate to call me if you have any further questions. I will contact you next week to discuss the next step in the interview process. Thank you for your time and consideration. Sincerely,
Veronica Carruthers
employers look, and this chapter offered some examples and suggestions for how to demonstrate each of these. Youve learned to be aware of non-verbal cues (that your interviewer may be sending and that you may be sending unconsciously, as well as those you want to send consciously).
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You also know how to use verbal cues, listen attentively and effectively, ask the right questions, and sell yourself with proof of what youve done well. You know how to dress professionally, so you will make a great impression on your interviewer. And you know how to follow-up after the interview with a thank-you note.
One more thing: Exhibit 45 is a nal preparation checklist of things you should do the day before an interview. Keep this handy, and best of luck!
E x h i b i t 4 5 . P re p a ra t i o n C h e c k l i s t : T h i n g s t o D o t h e D a y b e fo re a n I n t e r v i ew Organize your clothing Make extra copies of your resume Make copies of your list of references Make a list of the questions you want to ask the interviewer Write down the exact location of the interview, including the phone number Rehearse your success stories Plan how you will get to the interview, and map out an alternative route, just in case Pack a pen and paper Set your alarm clock Get a good nights sleep Plan to arrive 15 minutes early Remember the name of your interviewer Relax Feel condent Visualize success
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The next chapter walks you through the actual interview process for both informational interviews and interviews with companies looking to ll a job opening.
D O N T L E T YO U R M I N D WA N D E R .
I interviewed a candidate for an entry-level position at a telecommunications start-up. It became clear to me that he wasnt paying attention to me when I asked him, What does success mean to you? and, after a long pause, during which he looked very confused, he answered, Salary can be variable depending on the availability of stock options, bonuses, etc. Im sure you will make me a fair offer based on what you see on my resume. The moral of the story: You shouldnt let your mind wander during an interview, but if you do catch your mind drifting, it is much more professional to ask the interviewer to repeat the question than to take a stab in the dark.
N ICK , D IRECTOR
OF
T ECHNOLOGY
informational interviews and traditional job interviews

Putting Your Success Stories to Work
PREPARING FOR A winning interview is all about knowing your strengths and being confident of your accomplishments. Already, youve mastered how to research a job, conduct yourself in an interview, construct effective success stories, and follow through after an interview has ended. Now, the combination of your resume and knowing your success stories should boost your condence to the degree that you will go into any interview relaxed, energetic, and ready to talk about yourselfinstead of feeling that you can hardly wait for it to be over. However, before you go any further, it is essential to learn the mechanics of various types of interviews in order to do well in each of them. Although it is true that most interviews share the same basic
infor mational inter views and tr aditional inter views
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expectations, there are a number of different interview formats and processes. For example, in a panel or group interview, you will be expected to converse with and answer questions from several people over the course of a morning or an afternoon. Or you may be called upon to talk about yourself to a single recruiter during a ve-minute campus interview. On the other hand, you may nd yourself looking across a restaurant table at an interviewer, while you skillfully blend pleasantries with some of your better success stories. This chapter provides a thorough understanding of informational and standard interviews and shows how to navigate them for maximum effect. Chapter 6 follows through with all the information, tips, and advice you will need to anticipate every requirement and protocol of off-site, group, panel, and campus interviews, as well as case, recruiter, internal, and second interviews. The rst type of interview to be discussed in this chapterthe informational or networking interviewis different from the others because there may not be an actual job opening. Such interviews will help you research an industry, company, or job category. You will also be discussing your strengths and career aspirations in the hopes that industry professionals know of suitable contacts or open positions for you. In a standard interview, you will be required to ask and respond to questions. However, the objective of an informational interview is to illustrate the strength of your skills, the best qualities of your personality, and the breadth of your accomplishments. This chapter teaches you how to reach that objective through the judicious use of well-crafted anecdotes.
I N F O R M AT I O N A L I N T E R V I E W S
If youre a recent college graduate looking for your rst job, you may not be entirely certain about the kind of work you want to do. You will undoubtedly have questions about certain elds or businesses and want information before you launch a job search. Of course, there are many options for researching jobs in the library and on the Internet. Your friends, family, and network are also extremely useful sources of
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general information and advice. But, if you want inside information, you will need to arrange an informational interview with someone who is already doing the work that you may be interested in doing. There are several advantages to this kind of interviewing: 1. You will discover whether or not you want to go into a particular eld. 2. In the process of gathering information and meeting people, you may be given leads about job openings in the industry. 3. You may be referred to specic people at other companies for more information or perhaps job interviews. 4. You may be offered a job. 5. A job may be created for you. The ideal person you want to contact and meet for an informational interview should be in a position to hire, but you should take advantage of the opportunity to meet with anyoneat any levelwho is willing to talk to you about a particular company or industry. Its important to remember that the primary objective of this kind of interview is to gather informationthe likelihood of there being an open job on the day you come for your interview is slim. In addition, the person you are coming to see knows that the main objective of your conversation is to share information, not to make a sale. Ideally, you will have obtained the name of this person from someone in your network, but if no one you know has a personal contact in the eld that interests you, there are other options:
Call an alumnus of your university who is in the eld that interests you. Although you may not know him or her, you both share the common experience of attending the same university. Most alumni are willing to help recent graduates. Write a letter to the senior-level person you would like to meet. Refer to industry directories, either in the library or on the Internet, for names, titles, addresses, and phone numbers. Be sure to call the company to make sure the person still works there and to nd out if his or her title has changed. Your
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1.
2. 3. 4.
letter should be clear about what you want. Here are some tips to follow: Explain that you are researching a eld (childrens book publishing, for example), because you think it might be a career youd be interested in pursuing. Request a short meeting for information gathering. Briey describe your background in terms of education and work experience (if you have any). State that you will call in a few days to follow up.
When you make your follow-up call, you may be asked to speak with someone at a lower level in the company or with the human resources department. This is good news: When you call for an appointment, you can mention the name of the senior-level person who referred you. Simply say something like, I was referred by Eleanor Klein in the research and development department. On the other hand, some executives and managers are reluctant to meet with people they dont know. Others are simply too busy to take the time for informational interviews. But if you do get through to someone who is willing to talk with you, refer to the letter you wrote and explain again that you would like to meet briey to gather information and learn more about the eld. You dont want to imply that you are looking for a job: You only want information.
W h a t s t h e P u r p o s e of a n I n fo r m a t i o n a l I n t e r v i ew ?
Some day, you will receive a networking call from a person who wants 15 minutes of your time to learn more information about your company. How would you like to spend those 15 minutes? Youd want the person to be interesting, to ask about you, and to be prepared with thoughtful questions about your company and industry. Thats the model. There are three parts to an informational interview: talking about yourself, learning about your contact, and learning about your contacts company.
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You could begin the interview by saying, Thank you for agreeing to see me. It may be helpful for me to tell you a little bit about myself, and then Id like to ask you how you got started in your career. At rst, when talking about yourself, keep it short. Tell the contact briey about your background, why youre interested in the eld, and then weave in more information as the interview proceeds, looking for ways to link your experiences to what your contact says. Once youve given some information about yourself, turn your focus on your contact and his or her company or industry. Maximize what you learn in a short period of time by asking some of the questions listed in Exhibit 51.
E x h i b i t 5 1 . Q u e s t i o n s t o As k d u r i n g a n I n fo r m a t i o n a l I n t e r v i ew What are typical entry-level positions in this eld? What role do you play in the company? How did you start out in your career? Do you wish you had done anything differently? What advice do you have for someone breaking into this eld? Im interested in the position of ________. Do you think Im qualied for this job, or would you suggest that I receive more education or training? Are there any specic skills I should develop? What kind of job do you think Im qualied to do? What does the typical career path look like for a job of this kind? What makes an employee successful in this job/company? What are the mistakes that people in this eld typically make? Is there anything new or particularly exciting that is happening or has happened in the eld recently? What companies are your competitors? How does your company distinguish itself? What sort of future do you anticipate for this industry?
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Are there any trade magazines or other industry publications I should read for more information? Do you have any sense of what a rst-year salary might look like? How quickly do people in this eld advance? Is there anyone else in your company or in another company with whom I should speak about this job/eld?
If you know something about the eld, industry, or company under discussion, you will make a much stronger impression on your interviewer, as discussed in Chapter 3. Prepare for this interview as you would any other. Bring copies of your resume and make sure that your cover letter has given your interviewer a strong sense of your background and what it is you want to learn about the eld. At the interview, take notes.
N ex t S t e p s a f t e r a n I n fo r m a t i o n a l I n t e r v i ew
There may be a number of outcomes from an informational interview:
You get the information you want and you can add one person to your professional network. Your interviewer takes an active interest in you and suggests a second meeting. Your interviewer suggests that you meet one or more colleagues, who may be in a position to hire.
An important goal of informational interviews is to expand your network. Some experts say that you should leave an informational interview with at least three additional names to add to your network, but this may not always be feasible. It is important to take the initiative to ask all your contacts if they know anyone else with whom you should speak, given your background and career objectives. Remem-
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ber to send a thank-you note to your contacts and add their names to the list of people you will notify when you secure employment. If you are fortunate, and your contact refers you to other people in the eld, you may use your contacts name when contacting them. You can either phone or write when arranging appointments, but mention the name of the person who referred you. Also, dont forget to mention what youre calling about. After each meeting, send a thank-you note. Even if the rst person to give you an informational interview does not refer you to anyone else, have the courtesy and professionalism to send a thank-you note. (Review the samples in Chapter 4 and Appendix D.) At the very least, informational interviewing is an excellent way of getting rsthand knowledge and advice about various career options. At best, you may be offered a job or one may be created for you.
THE TRADITIONAL JOB INTERVIEW

When going on a traditional (or standard) interview with a small company, you will likely meet your interviewer right away. At a larger company, you might be asked to rst ll out an application in the human resources department. You will have a copy of your resume handy, so you will be able to complete the application quickly and easily. It is also common to meet with more than one person, especially at larger companies. You might meet with a human resources professional, and then speak with the hiring manager (i.e. the person for whom you will work if you get the job). The interview with the hiring manager will last longer than the other interviews. (Do remember, though, that no hard and fast rules apply, and interviewing methods vary widely from company to company.) An interview with a human resources professional will be different from an interview with the hiring manager. This interview will determine whether or not you will be passed on to the hiring department. Part of this interview will be spent acquainting you with the company, in general, and the particular position. You will also be asked some general questions about your skills and experiences. Although human
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resources personnel do not make nal hiring decisions, they are asked for feedback about candidates. So be sure to use your success stories and treat this interview as seriously as you would any other. Assuming that youve arrived on time, your primary interview with the hiring manager will last 30 minutes to an hour. (Again, there are no hard and fast rules about interviews.) A longer interview should be interpreted as a good sign. But if you come and go in ten minutes, its likely that something didnt work outmaybe you were the wrong t, or perhaps the interviewer preferred another candidate. If things continue to go well, your primary interviewer may ask you to speak to someone else (or several other people), either right then or a little later in the day. This is another good sign. It usually means that your interviewer thinks you are a viable candidate for the job. You will get to know more about the company and hear different points of view. Sometimes, because of the necessity to ll positions quickly, especially in fast-paced growth sectors, you will meet with more than one person on the same day. If you are perceived as a highly qualied candidate by this kind of company, the interview process will be accelerated to ensure that you dont get hired elsewhere. So, try to be exible about time. Avoid scheduling interviews back to back, and give yourself plenty of time between appointments to respond to unexpected developments.
Fo c u s o n t h e Te n S u c c e s s Fa c t o rs
Most standard interviews generally begin in one of two scenarios: Your interviewer starts off by asking you questions, or the interviewer describes the job rst and then asks you questions. Scenario two is the most advantageous because you are given information before any questions are asked. This will give you plenty of time to decide which success story you will use to illustrate one of your skills, strengths, or accomplishments. As you will remember from Chapter 4, each of your success stories should be built around one of the ten success factors that most employers look for in job candidates:
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1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Accomplishments/getting results Taking initiative Communication skills Problem solving Teamwork and team leadership Project management Decision making Strategic thinking Innovative thinking Handling pressure
Telling success stories well is the most effective way to illustrate your accomplishments because it puts each one into a credibleand memorablecontext. Long before you go to your rst interview, you will have written and rehearsed many success stories for each success factor listed above, and you will be ready to skillfully weave them into your answers. (For more detailed information about success stories, please refer to Chapter 4.)
A n s we r Q u e s t i o n s i n D e t a i l
If you start answering questions with a simple yes or no, youre on the wrong track. Other one- or two-word responses wont help you either. For example, if the interviewer asks what your best quality is, and your response is Analyzing things, you wont be telling the interviewer enough about yourself to understand how you think or the breadth of your experience. You need to share as much information about yourself as possible, so that your interviewer understands how you think and what your skills and qualications are. Show off your interpersonal skills, personality, and even your sense of humor. So, what should you do when your interviewer asks about your best quality? Tell a success story! Consider the following example:
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Great answer: One of the qualities I can really count on is my ability to analyze and resolve problems, particularly when people are in conict. When I was in college, I was the Resident Advisor of my oor in the dorm. There were about 24 of us altogether, and I was often called on to arbitrate and settle arguments. It always seemed so clear to me what the answer was, maybe because Im the oldest of four children in my family. One time, two women in the dorm couldnt agree over the use of the telephonethere was only one phone at our end of the hall which meant that 12 of us were expected to share it. Anyway, one woman accused the other of monopolizing the phone. It seemed pretty clear to me that the only way to satisfy both womenand the rest of us, for that matterwould be to agree, as a group, how long each of us should stay on the phone at any given time. Once everyone knew what the rule was, there were far fewer conicts.
M a ke S u re Yo u P rove Yo u r C l a i m s
When you answer a question with a story, such as the one you just read, you are giving the interviewer two things: 1. Information 2. Proof of claim Anyone can say that he or she has good conict management skills and leave it at that, but telling a success story that illustrates your point proves your claim. In the process, you are giving the interviewer other information, such as: You were in a position of leadership, understood it, and rose to the challenge. When there were conicts in the dorm, you didnt just shut your door or walk away; you actually interceded, which took initiative. And, of course, you solved the problem. So, a simple question, such as whats your best quality? can give you a valuable opportunity to give the interviewer a fuller picture of your capabilities.
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R e m e m b e r t o Te l l Yo u r S u c c e s s S t o r i e s
No matter how you look at it, the heart of an interview is the exchange of information. How you convey information about yourself is what counts: This is why it is so vital to know and tell your success stories effectively. As mentioned earlier, you can expect a standard interview to open with a question or with a description of the job and the companyand then a few questions. Of course, you will ask a few questions of your own, but any variation of scenarios gives you ample opportunity to use your success stories. If you have a good interviewer who asks open-ended questions, you will be able to tell your stories with that much more facility. Every interview is different, as you might expect, so you cant predict all the questions an interviewer will ask; because your answers will prompt follow-up questions, the interviewer will likely ask a number of questions that even he or she didnt expect to ask. Some interviewers might begin with questions about your educational background or previous work experiences to determine if you have the skills or training for a particular job, while others may ask general questions about your motivations, goals, accomplishments, and ambitions. If youve worked previously, your interviewer may want to know why you left your last job, how long you were there, and what your position and salary were, and so forth. If you did not go to or nish college, you may be asked questions about why you do not have a degree. If you do have a college degree, you might be asked how you selected your major, what you did during your summers, or how college has prepared you for the job. Whatever the question, just do your best to answer it completely. Bear in mind that the interviewers main objective is to determine whether or not you are the right person for the job. Your objective is twofold:
To answer your interviewers questions as completely as possible To convince your interviewer that you are the right person for the job
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The best way to achieve your objective is to use your success stories. Going into an interview, you know that you have at least ten ways to talk about your accomplishments. When asked a question, focus on its meaning. Theres usually a word or two in the question, such as accomplishments, goals, or team, that will help you determine which success story is most appropriate. Chapter 7 presents some of the tough questions you might be asked; be sure to take a look at them in order to be better prepared for unexpected or particularly thorny questions. Meanwhile, Exhibit 52 will help you anticipate some of the questions that are most frequently asked:
Exhibit 52. F re q u e n t l y As ke d I n t e r v i ew Q u e s t i o n s B e P re p a re d ! How would you describe yourself? What are your strengths? What are your weaknesses? What are your goals for the next year? What is your greatest accomplishment?
C o n n e c t i n g a n I n t e r v i ewe r s Q u e s t i o n s t o Yo u r Success Stories

You may have noticed that there is some crossover between the questions in Exhibit 52 and the ten success factors that were listed earlier in this chapter and in Chapter 4. In fact, the ten success factors are simply a short list of the qualities most employers look for in job applicants. And, as you will recall, each of your success stories should be built around one of the ten success factors. Any of the questions in Exhibit 52, however, will help you prepare your stories.
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Read the list carefully and think of the experiences youve had that might illustrate your communication skills, for example, or your ability to manage pressure or make difficult decisions. The main objective is to link your special qualities, abilities, and successes to the questions interviewers ask you. Although you could certainly answer a question such as How would you describe yourself? with a few well-chosen words, you wouldnt be telling your interviewer enough about your strengths and abilities. However, if you approach these questions a little differently and link them to one of your success factors such as initiative or problem solving, you would do a far better job of both answering the questions and creating a convincing image of your potential. Now is the time to tell a story. Heres an example of how you might answer the question, How would you describe yourself?
Great answer: Im a self-motivated person who is very goal oriented. In my junior year of college, I knew that I wanted an internship at a consulting rm. One of my friends who was a senior told me that a certain rm really valued her experience as president of the campus geology club. I was a business and accounting major, so I ran for treasurer of Future Leaders of America. I gained valuable experience in keeping nancial records, and I also got to head our rst fundraiser. What a great experience and, as you can see from my resume, I did get to work for that consulting rm.
This success story doesnt take more than a minute to tell, but look at how much it says about nancial savvy, innovative thinking, and ability to:
Lead others Make decisions Set and meet important goals Self-motivate Solve problems Communicate well
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This story highlights many success factors and gives you the opportunity to share something personal, but not private. This applicant has shown a healthy dose of self-esteem, too. The applicant also highlighted leadership skills as well as technical skills. Remember, the interviewer can read facts about you straight from your resume. The interview is all about conveying your credentials and communicating the hows and the whys of your experience in a cohesive narrative form.
Another Success Story Even though you might be able to comfortably tell a success story in about one minute, you may not always have the time to tell as many as youd like. Ideally, you want to tell ten stories that illustrate ten success factors over the course of an interview. But in the real world, interviews are sometimes cut short. Or perhaps the interviewer simply doesnt provide you with enough opportunities to insert more than a few stories. However, you should try to illustrate as many success factors as possible. Therefore, try to write and rehearse stories that demonstrate more than one success factor. The previous story is a good example. Heres another example of how you might answer the question, How do you handle pressure? Great answer: My internship at TLS Advertising involved a lot of pressure. I was working for an account executive who was responsible for the rms cosmetics clients. We had strict deadlines and were often juggling more than one project at a time. One of my jobs was to help my boss prepare for client pitches and sales calls. In the process of creating all the overheads and ancillary materials she needed, I worked with the art department. I had to gure out how to make our project their top priority when they had so many competing demands. The art department depended on timely, clear communication, and I did my best to accommodate them. I set up time and action calendars and would talk to them hourly when necessary. In fact, I kept in such close contact with that department that they came to rely on my trafcking skills, which they asked me to demonstrate to
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the other departments so that their workow could be managed more efciently.
The narrator of this success story managed to weave in at least four success factorseach one a highly desirable, marketable skill such as:
Handling pressure Taking initiative Team work Problem solving
A Short Success Story There may be times when you want to emphasize a single success factor: Perhaps you want to call attention to a certain skill, or maybe you are running low on time but want to squeeze in one last example. Heres an example of how you might quickly and briey answer the question, Would you say youre a team player? Great answer: Ive been very involved in sports at college. I played on the baseball and basketball teams and participated in a number of intramural sports. Last year, our basketball team won the regional championships. We had to compete against eleven other teams. The competition was grueling. We had excellent coaching, but what really won the day for us was our ability to pull together as a team. We discovered that we each had individual strengths and could learn a lot from each other. For me, that meant learning to pass more often, instead of always taking a shot.
Of course, this story does show more than the speakers ability to work on a team. For example, it gives you a sense of personal tenacity and an ability to handle pressure well and learn from mistakes. The possibilities for good storytelling are endless. The trick is to know your experiences, skills, and personal qualities so well that you can adapt them to almost any question or questioning style.
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Most important, dont forget to enjoy the interview. Nowhere is it written in an interview has to be cheerless, tense, confrontational, frightening, or boring. Make your stories as interesting as possible they will invite questions and responses from your interviewer that will open up the conversation even more.
I T S A T WO - WAY C O N N E C T I O N W I T H YO U R I N T E R V I E W E R
The more you and your interviewer know about each other, the easier it will be to determine whether or not you are a good t for the job. You wont know, however, until youve asked a few questions of your own. Go into an interview with the attitude that you are there to learn about a job, instead of feeling overwhelmed by the idea that you are there to be judged. If you take an investigative, proactive approach, you wont worry as much about your performance or nervously wait for the next baited question to catch you off-guard. If you concentrate on learning about your interviewer and the company, your energies and attention will be directed outward instead of inward. This will make you feel more in control and, consequently, less nervous. Dont approach your interviewer as an adversary; it will only make your questions sound inquisitorial, instead of friendly and interested. If youve prepared your questions ahead of time, you will feel even more condent and ready to learn.
W h a t Q u e s t i o n s S h o u l d Yo u As k ?
Youve already given yourself a tremendous advantage if youve taken the time to research the company (refer back to Chapter 3 for details). Your interviewer will be favorably impressed if your questions demonstrate knowledge of the companys history, successes, goals, and plans. You might ask about recent events at the company. For instance, you could ask a recruiter at a law rm: I read recently that your rm is involved in a major lawsuit regarding patent violations. Im very interested in intellectual property law. Is this something
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this rm specializes in? Or, if youre interviewing at a small publishing company, you might say, I noticed that you recently published a book on childcare, although most of your previous publications were novels. Is this a new direction youre going in? But if you ask questions such as What business is your company in? or What are your rms services? you will convey how little effort and thought youve put into the interview. Asking good questions, on the other hand, isnt about showing off. You obviously want to know as much as you can about a company if youre seriously interested in accepting the job (should it be offered to you). And there are some intangible things about a company that are hard to nd in the public records, such as information about corporate culture. So, when you are preparing questions either before or during the interview, make sure you consider asking some of the questions listed in Exhibit 53.
Exhibit 53. Q u e s t i o n s Yo u S h o u l d As k a b o u t t h e C o m p a ny Does the company promote a certain philosophy? What is the corporate vision or mission? What is it like to work in the company? What do employees like about working for the company? What dont they like? Who are the people who have been the most successful in the company? What wereor aretheir personality traits and characteristics? What do they have in common? Does the company promote people from within? Does the company have plans for expansion? Where is the most growth in the company? What is the companys position regarding the industry in general? What is the rms competition? What are some of the most important projects the company is involved in at the moment? Are there any new products or services?
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Ask as many questions as you need to get a complete picture of the job and the company. Again, both you and the interviewer want to be sure of each other. You both have essentially the same goal: to determine whether or not you want to continue your relationship and work together. Your interviewer wants to decide if he or she should invite you back for a second interview, and you want to nd out if the company should stay on your list of choice employers. Make sure you space your questions throughout the interview, so you dont have a long list at the end, and give your interviewer plenty of time to answer. Dont barrage the interviewer with questions.
W h a t Yo u S h o u l d n t As k
Finally, keep in mind that there are some topics you should not bring up during the initial interview with the hiring manager. Depending on the company, you will have a short meeting with a human resources ofcer either before or after your interview with the hiring manager. In any case, HR should be able to answer all your questions about:
Salary Benets Vacations

Wait to discuss salary until your interviewer mentions it first. Human resources will give you all the details if your interviewer does not. Also, the hiring manager may tell you about some of the companys benets, but he or she may not know or remember all the specics about taxes, health insurance, dental plans, prot sharing, retirement compensation, unemployment compensation, sick days, family leave, or vacations. These are also topics you should discuss with HRand usually only after the company has made you an offer.
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As k i n g Q u e s t i o n s I s a Wa y of Ad ve r t i s i n g Yo u r Qualifications
If you dont ask questions, your interviewer will assume that youre not interested in the companyor the job. Moreover, you wont be able to make an informed decision about the job, should it be offered to you. There are other good reasons for asking questions: 1. Asking questions demonstrates the value you place on work and your career. 2. Asking questions demonstrates your depth of knowledge about the eld. 3. Asking questions gives you more opportunities to sell yourself to a potential employer. Just as you were prompted by your interviewers questions to talk about your accomplishments, the questions you ask your interviewer will reveal information that you can use to further exhibit your skills and qualication for the job. In other words, if you use questions to discover the needs of your prospective employer, you can use your success stories, once again, to illustrate how you can satisfy those needs. Your success stories are the best proof of your accomplishments. And, as we all know, past performance is the best indicator of future performance.
R e l a t i n g Yo u r S u c c e s s S t o r i e s t o t h e J o b
If youve arrived at the interview having researched the company, you probably have a relatively good sense of how well the company is doing, what its goals are, and in which direction it is growing. During the interview, listen to what your interviewer says about what the company needs, and look for an opportunity to interject an advertisement for yourself. For example, a scenario might play this way:
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You: Where is the most growth in the company? Interviewer: Weve had a fair amount of expansion into new markets, which were quite pleased with, but growth simply hasnt occurred as quickly as wed hoped. We need to hire people who know how to motivate other people and boost performance across the board. You: I like the idea of being involved in changes that enhance the growth of a company and move it in a more positive direction. Ive always worked well with people and seem to be able to mobilize others to get things done. Last year, I ran our college blood drive and got a record number of people to donate. I encouraged every college student to bring a friend to the drive, and everyone who came received a free ticket to a campus dance. Interviewer: It sounds like youre good at getting your classmates motivated. But have you ever inuenced someone who wasnt a peer? You: One example comes to mind. My friends father was running for mayor of our town. It was a close race, because the incumbent was well known. I volunteered to be part of the team that went door to door to invite people to a Meet the Candidate event. This was really about being a salesperson, and I had never done anything like it before. But my friends father had really been a kind of mentor to me, and he always gave thoughtful adviceso I could persuade people by discussing his positive attributes honestly and sincerely. When I went to the event, I was pleased to see how many families came that I had personally talked to. Interviewer: Just curiousdid your friends father win? You: Unfortunately, no. But I think we all learned a lot from the experience. Interviewer: Some people are reluctant to sell anything or approach strangers with their opinions. But business is a lot about selling products and ideas. It sounds like you have some good experience.
Q u e s t i o n s t o As k a b o u t t h e J o b
Questions about the job fall into two general categories:
Technical (if the job requires specialized training or education) General
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It would be impossible to list all the technical questions you might ask, if you are going into a specialized eld. However, most of the questions you will want to ask are probably more general. Exhibit 54 lists some questions you might ask about the job.
E x h i b i t 5 4 . G o o d Q u e s t i o n s t o As k a b o u t t h e Job Itself What is the goal of this job? What are the most important responsibilities of the job? What technology will I be expected to know and use? On which tasks would I spend most of my time? What would a typical day (or week) look like for me? What are the most difcult aspects of the job? Will I have independent projects, or work as a team? Who will evaluate my performance? My boss? Others? What criteria will be used to evaluate my performance? What is the work schedule? At what hour will I be expected to begin work? When do most people leave work for the day? Is any special training, education, or background required? Will I receive training for the job? How often would I be evaluated for promotion? What is the next step up from this job?
M o b i l i z i n g Yo u r S u c c e s s S t o r i e s
The beauty of asking questions and getting information is that it sometimes puts you in the position of helpingoffering your skills, experiences, or special abilities to either solve a problem or simply pitch in. If you listen carefully to the way your interviewer responds to your questions, you will get a strong impression of what the goals of a job are.
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The next step will be to use your success stories as a sales tool: Your objective is to convince your interviewer that you are the most qualied person for the job. Your strategy is to match your success stories, each of which contains a desirable success factor, with as many of the jobs goals as possible. You might begin a dialogue this way: You: Will I always work on a team, or will I handle some independent projects? Interviewer: There will be lots of opportunities for both. Luckily, the people in this company generally work well together: Theres lots of teamwork between senior and junior personnel and between departments. And, of course, some jobs are team driven. However, in our ofce, I will need you to do a lot of independent work. Its an important feature of the job. I wont be able to supervise your projects all the time because so much of my work involves meetings and travel, so Im looking for a certain level of independence and autonomy. You: Im very glad to hear that youre so supportive of independent work, because solving problems and managing projects on my own is one of my strengths. Its always been important for me to plan, organize, and set priorities, so I have very good work habits. For example, to fulll the requirements of my molecular biochemistry and biophysics major, I worked on a long-term independent project my senior year. My work involved proving the effectiveness of a certain method of isolating proteins. Despite very little supervision, I fullled all of the project requirements and even came up with a couple of surprising conclusions. The work was very exciting and helped prepare me for a job as a research assistant in a pharmaceutical lab. Interviewer: Deadlines are essential, of course, but we do want to know that the person weve entrusted with an independent job can actually do good work without my constant supervision. So, you dont think that will be a problem for you? You: No, I dont think so. As long as Im clear on objectives, goals, and deadlines, Im in good shape. One of the best aspects of a science background is that it teaches you how to ask good questions. This has really helped to direct my activities and point me in the right direction.
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Is there any doubt in your mind that youre making a good match with the job and your prospective employer? Notice how the interviewer took your lead in his last response. The interviewer summarized the points youd just made and stated that you probably wouldnt have a problem achieving the goals of one of the most important aspects of the job. Its clear that your story has done a good job of proving your claim of being a good independent worker. Some other success factors effectively illustrated in this story include:
Accomplishments/getting results Initiative Problem solving Project management Handling pressure
Keep in mind that when youre telling one of your success stories in order to sell yourself, youre not bragging. Thats not the point. You want to get a job because of your merits and, in order to do that, you must give the interviewer a good sense of your strengths. Telling your stories is all about facilitating the process of decision making. You simply want to make your appropriateness for a job as obvious as possible to your interviewer. And, of course, you need to know for yourself if a job is right for you. The most effective way to obtain that information is to keep the ow of conversation between you and your interviewer direct and clear.
M a k i n g O p p o r t u n i t i e s t o D e s c r i b e Yo u r S k i l l s a n d S e l l Yo u rs e l f
Dont forget to listen carefully to your interviewers responses: This person may be telling you that he or she is interested in your accomplishments and wants to know more about them. Its always a bonus for you to provide more information because of the supporting evidence it adds to your claim of being the most qualied person for the job. Heres an example of how this might work:
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Interviewer: What was the most important aspect of the summer job you just mentioned? You: I had a lot of responsibilities, but the one that interested me the most was keeping the connection between editors and authors alive. The editors I worked with were so busy, they didnt have time to maintain regular contact with authors. Consequently, some authors felt some resentment. They no longer felt committed to the publisher or responsible for delivering their manuscripts on time. I began to see that the publishing schedule was becoming compromisedwe just werent going to be able to publish some books on time. I had to do something. So I took the initiative, and it became my job to keep the line of communication open between authors and the publisher, even if there was no direct, daily contact with the editors. Interviewer: Thats interesting. Can you give me a few more details about what you did to keep the connection with the authors alive? You: Well, my company had just undergone a merger, so things were a little disorganized: The editors had extra work and the authors were concerned that their books would get lost in the shufe. To make sure that the authors felt comfortable and that our books were published on time, I made up a spreadsheet that tracked due dates for each stage of each project. Included in the spreadsheet were regularly scheduled follow-up phone calls. Each author received a copy of the schedule, so each knew how his or her book was progressing and when we would be in touch. I e-mailed the authors regularly, just to check in and make sure that there were no problemsand it was also a great way to remind them of deadlines. The authors were reassured about their importance to the company and were accountable for their deadlines. And the three senior editors I worked with were delighted that I took the initiative to keep the lines of communication open between their authors and the publisher, even if they didnt have the time to make direct, daily contact themselves. Suddenly everyone was on the same page, and materials started to ow in again, despite all the uncertainties of the merger. Sometimes people just need to be reassured that everything is all right, and that someone is looking after their interests. After all, the authors were our customers, and, in order to succeed, a company has to assure customers that they are receiving the best possible service.
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Interviewer: I think youre right. One of the things we really need in this company is better customer service. The service we provide is generally quite good, but a portiona certain populationof our consumer base has been out of sync with us for over a year. We dont want to lose these customersor our market nichebut were not quite sure how to reach them. Weve tried a couple of things, but its too soon to see results. We need people who communicate well and who are extremely responsive to our customers needs. It sounds like your experience at that publishing house was similar. You took the initiative to keep the companys authors in line and the product in place. That interests me. By now, youve planted a seed in the interviewers mind and it will continue to grow. In essence, youve made a sale. Your success story has hit a responsive chord with your interviewer, and you can practically see his or her mind working: This candidate is very strong. This person has all the right stuff to be groomed for a major, creative spot in customer service. Her (His) experiences indicate that shed (hed) be extremely effective at this sort of work. Her (His) story is convincing. We need to get those customers back. Can I afford to pass this opportunity to hire someone who might help reverse a serious downtrend in the companys service record? We need people who can take initiative. When you make an opportunity for yourself and do it honestly, you shouldnt worry about having used a little sales savvy to get there. An effective success story is simply a distillation of what is truest about you.
B e fo re Yo u L e a ve t h e I n t e r v i ew
Youve hit that moment in your conversation where its clear theres nothing more to be asked, answered, or discussedat least for nowand its time to go. Your interviewer has stood up and is smiling. Youve shaken hands and smiled, and now youre both headed toward the door. How are you going to leave things so that youre still in the drivers seat? Quick, before your interviewer says something polite like, Well it was a great pleasure to meet you. Have a good day, you need to re-open the door.
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You might say something along these lines:
Great closing statement: Thank you so much for your time. Ive enjoyed talking with you too, and I believe I have something special to offer your company. Can you tell me when I might next hear from you, or if there is anything else I can tell you about myself? Or, you might say, It was a pleasure speaking with you. Whats the next step in the hiring process?
If more than one person is involved in the decision, you can leave with these parting words: When might I hear the committees decision about the job? Contrary to what you might believe, theres nothing pushy about conveying urgency. If anything, it demonstrates that youre serious about getting the job. It also says that you take yourself seriously and value the contributions you would like to make to the company. This is a positive, active, and memorable way to take your leave.
CONCLUSION
In Chapter 4, we discussed how to follow up after an interview. You may wish to go back and review the steps to take in order to keep you and your resume at the top of the interviewers pile. Heres the quick version:
Give yourself an evaluation. What went well? What would you do differently next time? Write a thank-you note to everyone you met with while the interview is still fresh in your mind. Mark your calendar for a follow-up phone call with the HR department or interviewer to see how the decision-making process is proceeding. Take your suit or interview uniform to the dry cleaner to get ready for your next appointment, and plan what to wear if you get called back for a second interview tomorrow.
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The most important point to get across in any type of interview setting is the broader picture of who you are. Your potential employer wants to know what you have to offer beyond what you have included in your resume. Each person who interviews you wants to know how you think, how you react, and how you use your judgment so that he or she can make a well-informed decision about whether or not you will be a valuable addition to the company. When you use specic examples from your past experience to illustrate your accomplishments, you are proving your claim that you do in fact have the skills for which the interviewer is looking. However, you must not be so eager to tell your success stories that you never answer the actual questions. Make sure to focus on your listening skills; answer the questions and then move into your stories to present yourself in the best possible light. And dont forget to follow-up! Be proactive and nd out what the next step of the interview process will be. If you really want to move on to the next step, you must take the initiative; you dont want to leave your future in someone elses hands. Finally, Exhibit 55 offers a quick overview of what you should keep in mind during each stage of an interview.
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Exhibit 55. W h a t t o S a y d u r i n g E a c h S t a g e of a n I n t e r v i ew : 1. Introductions. No matter who you are meeting, whether its someone from human resources or the person who might eventually be your boss, remember to shake hands, smile, and introduce yourself: Hello, my name is Maria Sangenaro and Im very pleased to meet you. Try to remember each interviewers name by repeating it, writing it down, or asking for a business card. 2. Small talk. Casual conversation at the beginning of an interview puts everyone at ease and makes the transition to the next stage of the interview seem more natural and pleasant. A quick comment on the beautiful weather, the ease of your commute to the interview, or a positive observation about the ofce building are possible icebreakers. 3. Exchanging Information. After youve introduced yourself and exchanged pleasantries, you will be expected to answer questions about your background and experience. This is when you will tell success stories in order to convey a strong sense of who you are and what you are capable of accomplishing. Dont forget to ask questions about the company and position. 4. Summarizing. There is a natural point in every interview where there are no more questions to ask. Summarize what youve heard about the responsibilities of the position. Clarify any information that was unclear. 5. Closing the Interview. Leave on a positive note: Make a nal statement about your interest in the job and the company. Find out what happens next. How will you know if a decision has been made? Before leaving, make sure your interviewer has a copy of your resume and references, and ask for his or her card. Thank your interviewer for taking time to meet with you, smile, and shake his or her hand.
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D O N T U N D E R S E L L T H E VA L U E O F YO U R P R E V I O U S E X P E R I E N C E .
When I interviewed for a new corporate job, I made sure to call attention to my restaurant management experience. When you think about it, this experience really reveals to the interviewer that you can handle responsibility. Translated into the corporate world, this means I know how to supervise a staff, manage multiple tasks (ordering food, making sure it arrives, helping to plan menus, resolving any customer complaints, etc.), ensure that everything runs smoothly, and organize the big picture; all of these skills are integral to running a business.
A NDY, S ALES D IRECTOR
how to handle other types of interviews

Off-site, Group, Panel, Campus, Case, Recruiter, and Internal Interviews
THE BEST WAY to prepare for any interview is to continue to hone

the skills youve learned and developed, such as researching, listening well, preparing questions and answers, and editing and diversifying your success stories. You simply cant go wrong if you bring the same level of organization, alertness, and enthusiasm to every interview. At the same time, it helps immeasurably to know the nuts and bolts of each kind of interview, as we saw in Chapter 5. Although it is true that most interviews share the same features, a few have pronounced differences. For example, a panel interview involves several interviewersa difference that requires you to answer questions more concisely than you might in a standard interview, where there is more room to be expansive. Learning how to gauge your skills and responses to
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differences in interviewing techniques and styles requires exibility and a willingness to improvise. But with a little preparation and practice, you should be able to handle the dynamics of any interview setting. The key is to be as proactive as possible: Become involved in the interview process rather than letting it roll over you. And rather than dwell on the constraints of a particular form of interview, look for opportunities to show your strengths and best qualications for a job. If you dont lose focus of your objective and have the courage to direct and even re-channelthe ow of questions and answers, you are guaranteed to have a great interview. The rst step is to know what will be expected of you in each interview scenario. This chapter begins with a familiar formthe traditional interview, which was discussed at length in Chapter 5. Here, it goes off site. As you will see, your skills and modus operandi will have to adapt to a change of location, but the information and advice that follows should help smooth the way. Finally, be aware that thoughtful and prompt follow-up is required of every form of interview. Use the opportunity of writing a thank-you note or making a phone call to consolidate and preserve the good impression youve already made.
OFF-SITE INTERVIEWS
Off-site interviews are generally conducted over a meallunch or dinnerin a restaurant. There are a number of reasons why you might be asked to attend an off-site interview. Your interviewer may prefer to meet you without ofce distractions, or the interviewer may work in a small ofce where the two of you could not have privacy. Or if your prospective job involves meeting with clients or being in the public eye, the off-site interview may be a test of your social graces.
S t a n d a rd E t i q u e t t e
No matter what the reason for your off-site interview, make sure that youre well versed in the rules of etiquette. In order to prepare your-
how to handle other types of inter views
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self for the meeting, peruse the pages of a standard book of etiquette, such as The Amy Vanderbilt Complete Book of Etiquette (revised edition, 2000). This is not to assume that you have no manners, but rather to help you be more comfortable with the situation. You will feel more confident knowing that you double-checked which bread plate belongs to you. Whether or not the job involves entertaining clients, your prospective supervisor will look for a certain level of poise in social settings. The interview will likely be uid and more conversational in tone. However, it is still in your best interests to consider it a test. Although you and the interviewer may discuss a recent lm or a book you just read, remember that this is still an interview, not a meal with a friend. On a purely pragmatic level, it makes sense not to order a dish that will be difcult to manage, such as lobster or spaghetti, unless, of course, you are extremely adept at handling both. But then theres the drinking dilemma.
S h o u l d Yo u O rd e r a D r i n k ?
The best rule of thumb is: Never drink alcohol at an interview. Even if your host is drinking, it is not a good idea. Although you may think you handle alcohol well, it is easy to lose your focus and self-control if you drink. If you dont handle alcohol well, do not order it under any circumstances, even if your potential boss orders a glass (or bottle) of wine, a beer, or a cocktail.
Fo l l ow i n g U p
Dont leave the interview, even if it is at a restaurant or in the company cafeteria, without nding out what the next step is. Who will be calling whom? And, of course, you need to send a thank-you note. Typically, a note is handwritten on stationery or printed on the same paper with the same heading style as your resume and cover letter paper. Writing a note
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shows that you have taken the time to express your thanks in a thoughtful and personal way. Remember to refer specically to something you discussed over the meal that reinforces how well suited you are to the job. If you are not sure how to write a thank-you note, almost any book of etiquette will show you how, or refer to the sample in Appendix D.
Regarding thank-you notes: Mailing an actual note is the best option, but in todays business world, e-mail is often the norm, especially when hiring decisions are being made quickly. The key to any thank-you communication is to be courteous, concise, and timely.
GROUP INTERVIEWS
A group interview involves meeting with several different people over the course of a few hours or a day. If you are interviewing for a paralegal position at a large law rm, for instance, you might meet with a human resources administrator, a nancial manager, several attorneys, and one or two paralegals, in addition to your prospective boss. The reasons for being interviewed by a group may vary, but in most cases, you will have already had two interviews before you are asked back to meet more people: 1. A screening interview with someone from the Human Resources department 2. An interview with your potential boss The people you will meet in a group interview are either in your potential department or work with it, in one capacity or another. The most important thing to remember about this kind of interview is that although your potential bosss opinion of you counts the most, he or she would not have asked others to interview you if their vote didnt count also.
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In the best-case scenario, the majority wins: If almost everyone say ve out of a group of six (including your potential boss)agrees that you are the best candidate for the job, then you are hired. In the worst-case scenario, a consensus is called for, and you dont get hired unless everyone agrees that you should get the job. Needless to say, it is important to do well in all of your interviews, whether it is one-on-one with someone in human resources or with a group of potential co-employees. Part of the test in being interviewed by many people is getting along with all of them. Often the feeling is, Oh well, I didnt have chemistry with the nancial manager, but I did with the marketing person, so they will cancel each other out. However, that might not be true. Try to build rapport with everyone. Listen for clues about what is most important to each person; once you know, you can expand your answers to include relevant details. Sometimes the interviewing group is composed of your peers, which may make you feel more comfortable and will give you an opportunity to learn about company culture from your peer group. Be careful, though, about the questions you ask. Your potential boss will undoubtedly ask members of the group what you talked about, and it could seriously work against you if he or she discovers that you kept asking everyone what the promotional opportunities or vacation policies are, especially if youve already covered this ground with your potential boss. It will look like youre double-checking what he or she told you or that youre less focused on the job itself than on the jobs benets.
S t ra t e g i e s fo r Ta l k i n g t o a G ro u p
When youre talking to a lot of different people, you wont have as much time to get across as many stories as you did during the interview with your potential boss, so you will have to be selective about the ones you use. For example, if youre chatting with a nancial person, work in a short story that demonstrates your numbers savvy; if youre talking to a marketing person, pick a story about when youve used creative ideas.
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So its important to understand your audience: What is this persons function in the organization, and which of my stories would be the most compelling and relevant to their particular experience? For example, heres how one person handled a group interview successfully.
Great interview: After my rst interview at an advertising company, I was called back for a group interview. I was a little nervous about having to sell myself to so many people in a single dayafter all, one interview is exhausting, so I gured ve or six would be grueling. But then a friend told me a little trick to make things go more smoothly. She said that one way to make the interviews easier was to incorporate what the one person had told you about the company into your interviews with others. It sounds simple, but it really works. My rst interviewer told me a bit about a recent, untraditional ad campaign the company was involved in. So, when I met with the second interviewer, I mentioned the campaign and asked if the rm was planning to continue exploring innovative advertising methods. I was even able to tie our discussion in with a story about how I had used some unorthodox, but very successful, methods to boost the number of advertisers at my college yearbook. As I learned more information from different individuals, I incorporated it into my next interviews. I was more relaxed, and I came across as very knowledgeable and interested in the rm. And, best of all, I got the job.
Fo l l ow i n g U p
After a group interview, thank your potential boss for giving you the opportunity to meet with some of the people with whom you might be working. Dont leave without asking him or her what the next step is. If you need to call someone in human resources or your potential supervisor by a certain date, make sure that you do. In the meantime, send individual thank-you notes to the people you met. Take the time
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to write a thank-you note to your interviewer. It is important to reinforce your interest or to express renewed enthusiasm for the job.
PA N E L I N T E R V I E W S
During a panel interview, you will meet with several people at the same time. This type of interview simulates a business meeting where you are the presenter. The members of the panel will be people with whom you would interact when on the job or a group of individuals designated because of their status, skills, and areas of expertise as an Employment Committee. The panel might include your potential supervisor, his or her boss, someone from human resources, coworkers, plus one or more senior managers who might be tangentially involved with you and your work. The interview usually lasts for about an hour, although it could be longer. Even if you are scheduled for a panel interview, you will still have a one-on-one interview with your potential supervisor, which should last at least an hour. The interviews dont necessarily occur on the same day. A panel interview typically follows a standard progression: Stage one is the interview with human resources; stage two is the interview with your potential supervisor. On-campus panels take place at a college or university; in these interviews, students are asked to come into a room, one at a time, to be interviewed without the benet of meeting with anyone from the company beforehand. In other words, this arrangement would take the place of a screening interview. If all goes well, the student is invited back to the employers location for the second stage of the interview.
T h e P ro t o c o l
The person who moderates a panel interview is usually the senior person in the room. The arrangement varies from company to company, although it should be fairly clear who the moderator is because he or she will be the person to set the stage for you.
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For example, the moderator might begin by introducing the members of the panel and then launch into the objective of the interview. Pay attention to both points, and quickly jot down notes to help you remember the names of the panel members. The moderator will then tell you what the next steps will be. Usually it is a straightforward affair: Members of the panel ask questions and you answer them until the hour is up or the questions seem to come to a natural stopping point. There is no limit to the number of people who might be on the panel: There may be as many as six or more or as few as two. Remember, the composition of a panel varies depending on the nature of the job, so dont be surprised if there is someone on the panel who might actually be your peer. If the company expects you to work in teams with people from various levels of the organization, it makes sense to meet them early on. The main advantage of the panel is that it saves time. Everybody hears your story rsthand, so its a efcient way of interviewing. However, panel interviews can be stressful. This is something that most candidates underestimate. It is challenging to build rapport with each panelist. Also, panel members dont always decide before the interview what types of questions will be asked and who will ask them. So, while youre answering one question, the panel members are busy thinking of the next one. This rapid-re questioning technique can be both hectic and demanding, and it requires that you think on your feet.
S t ra t e g i e s fo r Pa n e l I n t e r v i ews
In your effort to create some sort of structure to reduce the stress of being asked so many questions by so many people at such a fast rate, the tendency is to focus on answering the questions of one person on the panel. This is a mistake. Instead, you should try to include all members of the panel in the discussion. Make eye contact with the person who has asked the question, but make sure you include others by making eye contact with them as well. (See Chapter 5 for more information about usingand reading other peoplesbody language in an
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interview.) If you can, tie comments made by one member of the panel into your answer of another members question. The second mistake you can make in a panel interview is to be reactive rather than proactive. On one hand, it is important to pay attention to the questions and make sure you answer them. On the other hand, you want to maintain some control of the interview and tell some of your success stories. First, focus on answering the questions being asked, and then switch your focus to using your success stories. For example, take a look at the following interview to see how you might accomplish this.
Great answers: Panel Member 1: Why did you choose to go to Humboldt College? Tyler: I chose Humboldt for several reasons. I knew that I wanted to go into journalism, and Humboldt has an excellent writing program, as well as a well-respected college newspaper Panel Member 2: Yes. I see here that you were managing editor of the newspaper. So you decided to do that to gain experience in journalism? Tyler: That was certainly part of it. But I also chose to work on the paper because of the leadership opportunities the job provided. As managing editor, I was responsible for supervising a staff of 45 columnists and editors. I didnt just have my own deadlinesI had to keep track of and manage everyones deadlines. I created a computer tracking system that sent automatic e-mails to columnists, reminding them that their column was due in one week, two days, and one day. The reminders worked wonders, and because columns were in on time, the editors and layout staff were able to produce the paper in a timely mannerinstead of being forced to pull all-nighters. So, I decided to work on the paper to learn about journalism, but also to tackle a leadership role and to prove that I could implement creative ideas to make an organization run more smoothly.
Tyler could have gotten ustered when the second panel member interrupted him. Instead, he capitalized on the panel members question,
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using it to tell a story that demonstrated his initiative, leadership, and problem-solving abilities. You may actually nd it much easier than you expected to tell your success stories, because people will ask you a lot more questions than they would in any other setting, including group interviews. However, dont get nervous if you cant get all ten stories outve or six is plenty. So, before you start freewheeling and talking off the top of your head, remember your strategy:
Dont wait to work in your success stories if you see possible segues. It is just as important to illustrate your good qualities by way of success stories in a group as it is during a one-onone interview. Remember to answer each question directly, if necessary, and then launch a story. If the panel asks you questions for which you have no prepared story, you will have to think on your feet. Pause, collect your thoughts, and improvise. Keep these answers short, and save your time for the success stories that youve prepared. Try to give the panelists equal time. Providing thorough answers to each question ensures that youve given respectful, thoughtful answers to each member.
If you tell your stories in a compelling way, your audience will want to hear more. If youve ever made a speech, delivered a paper, or made a presentation in class, you know the drill: People ask questions afterward. If your topic has been particularly stimulating, they get excited and start asking questions simultaneously, without waiting for each other. In this situation, you may feel relaxed because you know your subject and feel in control of it. You should feel the same way about a panel interview because the subject matter is you. Prepare to talk about yourself as you would any other subject of a speech or presentation. Before the interview, go over the ten stories that describe your best qualities over and over again. Think of ways to weave them into the kinds of questions that might be asked of you. Following are some sample questions that do not specically ask for stories. Pay attention
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to the answers, noting the way the speaker used the questions to segue into his stories. What are your greatest strengths?
Great answer: I am levelheaded, efficient, and Im very persistent. I think my greatest strength, however, is creative problem solving. Im good at looking at problems and thinking of ways to x them. For instance, I spent one summer working at a doctors ofce. The administrative assistants did all the billing by handit was an arduous process. I knew there had to be a better way, so I did some research on computerized billing programs. I found one company that would come to the ofce and spend half a day training the employees, without charging any more than the other services. I also volunteered to learn all the intricacies of the program myself, so that I could assist anyone who had trouble using the system. Within a couple of weeks, things were running smoothlyand all of the assistants had extra time to devote to other tasks.
How do you usually handle conicts?
Great answer: I try to keep cool when dealing with a difcult situation. I think its important to solve problems by reasoning, rather than letting personal issues get in the way. I often had to deal with conicts when I was editor of my high school yearbook. I had a very large staff, and there were often huge disagreements over what photos to print, how to lay out the pages, how to spend our budget, and so on. In addition, there were many clashing personalitiessome of the staff members had trouble getting along with others. During one meeting, the arguing got so bad that we simply couldnt get anything done. Instead of losing my temper, I decided that we had to implement a better system of running meetings and making decisions: a set agenda. Everyone received a copy of the agenda, so there was no confusion about what would be discussed; I always factored in time for
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people to bring up other issues, but the agenda gave the meetings structure. We also voted on all decisions, and a decision could only pass if three-fourths of the staff agreed to it. Meetings ran much more smoothly after that, and there were fewer arguments.
There is a third mistake that panel interviewees sometimes make: They assume that they have to get everything right, but have no idea what that means. Relax. This is not a true/false quiz. The panel will evaluate all of your answers, your communication style, your poise, and many other factors. There is no right answer that will get you the job. As with all types of interviews, prepare yourself by doing your homework on the company and get a good nights sleep. Exhibit 61 is a checklist of suggestions to help you before and during a panel interview.
Exhibit 61. S u g g e s t i o n s fo r H ow t o H a n d l e Pa n e l I n t e r v i ews Get a good nights sleep. Bring pencil and paper. Its impressive if you can address the people on the panel by name, although you dont have to every time. Think of a way to remember peoples names. In all the nervousness at the beginning of an interview, its all too easy to forget them. Get organized. Before the interview, ask the person who is organizing the panel to tell you who will be on it, so that you will have the names in front of you. In order to help you connect the names with faces, give each name a number. Then draw a little dais on a piece of paper. As soon as a panel member identies him- or herself, insert the number on the dais where the person is sitting. Try to relax as much as you can. Breathe regularly; holding your breath will make you tense.
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Maintain steady eye contact, focusing on the person who asked the question, but including the others as well; dont let your eyes jump around too much. Dont talk too fast: Slow down. You will be able to speak more clearly and convincingly if you give yourself a little time to think. Stick to your objective. Stay focused and sell yourself. Dont leave without telling as many of your success stories as possible.
Fo l l ow i n g U p
If a panel interview is either on the same day or within a day or two of a one-on-one interview with your potential boss, write him or her a thank-you note, and be sure to write individual notes to everyone on the panel. It is also a courtesy to thank your potential employer for arranging the panel interview. Remember to point out anything that came up in the panel interview that was of special interest to you or that relates to your particular tness for the job. If you really want to move on to the next step, you must take the initiative; you dont want to leave your future in someone elses hands.
CAMPUS INTERVIEWS
Some campus interviews occur at career fairs, which gives them an entirely different feel than traditional job interviews. For one thing, you have less time to present yourself in the best light. In fact, you dont usually have more than three minutes to deliver your sound bite at an employers booth or table. Some companies conduct mini-interviews in an auditorium or hall lled with hundreds of other students who are trying to obtain the same job. Under these circumstances, what you have to do is get your resume into the hands of the right person, and make sure that he or she remembers you during the screening process.
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M a k i n g a n I m p re s s i o n
If you have only three minutes in which to sell yourselfand thats exactly how long most campus interviews really lastit is extremely helpful to research the company rst and rehearse what you want to say. (Please refer to Chapter 3 for more information on researching a company.) You will greatly boost your chances of being taken seriously if you can say that you are interested in the company for specic reasons and that your background is a good t for the job because of specic reasons. In any case, you wont have time for even one good success story, so you have no choice but to focus on facts. Be prepared to know what they are and make as compelling a case as you can for yourself. Dont be shy. Campus recruiters expect a hard sell because of time limitations and the sheer number of students who want to be interviewed. Once you get a date for a second interview, you can work on presenting yourself at lengthand with a little more polish.
On-Campus Recruiting
Your college or university may also participate in on-campus recruiting. This means that you can arrange interviews with certain rms through your college career center. The interviews will take place on campus. The companies that participate in on-campus recruiting tend to be large rms that hire many new employees straight out of college. The types of companies that recruit vary depending upon which college you attend. Speak with your college career center to see how on-campus recruiting works at your school. Some schools arrange a resume drop, a day when students wishing to participate in on-campus interviews must le all resumes and cover letters with the college career center. Typically, students will have to prepare a separate resume/cover letter package for each firm to which they wish to apply. If your college has such a system, be preparedresume drops may occur as early as December, although interviews may not be scheduled until February or March.
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What to Expect
On-campus interviews are screening interviews to decide which candidates will be invited back to the company for further interviews. A company interviewer may be your potential supervisor, human resources personnel, or an employee in a position similar to the one for which you are interviewing. Companies usually try to include one employee who graduates from your school. Because on-campus interviews are screening interviews, the interviewers will meet with a number of students and then select a certain percentage of those students to proceed on to the next round of interviews. Although your interviewer will not be making hiring decisions, expect competition to be pretty stiffon-campus interviewers will be seeing many qualied candidates.
CASE INTERVIEWS
If you are interviewing in certain elds, particularly consulting, nancial services, and business development, you may be required to participate in one or more case interviews. In such an interview, you will be presented with a business problem, and asked how you would go about solving it. The goal of the interview is for the interviewer to gauge your analytical and problem-solving skills. The interview will not test your specic knowledge about an industry or business. Instead, applicants are typically presented with a generic scenario and may be given relevant information needed to solve the problem. As you work out the problem aloud, your interviewer will give you constant feedback and provide you with more information as you need it. Cases can incorporate numbers and data to varying degrees. The interviewer may be interested in testing your ease with numbers and your quantitative abilities. If economic concepts are what the company is after (if, for instance, you are interviewing with a rm in nancial services), they may instead deal with protability or simple nancial functions. In general, though, the most critical skills that case interviews
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screen for is the ability to think through problems in a logical, coherent manner with little preparation and limited information.
C a s e I n t e r v i ew Fo r m a t
There are generally two types of cases that interviewers rely on. 1. Estimation cases or mini cases present the candidate with a numerical problem to solve with guidance from the interviewer. Although there may be a right answer, success does not depend on how close you come to this answer. Instead, the interviewer is more concerned with how you arrived at your answer and whether or not you can identify why you may be wrong. An example of the type of question you might hear at an estimation interview is, How many pieces of luggage are unloaded at LaGuardia Airport each day? To see how you might go about answering this question, and for more sample case interview questions, see Appendix G. 2. Business problem cases or full case interviews present the candidate with an open-ended business situation. Usually more complex and well developed than shorter estimation cases, these cases have no right answer and test your ability to think through issues to a conclusion that you can defend. An example of such a case would be: Imagine that you are a consultant, hired by Carnegie Hall, a large concert hall in New York City. For the past several years, its prots have been declining, and you need to decipher out how to reverse this trend and restore protability? For a sample approach to this problem, as well as more information about tackling business problem cases, see Appendix G. Cases can seem daunting at rst, but with a little practice, they can be a fun and interesting challenge, as well as the rst step to a new job. Exhibit 62 offers some tips and tricks from an experienced management consultant.
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Exhibit 62. S u g g e s t i o n s fo r H ow t o H a n d l e C a s e I n t e r v i ews 1. Listen to your interviewer. Generally, you will receive some guidance from the interviewer as youre answering the question. Pay close attention to the feedback that your interviewer gives when you ask questions, and be sure to incorporate his or her information into your analysis. There will be hints, explicit or implicit, in what the interviewer says. These can be helpful. 2. Get feedback after your interview. No matter what the outcome of the interview, call your interviewer a few days later to get some feedback on how it went. If youre doing more than one case interview in your job search, the feedback will help you gure out what youre doing well and what you can improve. 3. Keep a positive, inquisitive attitude. A lot of the difculty in cases is around getting over your fear of being wrong. Remember, there is no right answer! Instead of focusing on getting to the right solution, think of the case as an interesting challenge and a chance to think creatively. You will be surprised how much more open your thinking will be with the right attitude. 4. Read the newspaper. A good way to prepare for cases is to scan the business section of your local paper or the Wall Street Journal. Look for stories in which a company made a strategic decision, and think about what went into the decision. Make a practice case out of it for yourself. 5. Go to a bookstore or library. There are many books designed to help you deal with case study questions. 6. Talk to an MBA or recent graduate whos been through the process. See how they handled these types of questions. Get specic examples and methods.
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INTERVIEWS WITH RECRUITERS

Recruitment rms are companies hired by other companies to ll vacant positions. Job hunters often use recruitment firms to find employment opportunities. Some recruitment rms are not interested in trying to place recent college graduates because their focus is on executive recruitmentheadhunting for companies that want seasoned professionals. These are called retained recruiters or retained search rms but are most often refered to as headhunters. They are hired on a long-term basis and paid by the employer, regardless of whether they nd a candidate for every job or not.
C o n t i n g e n cy F i r m s
However, some recruiters are interested in recent graduates recruiters in contingency rms, for example. These people are paid by the employer if the candidate they put forward is actually hired for the job. Recruiters in contingency rms nd candidates from the college graduate pool in the following ways:
From ads From their database From resumes posted on the Internet Through their network
If youve responded to an ad by submitting a resume, you may get a call from a recruiter who is interested in interviewing you for a possible job. He or she may have found your resume posted on the Internet, or may have found your name through his or her network. For example, suppose a recruiter who specializes in advertising jobs has a contact at the ABC Research Lab. Youve recently applied to ABC, and although you have a strong resume, you dont have the background in biochemistry for which ABC is looking. The recruiter calls his or her contact and expresses interest in a strong candidate for an advertising position: Does the contact have any
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potential candidates? Your name and resume might be passed along to the recruiter. The thing to remember about working with recruiting rms is that they are in the business of sales: Theyre not going to get paid unless they make one. Contingency recruiters dont have a lot of time to interview candidates in depth. Consequently, theyre going to do a lot of screening as quickly as possible in order to get the right pool of candidates for a certain job. Therefore, you must do everything you can to make a lasting impression during a recruiting interview. For example, because recruiters are in sales and generally tend to be highenergy people, it helps to emulate their level of energy and enthusiasm during an interview. You may feel that the contingency rm is working for youa feeling that the rm itself might promote, but remember that it is not doing anything for you personally. Remember that the rm is working rst and foremost to get paid, and the only way that will happen is if it lls a job for an employer. The rub is that you arent necessarily the only candidate the recruiting rm has in mind for a particular spot, no matter how special youre made to feel. Dont assume that just because youre listed with a recruiting rm, youre taken care of. You need to use a variety of job search tactics to land a position. Exhibit 63 offers some suggestions for how to work effectively with recruiters.
Exhibit 63. H ow t o M a ke t h e M o s t of Yo u r R e c r u i t i n g F i r m In order to get the best possible service from your recruiting rm, you need to do a few things. 1. Check in regularly. Recruiters constantly learn of new job openingsyours will be more likely to think of you for a new position if youre fresh in his or her mind. 2. Ask your recruiter how to tweak your resume to make it suitable for a wide variety of elds. Or, if your recruiter
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specializes in a certain area, ask how to better sell yourself to employers in that eld. 3. Be exible. If you place a lot of demands on your recruiter, he or she will have difculty nding jobs for you. 4. Be honest. Be upfront with your recruiter about your experiences and skills. And always be sure to let the recruiter know if you are close to an offer with another employer.
If you are the proverbial round peg that ts the recruiting rms round hole, you will be pretty high on its list. In other words, if you have a background that matches what the recruiting rms potential client needs, it will be motivated to work for you. After all, the chances of getting a fee for placing you will be high. An example is an accounting major whos looking for a job as a staff accountant with a Big Five accounting rm. However, if you have an idiosyncratic background, or if youre a liberal arts major, your position on the recruiters list will be lower.
A Few C a ve a t s R e g a rd i n g R e c r u i t e rs
If you get a job offer through a recruiting rm, be careful: The recruiter is going to put some pressure on you to take the job. The recruiters objective, after all, is to make the placement. Recruiters have a vested interest in your taking the jobif you take it, they get paid. Therefore, do not rely solely on the recruiter to be your mentor and co-decision maker. As a person in business, you will need recruiters in your life when youre in your rst job, for example, and looking for the next one. Denitely keep recruiters in your network. They are a valuable resource. Therefore, even if you dont take the job, make sure your recruiter knows that you value him or her and have every intention of keeping him or her in your network. A good way to keep in your recruiters good graces is not to surprise him or her. For example, although your recruiter knows that you
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will also be interviewing for positions on your own, the recruiter has no way of knowing when you are close to a job offer. Be sure to let your recruiter know when youre in the nal round of interviewing at a companythat way, the recruiter wont be surprised if you turn down a job the recruiter found for you and you accept a different job. You dont want to just disappear into thin air as a viable candidate. Your recruiter will feel that he or she is working for you, but youre not working with him or her. Therefore, use the same courtesy in this relationship as you do with your entire professional network.
Fo l l ow i n g U p
Part of following up with a recruiting rm is keeping it in your network. Make contact with your recruiter periodically, even if its just for a casual chat. Some businesses and industries are more volatile than othersso you may be looking for another job sooner than you think. Keep all of your options open. If the recruiting rm nds a job for you, send a thank-you note immediately.
INTERNAL INTERVIEWS
Internal interviews are those in which an employee interviews for a job within the rm he or she is currently working for. Therefore, this type of interview will not be a concern for you until youve started to work for a company. Before you get hired, however, look into the companys policy about employees answering job postings, because it varies from place to place. Some companies actually have a bulletin board where job openings are posted. Under the best circumstances, the company does not look for outside talent before it has investigated all the possibilities of hiring from within. Often, insiders know about a job opening before it is even made public to other people in the company. Like so many other aspects of business life, word gets around before the ofcial memos and postings do. If you work for a large organization, or one that has
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ofces in various parts of the United States or overseas, it probably has a website for new job opportunities. If you are interested in pursuing a job that has become available in your company, nd out what the policy is before plunging ahead. For example, some companies insist that you rst tell your boss that you want to apply for another job, while others do not have such a requirement. The second factor to consider is your boss: Some bosses take pride in seeing the people theyve hired move up, even if it means that an employee will be moving out of their department. These bosses are usually quite supportive. However, some bosses see moving on as a form of disloyalty. It is especially tricky to have this kind of boss if you interview for another job and dont get it. Your relationship will be somewhat strained afterward. Therefore, it is essential to evaluate your boss, as well as the company policy, before interviewing for another job. You may want to have a confidential interview with human resources personnel to get advice on how to handle the situation.
T h e P ro c e s s of I n t e r v i ew i n g fo r A n o t h e r J o b i n t h e C o m p a ny fo r w h i c h Yo u re C u r re n t l y Wo r k i n g
When it comes to internal interviews, employees in most companies follow a similar pattern:
Stage one: an interview with the human resources department Stage two: an interview with the potential new supervisor Stage One: Interviews with HR The most important criteria that human resource departments use to evaluate an employee for a new job include: Salary Skills Fit
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The human resources department conducted your initial screening interview, of course, so they already know a great deal about you how much money you make, for example, and how you were evaluated in previous performance reviews. Now, however, you will have an opportunity to highlight recent projects, additional education, and outside activities that dont appear in your personnel le. The human resources person who interviews you will want to know all about what youve done in your current job and, more specically, how it has prepared you for the prospective job. He or she will have little more than your original application to go on, so be sure to focus on what youve achieved since you joined the company:
Update your resume: Use it as a blueprint for your conversation with human resources Write a summary of what youve accomplished on your current job, or make a list of what youve accomplished List your achievements outside of work Point to successes on your last written performance review
If your last performance review noted an area that needs development, discuss the steps youve taken to improve your performance. If youve received any additional training or taken classes outside of work, such as computer programming, software design, business management, or even a foreign language course, list it after your job accomplishments. The same goes for other valuable experiences youve had outside of work, such as becoming the president of your alumni association or assuming a leadership position in your neighborhood or community. These accomplishments will say a great deal about who you are and where your values lie. The term t is a little harder to gauge than salary or skills, because it has to do with your job performance and reputation in the company. For better or for worse, this is where your past will catch up with you. If youve had a complaint against you or been involved in some sort of conict with a colleague, it will be factored, consciously or unconsciously, into the equation. Under these circumstances, the best thing to do is to put the subject on the table.
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For example, Lucia and Julie were working together on a project and Lucia felt that Julie was doing none of the work. Naturally, there was a conict, and Lucia and Julie found themselves in the human resources department in order to have the issue resolved. Six months later, Julie applied for a higher position in the company. Once again, this is where skill at telling success stories comes in. In this case, Julie made it a point to show her maturity and ability to learn from her mistakes. She explained to a human resources administrator that after the conict, she took Lucia to lunch, and they discussed the situation and cleared the air. Now, they valued each other as colleagues. Julies story was easy for human resources to substantiate. She received the promotion, not only because of her skills, but also because she was able to demonstrate her professionalism and maturity. So, if youve had conicts at work, resolve them. You dont want past mistakes to preclude you from advancing in your career.
Stage Two: Interviews with Your Prospective New Boss Interviewing with your prospective boss is different than any other interview situation described so far. First of all, you may have worked with him or her or someone on the staff as part of your current position. Perhaps she or he has had an opportunity to see you present your ideas at a meeting. Maybe youve informally chatted during a company function. Whether or not you have interacted with this person, you can be sure that your prospective boss has tried to do research about your performance record and your ability to work with others. This research will help determine what questions to ask you and what issues need clarication before making a decision. You can also do your own research through your informal network. Talk to people who can keep condences and who know what skills and traits are valued by your prospective boss. You might also nd out the goals and clients of the department to which you are applying and the reason that the position is open. This is exactly the kind of research you did when looking for your rst job. If youve worked effectively in the past with members of the department to which you are applying, youre in luck: The best reference you
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can get is a positive recommendation from your prospective boss or employees on the staff. Otherwise, think of people in the company with whom you have worked well and who regularly interact with your new department. You can cite examples of working with these people in your success stories. Keeping up your internal network will improve your chances of career advancement. Although the interview itself will be conducted along the lines of a standard interview (refer back to the section on Traditional Job Interviews in Chapter 5 for guidelines), there are a few extra recommendations:
Give your prospective boss a copy of your updated resume, even if the person in human resources says he already has a copy. Focus on the various skills youve learned from your previous job or from any training, classes, or courses youve taken outside the job since you rst started working for the company. Use your success stories.
Because youve worked in the company, you should know the highly regarded success factors. An employee manual or your performance reviews may list skills that are particularly valued. If success factors arent listed, ask your current boss what it takes to achieve long-term success in your company. Once you know these factors, you can choose success stories that demonstrate the traits that are important to your organization. For example, suppose you work at an advertising agency and your prospective supervisor asks you what your greatest strength is. Following is a sample reply.
Great answer: I think one of my greatest strengths is my ability to work well on teams. In the marketing department, most of our work was handled in teams. I always volunteered to take minutes of meetings, and I used those minutes to draft agendas for future meetings. I also suggested that each team member take ve or ten minutes at the beginning of every meeting to discuss what projects he was working on, where he needed help, and so on.
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Because we were organized and every member of the team was informed about what everyone else was doing, we were able to be efcient and avoid arguments. I learned a lot about building coalitions and handling disputes. I know that many of the projects in this department are also handled by teams, and Im condent that I will work very well in that environment.
At some point in the interview, you will be asked, Why do you want to leave your current position? Its important to give some thought to how you will answer that question, because your professionalism, maturity, and communication skills are being assessed. In the best-case scenario, youve had ongoing conversations with your current boss about assuming more responsibility. He agrees that youre ready, but theres nothing available in your department. Youve told him that youd like to use internal posting when the right job comes up, and he agrees to be your coach to help you do well in the interview. This does happen and shows that the boss has the perspective to keep talent in the company. The one caveat is that he may ask you to time your departure to meet the business needs of the department. There is, however, another scenario thats more challenging to handle. Youve had conicts with your boss over any number of issues the work rules in the department, the assignments that you receive, how youve been evaluated, and so forth. So the reason that you want to leave has a lot to do with your boss. There is a strong likelihood that your prospective boss will be aware of this when its time to get a reference from your current boss. So, the best thing to do is tell the truth, but communicate in the language of a professional businessperson. The following example suggests how to respond.
Great answer: I respect my bosss authority and knowledge in his eld. Ive learned a lot about the insurance business from him. However, we dont always agree on how a project needs to be handled. I prefer to work more autonomously. He prefers to be very involved in projects.
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Weve talked about this, and I dont feel I can do my best work unless I can make more independent decisions about projects that Im responsible for.
There is no benet to talking negatively about a boss or coworker. If you need to let off steam, you can do so with your friends and family. But in a business setting, theres an expected protocol. Even if youre justied in your complaints, your boss is being paid to direct the staff and make tough calls. You are being paid to implement his decisions in proactive, creative ways. If you demonstrate that you understand the company hierarchy and can maintain your professionalism even when your opinion differs from that of your boss, you will be more likely to advance in your company. Finally, if you do get the job, make sure your new boss understands how important it is for you to be the rst one to give the news to your current boss.
More Diplomacy Tips on Changing Jobs within the Same Company Discuss with human resources personnel how important it is for you to be the one to tell your current boss about the new jobassuming, of course, that your boss doesnt already know that youve applied for another job within the company. It is simply a matter of courtesy to tell your boss that you are making a move before she hears it from somebody else. Dont put your boss in the embarrassing position of being caught off guard. As a businessperson, you do not want to burn any bridges. In some industries, such as the fashion world, you run into many of the same people again and again as you move from one design house or retailer to another. And it is always good to know that you are well regarded by them, especially if they have any say in whether or not you should be considered for a job in their company. Make sure to give 100% during your last weeks in your current job. Finish all your projects carefully. If you will be handing off projects to another individual, be sure to leave detailed notes and try to work with your replacement before you leave. Also, remind your boss that you
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will be available to give help or information to the person assuming your duties. Leave your new phone number and e-mail address so that you can be easily reached.
If You Dont Get the Job If you are not accepted for the job, there may be two reasons for it:
1. Another candidate was better qualied or a better skills match to the open position. 2. There was something about your reputation that got in the way. It may be difcult to assess accurately why you didnt get the job. Perhaps you lack certain technical or interpersonal skills. You may be unaware of these shortcomings, or you may have neglected to improve weak areas noted on your performance reviews. All too often, disappointed candidates dont take the time to nd out why they arent being considered for certain jobs. Instead, they may begin to feel hostile toward the company and their work suffers. To prevent yourself from getting stuck in an unsatisfying job or at a certain level, take steps to discover why youre not getting ahead.
Look into your companys policy. Who should give feedback to candidates when they dont get the jobs for which they apply? The person could be someone in human resources, or it might even be your own boss. Tell the person youre disappointed about not getting the job but would like to learn from the experience. Ask for concrete information. Some of the questions you might ask are: What did I do effectively in the interview? What did I do less effectively in the interview? What skills should I acquire, or which talents do I need to demonstrate, in order to be considered for a similar position within the company? Is there something that Im doing (or not doing) in my current job that is taking me out of the running for other positions in the company?
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Some companies do not tell people why they dont get jobs and expect their bosses to do all the explaining. But no matter what your companys policy, it is a good idea to keep the channels of communication open between you and your supervisor.
CONCLUSION
To summarize, although the interview format may be different, the same basic idea holds true for any interview. Be prepared! If you know that you are going to have a short time in which to sell yourself, have specic reasons ready as to why you are a good t and why your background is suitable for the job. Use your success stories, be sure to answer the questions you are being asked, and link your success stories to the question. For case study interviews, you can prepare by practicing and being up to date on your current events. Although you dont know exactly what kinds of problems you will be required to work through, if you have done several practice problems, you will be more used to using your reasoning and problem-solving skills. What the interviewer really wants to know is how well you think and solve problems on your feet. When you interview with recruiters or for a different position within your current company, it is important to remember the networking skills you learned in Chapter 1. Make sure to both stay in touch and extend your network regularly; these steps will ensure that you have people working for you and people who are willing to help you at all times. And nally, no matter what type of interview you are participating in, dont forget to follow up. Thank the people who have taken time out of their busy days to speak with you. When you follow up, you are proving that you have good interpersonal skills and are proactive; you are demonstrating professional qualities that everyone appreciates.
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D O N T TA K E P E R S O N A L C A L L S O R B E E P E R M E S SAG E S D U R I N G A N I N T E R V I E W.
I interviewed a woman for an entry-level position at an advertising agency. I was in the middle of describing our company and what her position would entail, when her cellular phone rang. I was a bit annoyed that she hadnt turned her phone off, but even more perturbed when she asked me to Hold on a sec, and proceeded to take the call instead of turn off the phone. At rst I assumed that there must be some sort of emergency, but instead, I listenedshockedas she made evening plans with her signicant other. It was clear to me that she would not be right for the position, so I stepped up the pace of the interview in order to get her nished and out the door and to make room in my schedule to accommodate the next candidate.
S AMANTHA , P UBLIC R ELATIONS D IRECTOR
troubleshooting difcult interview situations

Tricky Questions the Top 25 Interview Mistakes the 50 Most Commonly Asked Questions and How to Get Another Interview after Youve Been Declined
NOT EVERY INTERVIEW is ideal: There are times when you get
thrown off by a question or panic because you havent been able to convey what you wanted to say. You might feel the need to correct something youve said or even change the course of an interview, but you dont know how. An interviewer may ask a question about your private life, your previous job, or your family background that you are not prepared for. Any of these situations can result in a disappointing interview. Fortunately, there are ways to salvage interviews that go off course. The best strategy for steering the conversation away from dull, dead-end, or uncomfortable topics is to learn as much as you can about the job and the company ahead of time and prepare success
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stories and specic questions for your interviewer. If youve read about recent events or trends that might impact the company, or if it has developed a new product or service that might inuence the job, talk about it. Ask questions. Try to keep sending the message that you showed up for the interview because you are interested in the job. Remember that an interview is a two-way process: If you give the interviewer the impression that you are bored or ill prepared, you will not get the job. On the other hand, if you are interested and engaged, your interviewer will likely match your enthusiasm. So, if you feel that things are not going your way, take responsibility for the outcome. If youre interested in the job, you want to leave feeling that you did everything to put your interviewer at ease and convince him that you are the best-qualied person for the position. This chapter arms you with information and strategies to help you anticipate tough questions, formulate responses, and get an interview back on course. With preparation, you should be able to go into any interview feeling condent and without fear of surprise or embarrassment. Preparation is the key: By researching and rehearsing what is likely to be asked, you are free to answer unanticipated questions with less stress and more condence.
GETTING UNSTUCK: CHANGING THE COURSE OF AN INTERVIEW

Youve showed up for your interview feeling alert and reasonably comfortable. The conversation was going well, but now the atmosphere has changed and your condence is slipping. This can happen for a number of reasons, some of which were discussed in the introduction to this chapter, but in most cases, an interview goes off course because:
You have trouble answering a question Your interviewer is giving you a lot of information but not asking questions, and youre not sure how to convey your qualications You wish you had answered a question differently
tr oubleshooting dif ficult inter view situations
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You feel rushed by the interviewer You feel that the tone of the interview has changed You are asked unexpected or illegal questions
The next sections offer advice on how to handle each of these situations.
P ro b l e m # 1 : W h a t t o D o I f Yo u D o n t K n ow t h e A n s we r
Remember that most questions interviewers ask have no right or wrong answer. A good interviewer asks lots of open-ended questions that leave plenty of room for a variety of responses. But if you nd that the only answer you can give to a question is I dont know, relax. Its a temporary setback. You can always ask for clarication from the interviewer by saying, Im not sure that I understand the question. Would you mind restating it? or you can ask that you come back to the question at the end of the interview. If you have no information to add to an I dont know answer, you can always try adding a question of your own. For example: The interviewer has just asked you whether you know anything about the cosmetics division of the company. You might respond: No, I dont. What part does it play in the major scheme of things here? This response tells your interviewer that although you dont have the specic information she wants, you are nonetheless curious about the big picture. Your interest in learning more about the companys operations is a good sign and will not be lost on your interviewer. Its one thing to feel dejected by an I dont know answer, but its another to look it. If you hang your head, shufe your feet, look terried, or freeze up to the degree that you cant hear, let alone respond to, the next question, you will compromise your professionalism. So, even if you dont know the answer to a question and cant add either information or another question to it, dont let yourself get stuck. Stay poised and alert and wait for the next question. It is important to remember that your interviewer is not trying to trap you or make you look uninformed. You can be sure that you and the interviewer share the same objectiveto exchange information
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effectively, pleasantly, and in a timely fashion. Both of you have a vested interest in keeping the ow of conversation easy and open.
Sometimes, your conversation with an interviewer may drift or come to a complete stop. To re-focus the interview, ask questions or use your resume as a guide to highlight your strongest qualications and assets.
P ro b l e m # 2 : H ow t o C re a t e O p p o r t u n i t i e s t o P re s e n t Yo u r C re d e n t i a l s
Sometimes an interviewer focuses on the company or the position without giving you many opportunities to talk about yourself. In these cases, the best thing to do is to turn the interviewers approach into an advantage. If the interviewer seems most comfortable talking about the company, start asking questions about it. For example, if the company has changed direction in the last year, ask your interviewer what led to the change of direction. At some point, you will exhaust the subject. But, by then, your summaries of information and the questions youve asked will demonstrate not only that youve been listening, but that youve taken the time and initiative to research the company. In addition, there is an acceptable way to interrupt. Everyone pauses, no matter how briey, at the end of a sentence. When you hear that pause, make a statement about yourself that relates to what the interviewer just said. Look at the following example: Interviewer: The company has grown so much in the last several years. We spend a lot of time communicating to our employees about our new business developments and new products.
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You: I have some experience in that area. Last summer, I worked as a market researcher in a company that was promoting a new paint product. One of my tasks was to gure out how to get product information to the salesforce on a timely basis. I conducted interviews with the sales reps and they told me they wanted an electronic newsletter, which I initiated. It was quite popular and eventually became an internal newsletter as well. At this point, the interview can go in one of two directions:
The interviewer is ready to hear about you The interviewer thinks the interview is over
If the interviewer is ready to hear about you, highlight your accomplishments by making a connection between yourself and what youve learned about the company. For example, if the company has taken a bold initiative to capture a new market this year, tie it into a story about risk taking. Perhaps you can tell the story of how you devised an unusual promotion that doubled the number of subscriptions to your college literary magazine. Or perhaps you have another story to tell that emphasizes a tough decision you had to make, or a strategy that paid off. The point is to link your own risk-taking experiences with the needs of the company. Think back to some of the other points your interviewer made about the company and try to match your success stories to some of them. On the other hand, if the interviewer gives you the message that the interview is winding down, dont leave before getting in at least one or two of your success stories. You might say, Before I leave, Id like to tell you a couple things about myself that relate to what we were talking about. Then launch into a success story. For example, perhaps your interviewer has just mentioned that the company is expanding its services to include foreign markets, such as Ecuador, Argentina, and Costa Rica. This is the perfect time to mention that you are bilingual. Maybe you majored in Spanish. Perhaps you even spent a semester in South America on a work-study program and can describe some of your experiences in the South American
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business world. Choose stories that show your interviewer you understand the challenges of doing business with another culture and that you have the skills to meet those challenges.
We all learn by making mistakes. If possible, dont schedule your rst interview with the job you want most. As you get more interview practice, you will feel more condent, know what kinds of questions to expect, and learn how best to present yourself. Practice your skills in informational networking interviews or in roleplays with a friend or mentor in the business world.
P ro b l e m # 3 : H ow t o S a y W h a t Yo u Wa n t t o S a y
Your interview is going well, when your interviewer asks, What accomplishment are you most proud of? Youve prepared an answer to this question, but you have a sudden attack of nerves and draw a complete blank. You rack your brain and nally come up with a story, although you know it doesnt really show off your strengths. As soon as your interviewer asks the next question, you remember the story you had prepared. What do you do now? If youve accidentally misspoken, continue with the interview and try not to let the statement throw you off track. Talk about your skills and accomplishments and ask questions, but wait to the end of the interview to correct a misstatement. After youve thanked your interviewer, tell her that youve been thinking about the way you answered one of the questions, and that you would like to expand on it quickly before you leave. If you dont realize that you misspoke until after the interview, you can always include the corrected answer in a thank-you note.
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P ro b l e m # 4 : W h a t t o D o i f Yo u re Fe e l i n g R u s h e d
Occasionally, you may feel rushed by your interviewer. Perhaps something has come upa deadline or a meetingand your interviewers body language and verbal cues say: I dont have much time. Or maybe your meeting has been delayed for some reasonperhaps the interviewer is still speaking with another candidateand there isnt much time for your interview. If youve scheduled back-to-back appointments or if your lunch hour at your current job is coming to a close (which means that you wont have enough time for this interview), simply say that you need to reschedule. What you do not want to communicate is disappointment, frustration, or, especially, anger. Instead, reiterate your interest in the company and in the position. Be understanding. Reassure your interviewer with a comment, such as Unfortunately, I have another appointment in 30 minutes. It will be no trouble at all to reschedule the interview. I understand that appointments are sometimes delayed by other meetings or emergencies. Showing that you can be exible in this situation will work to your advantage. Salvaging a rushed interview takes a little more workand condence. Suppose your interviewer says, Usually I take an hour for these interviews, but I only have 20 minutes. Take control of the process by asking, What elements of my background would you most like me to talk about in the time we have? If the interviewer begins talking, track where he or she is going. For example, the interviewer might want to discuss employment history, or your college major. After youve given a concise response, it would be perfectly appropriate for you to mention that there are only a few minutes left. At this point, you could ask, What are the most important things for me to tell you about myself in the time we have left? If you know yourself and your success stories well, you will have no trouble nding one or two to illustrate those things.
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P ro b l e m # 5 : H ow t o D e a l w i t h a C h a n g e i n t h e To n e of t h e I n t e r v i ew
Say the interview has been going well, but now your interviewer has been called out of the room. When she comes back, she has a different demeanor and the mood in the room has definitely changed. Obviously something has happened. Once again, try to be exible. Perhaps you could say, If were short on time, would it be helpful for me to tell you anything else about myself in particular? In other words, take a proactive stance. Try to save the interview, but be diplomatic, especially if your interviewer is still visibly upset. Dont say, What happened to you? Communicate that you are aware that something has changed and offer to make things easier. If the conversation has petered out or become too uncomfortable to move forward, suggest that you meet again another time. You could broach the subject in this way: If you would prefer to meet at another time, I would be more than happy to return when it is convenient for you.
P ro b l e m # 6 : H ow t o H a n d l e S u r p r i s e o r I l l e g a l Questions
What if youre in the middle of an interview when you discover that youd be working the third shift if you got the job? The challenge here is not to spill your coffee or burst out with, Really? Nobody told me! Instead, try to be as calm as possible and say something that wont take you out of the running, such as:
I wasnt aware of that. Can you tell me more? How often and for how long would I work a late shift? Is that the permanent schedule, or would it apply only to the rst 90 days?
In other words, keep the lines of communication open before you decide the job isnt for you.
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A number of state and federal laws make it illegal for interviewers to ask questions about your marital status, sexual orientation, age, nationality or ethnicity, or religion. On rare occasions, such questions may arise (usually because the interviewer is not aware that the question he or she asked is illegal). Think about how you will handle such a question if it comes up. You might ask how the information relates to the job, tactfully change the subject, or even answer the question if you feel comfortable doing so. For more information on illegal interview questions, visit the website of the federal Equal Employment Opportunity Commission (EEOC), at www.eeoc.gov. Many of the websites listed in Appendix B also provide information on illegal interview questions. Finally all employers need to know if potential candidates can work the scheduled hours for the open position. You may get the question, Does anything prevent you from working from 8 A.M. to 6 P.M. Monday through Friday? Although this question is perfectly legal, it can cause a candidate to disclose unnecessarily personal information about marital status, religious practices, or child or elder care. You must answer this question honestly. If your religious observances prevent you from working certain hours, you need to tell the interviewer when youre asked that question. However, you should also add that in the past, your religious practices have not interfered with you completing your class work or work with former employers. Be prepared to back up that claim with a list of references that will support your statement.
TOP 25 INTERVIEW MISTAKESAND HOW TO AVOID THEM

Familiarize yourself with the list that follows so that you know which actions are inappropriate, what comments to avoid, and what not to forget. You will be glad you didit could mean the difference between getting hired and getting passed over. 1. Dont be late. Be sure to allow yourself ample time to get to your interview. Be sure to factor in unexpected circumstances,
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such as train delays or heavy trafc. If you know youre going to be late, get to a phone at all costs so you can let your interviewer knowand apologize. Be prepared to describe your experiences. An interview is a testand you should never walk into a test unprepared. Take time to prepare your success stories, and think about how you would handle the questions your interviewer might ask. Practice describing your experiences aloud or conduct practice interviews with friends. Dont answer questions with only a yes or no. Your interviewer needs to get to know you, and that will be very difcult if you dont volunteer information about yourself. Be sure to support your answers with stories and examples. Dont dget. If you are tapping your foot, playing with a bracelet on your wrist, or constantly shifting in your seat, you wont look professional. And if you dont look professional, you wont get hired. Dont speak too quickly. You may want to get in a lot of information, but you dont want to speak so fast that your interviewer cant understand you. Take a deep breath before you begin answering questions and slow down. Conduct a practice interview with a friend to make sure that your speaking voice is steady and even. Make eye contact. If you avoid making eye contact, you will be unable to establish a personal connection with your interviewer. You should be attentive and engaged in what your interviewer is saying. Research the company. Q: What do you know about our rm? A: Uh . . . not much. Answers like this will not get you hired. Similarly, when your interviewer asks if you have any questions, you dont want to answer with, Yeah. What exactly does this company do? Dont lie. Dont lie about or embellish your job experiences or academic record. Your interviewer is going to check these things. If an interviewer catches you lying, you wont be
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hired. If your employer nds out about your misrepresentation after youve been hired, you will be red. Make sure you answer the question asked. You want to use your success stories in the interview, but you should be careful to always answer the question being asked. Dont be so intent on launching into a story that you avoid the question altogetheryour interviewer will notice. Dont reveal too much. Your interviewer is neither your best friend nor your therapist. She wants to learn about the skills and qualities you will bring to a job. She does not want to hear about your personal life or problems. Make sure you sell yourself when you answer questions. You should answer questions in a way that demonstrates the qualities that will serve you on the job. If you are asked how your best friend would describe you, dont say, She thinks Im a fun person and that I have great fashion sense. Instead, say something like, I think my best friend would describe me as loyal and dependable. People always know that they can count on me. Dont speak poorly of or belittle past job experiences. Disparaging other employers or jobs will make you sound unprofessional, negative, and hostile. And it will make the interviewer wonder what you would say about his or her company to others. Try to focus on what you learned from other jobs. Dont dress too casually. Your interviewer wants to hire a responsible professional. Make sure you look like one. Be sure to ask questions about the company. By asking some good questions, you will prove that you are interested in the joband that you were motivated enough to research the position and the company. Dont forget to send a thank-you note. Demonstrate your professionalism and courtesy by sending a note. You will also be more likely to stand out in the interviewers mind with this reminder of the interview. Be sure to thank the interviewer at the end of the interview. In the business world, a little courtesy goes a long
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way. Your interviewer will appreciate and notice your good manners. Dont forget to bring a few extra resumes to the interview. You may be asked for another copy of your resume, and you may have to submit an extra copy with any forms you have to ll out. Make sure that youre prepared. Be sure to prepare a list of references. Type up your references (with contact information) for your interviewer. Your interviewer will not be interested in taking down all the names and numbers by hand, and it will be an inconvenience if you have to send the information at a later date. Dont forget your interviewers name. You should always bring a note pad (preferably in a professional leather portfolio) to an interview. Write down the interviewers name if you think you wont be able to remember it. Thank the interviewer by name at the end of the interview. Dont go to an interview on an empty stomach. Remember when you took your SATs? You were probably warned not to take the test without eating, even if you usually skipped breakfast. The same goes for interviews. You will feel more alert if youve had a nutritious meal, and you wont get hungry if the interview ends up lasting much longer than you had anticipated. And, of course, you wont have to worry about your stomach rumbling in the middle of a question. Dont use ller words and slang. Nothing makes you sound more unprofessional than peppering your speech with like and yknow. Likewise, nothing will alienate your interviewer more than dropping slang into your responses. If you cant speak like a professional, your interviewer will question whether he or she can trust you to interact with clients or supervisors. Dont chew gum, eat, or smoke. These are obvious no-nos. Dont answer your cellular phone or pager. Turn off your cell phone or beeper before you get to the interview. Dont interrupt the interviewer or talk excessively. Dont ramble or go off on tangents. You want to tell your stories
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and give the interviewer a good sense of your accomplishments, but make sure you dont cut the interviewer off or preclude her from asking questions. She has limited time to speak with you. 25. Dont freeze up. Relax! Its only an interview. If youre well prepared, you should feel condent and stress free. Smile and be yourself. Your interviewer wants to hire a person, not a robot. Experiencing the occasional tricky question or unexpected situation is inevitable. But if you think about how to approachif not resolve some of these situations beforehand, your chances of doing well and perhaps even acing an interview will be that much better. The secret is to stay relaxed and not to let temporary setbacks erode your condence. Most potential problems are easily avoided if you maintain a poised and professional state of mind. You can even approach an embarrassing or difcult situation so that it works for you instead of against you. In the working world, tricky or delicate situations arise constantly; therefore, you might want to think of your interview as a test of how well prepared you are to handle them. By rising to each new challenge, whether its thinking your way around a difcult question or putting a positive spin on it, you demonstrate your ability to adapt and be exibletwo skills that are well worth developing. Finally, taking a proactive stance to steer an interview away from inappropriate queries shows that you know how to take initiative and at the same time conveys persistence and endurance, qualities that will serve you well in the working world.
H OW TO H A N D L E TO U G H Q U E S T I O N S
Although many interview questions are straightforward and easy to answer, you will also face a number of tough questions. Tough questions are questions that require thoughtful, thorough answers; they are questions that you dont necessarily expect or are difcult to prepare for. They probe more deeply into your claims than other questions.
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The purpose of these questions is to make sure youre answering consistently, to uncover additional information about your skills and accomplishments, and to gauge how well you think on your feet. Its important to know how to answer them well, because you will be asked these kinds of questions many times over the course of your professional life. You will face a number of difcult questions during your job search. Exhibit 71 lists a few of these questions, which you should think about before you go on any interviews. The next sections of this chapter discuss other tough questions that are typically asked in interviews, as well detailed strategies for answering them, followed by discussion of how to go about getting a second interview if you dont get the job. The emphasis here, however, is on succeedingand if you are alert, well prepared, and primed to think on your feet, you will accomplish nothing less.
E x h i b i t 7 1 . Ty p i c a l To u g h Q u e s t i o n s t o T h i n k a b o u t b e fo re Yo u r I n t e r v i ew The following tough questions can work for you by prompting specic success stories. The specic success factor is shown in parentheses after each question; refer back to Chapter 4 for details on these. When you begin your answer, repeat the question in the form of a statement to help you get your bearings and to add a few more precious moments in which you can mentally compose your answer. Try to choose the closest story you have to match the following common, but more in-depth, questions: 1. Describe a situation where you had a tough decision to make. What did you do? What did you learn? (Decision making) 2. Would you describe yourself as a exible person? Describe a time when you had to change your direction because you
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received new information? How did you accomplish this? (Innovative thinking) 3. Give an example of how youve discovered appropriate courses of action for accomplishing a long-range goal. (Strategic thinking) 4. What have you done differently from your peers in your classes/organization? Give an example of what makes you unique. (Accomplishments/getting results) 5. Can you give an example of a time when you worked with a group to determine project responsibilities? What was your role? (Team playing/team leadership)
H ow Wo u l d We B e n e f i t by H i r i n g Yo u ?
Every employer wants to know what you can offer. What will some of your contributions be? Just because youre a recent college graduate doesnt mean that you dont have enough experience or skills to be valued as an employee. In fact, many of the skills you learned in school are valuable in the workplace. For example, you probably worked on countless group projects; therefore, you know how to work effectively on a team. And if you participated in extracurricular activities you undoubtedly had to manage your time wisely between your family, friends, schoolwork, and other outside activities. Depending on where the question about what you can contribute comes up in the interview, you can decide how many of your success stories you want to use. While youre scanning your memory for an answer, you can say, Well, there are three things I believe I can contribute . . . Why three? Because it genuinely helps to think of a number especially when youre stumped on a question. Selecting a numberusually two or threeis a cue that focuses your mind, keeps you from freezing up during an interview, and organizes your thoughts. By the time youve selected a number and begun your answer, you should have a clear mental image of your list
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of success stories: Now, quickly select the two or three that best display your skills and talents. Dont repeat a success story that you have used before. If youve already told a story about your leadership skills on the job, but you want to highlight your abilities as a leader, choose a new story that shows you in another leadership role. Perhaps you were the captain of a sports team or ran a college club. Ideally, each of your success stories will illustrate a variety of skills; so, if youve already used your primary leadership stories, you should have other examples that demonstrate leadership abilities.
W h a t A re Yo u L o o k i n g fo r i n a J o b ?
This can be a tough question, depending on when it is asked. If the question comes after youve been told about the job, and you know what the challenges are, you are ahead of the game. However, if you are asked the question before youve learn the jobs specics, your response will have to be a more general. Sometimes a prospective employer will ask you about the kind of job you want, or the challenges that interest you, as a screening question at the beginning of an interview. The point is to see if your expectations match what the job has to offer. If youve been given details about the job, you can match them with the high points of your resume and some of your success stories; but if you dont really know what the job is all about, you cant effectively link it to specic stories or skills. For example, if you are highly extroverted and social, you might be tempted to say that youre looking for a people-oriented job. Having said that, you may learn that the job actually involves little daily contact with other people. If you nd yourself in this situation, dont assume that the interview is over. Keep answering every question to the best of your ability. You may still be offered the job, in which case you will need to learn more about the responsibilities and weigh the pros and cons of the position. Or, you may discover that there is another open position in the rm of which you werent aware.
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If you dont have a strong sense of the challenges or requirements of the job, but would like to buy time to learn more, keep your answers to questions about what youre looking for as open ended as possible. Go back to the tenpoint chart you made when reading Chapter 3 (Exhibit 33), and choose some of the more general criteria for your ideal job. Almost any prospective employer will be happy to hear that you want to take on more responsibility, learn new skills, or gain a thorough knowledge of a particular eld or industry.
W hy A re Yo u t h e B e s t Pe rs o n fo r t h e J o b ?
If your interviewer asks why you are the best person for the job, its important to link your reasons to information about the position and company. It may be that your technical skills, industry experience, and leadership abilities make you an ideal candidate for the job. Or perhaps you have the creativity, diligence, and interpersonal skills necessary to succeed at a particular company. The best answers to this question will contain at least three points that highlight your skills and career objectives.
W h a t I s t h e H a rd e s t T h i n g Yo u E ve r H a d t o D o ?
Telling a success story about one of the most difcult things youve ever had to dooutside of the usual academic challenges of being a student should focus on an action; something you had to do to overcome an obstacle or solve a problem. Asuccess story that has anything to do with being an outsider or being thrown into a new or difcult situation where you had to sink or swim would be perfect for this question. For example, did you ever have to make the transition from living in a small town to living in a big city? What about being in a foreign country as an exchange student, and dealing with another culture or
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language? Your rst day as a summer intern in a law rm might have posed a huge challenge; or maybe as a nurses aide in between your sophomore and junior year, you had to rise to the challenge of working in the emergency room and overcoming your fears. Your story can be personal, but once again, focus on the facts and the actions you took. For example, maybe you helped your family respond to a nancial crisis by taking on an after-school job. One of the hardest things you may ever have had to do is achieve a certain level of excellence in order for your sports team to compete in a national or international contest. Describe what you did to overcome the problem. Any example or story you can tell that illustrates your determination, resilience, and perseverance will speak to this question.
W h a t A re Yo u r S t re n g t h s ?
It should come as a relief to answer this question. After giving so much consideration to your accomplishments and the things of which youre most proud, you should have no trouble talking about the personal qualities you admire most about yourself. One approach is to focus on work strengths, such as organizational skills, ability to work in teams, or problem solving. Or, you might talk about traits such as tenacity, maturity, or patience. If youre particularly proud of your ability to communicate well or think creatively, weave these characteristics into the stories you tell about yourself. Enjoy answering this question. You should have plenty of good stories to draw on, especially because you have devoted so much time to thinking of your own success stories. In order to prepare for this question, you might want to think about how your close friends or family members might describe you; you could even ask them for some suggestions.
W h a t A re Yo u r We a k n e s s e s ?
The biggest mistake you can make in answering this question is saying, I dont think I have any weaknesses that will affect my job per-
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formance. We all have shortcomings, and you will not be penalized for revealing one or two of yours. If you have given this question some thought, you should have no trouble answering. The old advice was to choose a bad quality that is actually quite good in the context of a job. For instance, you may decide to say: I tend to work hard until the job gets done, and sometimes I shortchange my relaxation time. Although this approach can sometimes be successful, be careful if you try to use it. Interviewers are on to this trick and will notice if youre not sincere or avoid revealing any aws. Also, many people try to use this technique, and answers sound repetitive and disingenuous. Dont be afraid to be honest. Instead, consider the following story.
Two great answers: I was interviewing for a job in broadcasting. My interviewer had trouble framing one of her questions and nally asked, a little hesitantly, What do you think you most need help with at work? I wasnt sure what she wanted, and I asked her to clarify the question. She said, Im really trying to ask you what your weaknesses are. But I dont want to hear another candidate say, Im too much of a perfectionist or Im such a hard worker that I dont give myself enough time to relax. I was very honest about admitting my faults in some areas, and I made sure to demonstrate what I was doing to improve my shortcomings. I could tell that she appreciated my sincerity. And best of all, I got the job. I think one of my weaknesses is that Im not outgoing when I rst meet people or get thrown into a new situation. I like to take some time to step back and assess a situation before jumping in, and people sometimes mistakenly think Im very shy or aloof. Ive worked hard on being more outgoing, though. Now, in any social situation, I try to talk to at least one unfamiliar person right away.
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W h e re Wo u l d Yo u L i ke t o B e F i ve Ye a rs f ro m N ow ?
Of all the questions interviewers ask, this is probably the toughest one to answer, because the world is changing so fast. Its hard to know where we will be one year from now, much less in ve. However, there are some good strategies that might help you answer this question. First of all, the real objective behind asking the question is to see whether or not you have goals. The second objective is to get a little insight into your achievement orientation. In other words, do you want to be doing the same thing in ve years? Do you want to be promoted? Do you want to become a manager? What are your aspirations? In addition, this question tests your strategic thinking ability: Have you thought about your career path? Does this job t into your longrange plans and career goals? Do you genuinely want to learn about and succeed in a particular industry, or do you just see getting a job as a means to pay your rent?
If You Have No Idea about the Future To answer the question truthfullyespecially if youve just graduated from collegeyou can always qualify your answer. For example, you might answer the question in the following way. Good answer: I imagine the world will be quite a different place in ve years. So, it would be hard for me to know exactly what job I wanted. But there are things I want and expect from my professional life: I would like to keep doing interesting and challenging work. I would like to be recognized for my hard work and promoted to the next level. And I want to continue to build my skills no matter what direction I go in professionally. Id like to keep learning and growing. If You Know What You Want If you already have a strong sense of what you want to doif you want to manage people, for exampleits perfectly acceptable to say: In ve years, I hope to have some experience at managing a staff. This answer tells the interviewer that you are goal oriented, set realis-
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tic time frames, and prefer a management rather than a technical specialist track. It does not make you sound too eager or pushy.
If You Want to Start Your Own Business Turnover negatively affects businesses. Between recruiting costs, benets, and training, your employer will make a signicant investment in you and your career. So interviewers are going to try to evaluate how long you will stay with the rm. One way to do that is to ask if youve ever thought about starting your own business. You will have to be a little savvy about your answer while maintaining your integrity. For example, suppose youre interviewing for a job with a technology consulting rm, but you know, in the back of your mind, that you want to be running your own business in ve or six years. It would not be a good idea to say, I want to get this consulting experience so that I can start my own business. However, it would be politically savvy to say, Im interested in learning about consulting and Id like to work in a broad spectrum of industries. You could even say, Eventually, Id like to be a specialist in the technology industry. This answer is not only truthful but goes a long way toward assuring your prospective employer of three important things: that you are in the right eld, that you want to enhance your skills as a consultant, and that you see yourself specializing in a certain area. Youve been honest without revealing your ultimate goal, which, eventually, is to leave your employer. But save that conversation for a few years down the road. Some companies that value innovation may ask, Did you ever want to start your own company? These companies want to hire entrepreneurial people who are always thinking of creative products and services. If your answer is yes, be prepared for a follow-up question that requires you to describe your business idea. Your answer will be evaluated on its uniqueness, its relevance to the marketplace, and how well youve thought it through.
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W h a t Ac c o m p l i s h m e n t A re Yo u M o s t P ro u d of ?
Heres another opportunity to discuss your accomplishments in a more personal way than you might have discussed earlier. In this case, you can talk about the most difcult or the most challenging of your work and academic achievements, or focus on something that will tell your interviewer something about your values. What do you really care about and admire yourself for doing? For example, in a recent job interview, John, a sports writer, used the example of nishing the New York City Marathon as his proudest moment. From the outside, Johns achievement doesnt appear to be job related, but if you look at it more closely, his story reveals personal qualities that any employer would value in an employee. First of all, completing a marathon requires disciplineit takes months of diligent training to run a 26-mile course. Johns story also demonstrates an ability to schedule time effectively and focus on achieving a goal. He also shows that he is comfortable with competitioneven if that competition is his own best running time. For a prospective employer, these qualities translate into an image of a hard-working and dedicated person who takes pride in his work and would be a valuable addition to the staff.
W h a t Wo u l d B e t h e I d e a l C o m p a ny fo r Yo u ?
To prepare for this question, return to the ten-point chart you made in Chapter 3 (Exhibit 33) and take a look at your list of work requirements. When a prospective employer asks you the kind of a schedule for which youre looking or if youre interested in a training program, how will you respond? Do you want to work for a small company or a big one? Do you want client contact or hope to work closely with other team members? Does it matter to you if the company contributes to the community? When an interviewer asks this question, part of the motivation is to discover if you have an interest in the big picture. Will you t into the larger context? Consider the following answers.
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Great answer: My ideal job is one that constantly challenges me. I like to be given a variety of projects and handle different kinds of assignments at the same time. I would also like to work in an environment in which initiative is recognized and rewarded. I hope that after proving myself on the job, I will be given new responsibilities.
This answer demonstrates that the candidate likes to learn new skills, develop new ideas, and take initiative, all of which are valuable characteristics for any employee to have.
Great answer: I want to learn everything there is to know about the pharmaceutical industry. Im hoping to explore all aspects of the eld, from research and development to marketing and consumer trends. The best rm for me would be one that is both innovative and experienced. I dont want to work for a company that refuses to change with the times, but I also think its important to have a good sense of the past successes and mistakes.
If you have very specic goals, feel free to express them when answering this question.
W h a t Wo u l d t h e I d e a l B o s s B e L i ke ?
We all have different ideas about the boss of our dreams. But nearly anyone could answer truthfully by saying, A boss I can learn from. You can expand on this by adding, It would be someone who would let me work independently but still give me regular feedback. Most organizations want the same thingbosses who are able to delegate and also give feedback to their employees. Following is another example of a worthy answer.
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Great answer: My ideal boss would be someone who is professional and approachable. Another quality I appreciate and would look for in the ideal boss is the ability to make an employee feel comfortable when he or she asks questions. Id also like to receive feedback on my progressif Im doing something wrong, Id like to know about it right away, so I could improve immediately, not six months later after my annual review.
Te l l M e a b o u t Yo u rs e l f
This question is sometimes used to open an interview, and part of the motivation behind it is to see what approach the candidate takes. You may choose to give your accomplishments and goals some sort of linear progressionbeginning, perhaps, with why you chose your college. Emphasize the thought process that went into your decisions about where you went to college and what you studied and majored in. If you can make a connection between your high school and college ambitions and what you hope to achieve in your career, all the better. On the other hand, you can begin with the work experience that has the most relevance to the position for which youre applying. For some interviewers, this is not necessarily a test question but simply a way of starting the conversation and learning as much about you as possible. Then, the information youve volunteered will be the basis of the interviewers follow-up questions. Following is an example of a positive, thorough response to this type of general question.
Great answer: After high school, I decided to go to Greer University, because it has an excellent business program. Ive always known that I wanted to go into business, and college seemed like an excellent opportunity to give myself a solid background in nance, accounting, and marketing. One of my favorite activities is playing soccer on Greers varsity soccer team. I spend a lot of time conditioning for the sport and improving my skills. I like pushing myself to meet new challenges, like running more miles or lifting more weight.
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This candidates answer to a general question illustrates the diversity of his interestsnot just his ability to work well on a team or focus on goals. The interviewers follow-up questions to this response might be:
What inuenced your decision to be a business major? Can you give me an example of a difcult challenge you faced as a member of the soccer team? When you had competing demands between coursework and soccer practice, what did you do?
W h o A re Yo u r H e ro e s ?
The point of asking this question is to discover whether you can learn by emulating others, are motivated by others achievements, and have a standard of excellence for yourself. Your heroes can come from a variety of time periods and sources, such as literature, history, and business. You also might choose a parent, family member, or teacher as a hero personal heroes are just as important as the public gures we admire. Even more revealing than the people you choose will be your reasons for choosing them, so give some serious thought to the values and traits that make these individuals your heroes. For example, if you say that you admire Thomas Edison because of his creativity as an inventor, an interviewer will get a good sense of your values and, hopefully, how they connect to the companys mission. Asking about heroes is a good diagnostic tool for an employer. Having heroes demonstrates that you are open to having mentors and receiving guidance from others. It also tells the employer that you will look for successful people in the company and emulate them. Some people say they dont have any heroes because they dont want to be perceived as followers. But thats not what the question Who are your heroes? is all about. Its about values and where you want to go with them professionally. Its about corporate hierarchy and whether or not you will t in. Every corporation has a hierarchy, and within hierarchies there are heroes.
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So the question really is: Can you look up to a person within a hierarchy, who has both effective and less effective traits, and extract something to admire, motivate, and inspire you? You may be more comfortable answering the question by choosing two or three traits you admire and then matching a person to each trait.
HOW TO ANSWER SITUATIONAL OR CASE STUDY QUESTIONS

It is important to familiarize yourself with situational questions, such as: How many total gallons of gasoline do you think Americans purchase per year? In most cases, the chance of your being asked this type of question is pretty slim, but it doesnt hurt to be prepared. You will almost certainly have to deal with this sort of question if you are interviewing with consulting rms or nancial services companies (investment banks and accounting rms), or if you have graduated from an MBAprogram. If you fall into one of these categories, see Appendix G for more detailed information on approaching case study questions. Interviewers sometimes ask situational or case study questions that test critical thinking skills. When faced with one of these questions, the best advice is to think of an approach to solving a problem rather than trying to devise an answer. There are no right or wrong answers to these questions: Instead, an interviewer is simply trying to see how you analyze the situation.
S a m p l e Q u e s t i o n : H ow M a ny To n s of Ke t c h u p D o A m e r i c a n s C o n s u m e E ve r y Ye a r ?
When faced with an out-of-context problem like this, the strategy is to use your analytical skills. Dont just make a wild guess (you dont want your interviewer to think youre comfortable giving out inaccurate information in high-stakes situations). Think about the ways you could approach this problem. You might say that you dont know that answer, but you can think of some good research methods to gure it
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out. Then describe your methods. You might suggest getting a market report from a major ketchup company. Market surveys are often included in such reports and might include data on ketchup consumption in the United States. Or, you might suggest conducting a survey of restaurants and supermarkets across the country. You could then describe how you would plan and implement such a survey. Or, you might tell the interviewer that you dont know the answer, but that you would be happy to explain how you might go about estimating it. If the interviewer presses for an explanation, you could give the following response.
Great answer: First, let me think of a small sample size: say, ten of my friends. Six of us like ketchup, and four dont. So, lets assume that 60% of the population likes ketchup. I probably consume ve total bottles of ketchup each year, and think thats about average among my friends. Lets say that each bottle contains one pound of ketchup. So, according to my logic, 60% of the 250 million people in the United States consume ve pounds of ketchup per year. Now, we just have to multiply it out to arrive at an answer.
It is a mistake to treat the answer ippantly by saying something like, Actually, Im a mustard person myself. The interviewer has legitimate reasons for asking the question. If you have no idea how to answer, say so and move on. The trick is to be resilient. Dont let one question throw you. Stay calm so that you can answer the next question.
As with all types of questions, the best way to handle case study questions is to be prepared. Talk to the counselors at your college career center or speak with a friend who has case interview experience. There are also a number of good books written on the subject. If you feel you need more practice with this type of question, get a copy of one of these titles:
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Case Interview: The Vault Reports Guide to the Case Interview, Mark Asher and Marcy Lerner, Vault.com, 1998. The Wharton School Case Study Interview Guide (2 vols.), Wharton MBA Consulting Club, WetFeet, 1997. Ace Your Case! The Essential Management Consulting Workbook, WetFeet, et al., 2001.
C O M M O N I N T E R V I E W Q U E S T I O N S TO C O N S I D E R
Its impossible to predict or anticipate all the questions that an interviewer will ask. However, it helps to get a sense of the range of questions that might be asked. Exhibit 72 is a list that includes some questions that have already been addressed in these pages, along with quite a few more that are worth considering. These are some of the most common questions asked in interviews. Even if these questions dont come up in your interview, it is a valuable exercise to think about how you might answer them. If youre stumped, ask a friend to help you. Sometimes its difcult to pinpoint your own good qualities. An outside point of view is often the best way to gain insight into ourselves.
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Exhibit 72. C o m m o n l y As ke d I n t e r v i ew Q e s t i o n s
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. Why are you interested in this eld? What was your most challenging or difcult experience? Why did you choose your college? Why did you choose your major in college? What do you know about this rm? Why should I hire you? What qualications do you have for this job? Describe your ideal job. Describe your ideal boss. Describe your working style. Give an example of a time when you worked in a team. What did you learn? What are your hobbies and interests? How would your friends describe you? How would a teacher describe you? How would a coworker describe you? What college course did you like the most? Why? What do you think you would like least about this job? What does success mean to you? What would you do if you had a coworker with whom you didnt get along? What are some of your pet peeves? Give an example of a challenging problem you had to solve and explain how you devised your solution. Do you prefer working alone or in teams? Why? Heres a pencil. Sell it to me. What motivates you? What doesnt? Under what conditions do you do your best work? If you had a free afternoon, how would you use your time? How do you dene success? What do you think it takes to be successful in this career?
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29. Do you have any plans for further education? 30. Have you ever had a conict with a boss or professor? How did you resolve it? 31. How has your education prepared you for your career? 32. Tell me a little about yourself. 33. How are you different from other candidates interviewing for this position? 34. What are your strengths? 35. What are your weaknesses? 36. Where would you like to be ve years from now? 37. Where would you like to be ten years from now? 38. Do you consider yourself a leader? Why or why not? 39. Describe your ideal work environment. 40. What college course did you nd the most challenging? Why? 41. Have you ever failed at anything? How did you handle it? 42. What are your long-term career goals? 43. Tell me a story. 44. How do you usually handle conict with a coworker? 45. What was your greatest disappointment? 46. Describe a time when you were under pressure to perform. What was the outcome? 47. Describe a creative project in which you were involved. 48. How would you evaluate your accomplishments so far? 49. Give an example of a time when you had to work independently. 50. What else would you like to tell me about yourself that I dont already know?
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G E T T I N G A N OT H E R I N T E R V I E W
If you didnt get the job you wanted, try getting another interview. It can be difficult to negotiate, but there are at least three scenarios where it might be a viable option: 1. There is another job opening at the company you are interested in. For example, Joia applied and was interviewed for the position of production assistant at a radio station and didnt get the job. Two weeks later, she saw an advertisement in the help-wanted section of the newspaper for another position with the same company. This is a perfect example of why it is never a good idea to burn a bridge. Hopefully, Joia sent a note to WXRO Radio, thanking them for taking the time to interview her, even though she didnt get the job. If she made a good impression, theres no reason why she shouldnt attempt to go back for another interview. Exhibit 73 is an example or the letter she might write. If you were in Joias position, you should call human resources about the new job listing, and try to speak with the same person you worked with the rst time around. Tell this person how much you enjoyedand learned fromthe last experience, and restate your desire to work for the company. Ask this contact if you should resubmit your resume and nd out if he or she does or does not recommend that you apply for the new job, given what he or she already knows about you. This tactic shows that you are interested in working for the company; your persistence, follow-through, and enthusiasm show the person who is hiring that you have the condence and initiative necessary to do the job. Joias persistence paid off. She was better prepared for the second interview and was able to effectively demonstrate that she was the right person to ll the job opening.
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E x h i b i t 7 3 . S a m p l e L e t t e r t o A p p l y fo r A n o t h e r J o b w i t h a F i r m Yo u ve I n t e r v i ewd W i t h
Joia Michaels 444 Spring Street New York, NY 11111 212-5556666 joia@phatpencil.com
May 29, 2006 Joan Blatt Human Resources Manager WXRO Broadcasting, Inc. 555 Broadway New York, NY 11111 Dear Ms. Blatt, It was a pleasure speaking with you about the position of production assistant at WXRO Broadcasting, Inc. last week. Although I was disappointed to learn that you had lled the position, it has come to my attention that you are now looking for another production assistant. I am still very interested in the job, and I hope you will reconsider my experience and qualications. I would greatly appreciate the opportunity to speak with you again regarding the position. I truly believe that my strong media background would be a positive contribution to WXRO Broadcasting. As we discussed, I produced several regular shows for my college radio station and spent last summer working as an intern at Channel 11 News. I am well acquainted with the world of media communications, and I am condent in my abilities to remain exible and organized in this fast-paced eld. I have enclosed another copy of my resume for your review. I am available for an interview at your convenience. I appreciate your time and consideration in this matter. Sincerely,
Joia Michaels Enclosure (1)
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2. You feel that you did poorly in the rst interview because of extenuating circumstances. For Example, Dana didnt receive an offer for a second interview either. She hadnt been feeling well because she had a cold. Dana simply called her interviewer the next day to explain that she had not been feeling well and did not feel that she was able to demonstrate that she was the right t for the job. Most people are sympathetic to this situation. After some persuasion, Dana convinced her interviewer to schedule another interview. In another scenario, Danas interview might have been interrupted or cut short unexpectedly. If the interviewer didnt suggest it, Dana should have suggested rescheduling the interview. A potential employer would have appreciated her initiative and continued interest in the job. 3. You took yourself out of the running but have second thoughts. For example, Dan was about to receive offers from two different technology firms, EFG.com and lmnopNet. EFG.com was the rst company to offer him a job, and its offer included a generous salary and benets package. The money was enticing, and Dan decided he would accept the offer. He was scheduled to complete one more round of interviews at lmnopNet, but decided to take himself out of the running for the job. After giving the matter some further thought, Dan realized that his skills and goals were better suited to the job at lmnopNet. When he re-evaluated his nances, he found cost-cutting measures that would allow him to accept a lower salary. He turned down the EFG.com job and called lmnopNet back. After explaining the situation and reiterating his interest in the job, he persuaded lmnopNet to include him in the next round of interviews.
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CONCLUSION
Thinking on your feet is a crucial ability that will set you apart from other applicants with whom you are competing. Even if you dont believe that you do it well now, it is an ability that you can easily learn. The secret is to be prepared. Although you wont be able to guess exactly what will transpire in every situation, you should do well in any interview, if you are ready for a variety of questions and have primed several success stories. Look carefully at the questions discussed in this chapter and practice with friends, family members, or any other person you know who has gone through an interview and can offer suggestions. The key is to relax, so that you can put your best foot forward and sell yourself to the best of your ability. Remember, most prospective employers ask tough questions because they want to learn about you: what motivates you, where your experience lies, how you will benet the company, and where you would t into the company if you were hired. If you answer honestly and thoughtfully, you will be sure to succeed.
ONE ANSWER DOESNT MAKE OR BREAK AN INTERVIEW
After graduating from college, I interviewed at a large consulting rm. The interviewer asked me how I felt about working on a team. I had several bad experiences working on teams in college. Unlike some of the students I worked with, I set very high standards for myselfso I ended up having to do most of the work myself. With this in mind, I blurted out, I dont really enjoy working in team settings. Working in teams, however, is a very important part of being a consultant, so I quickly added, In college, I had some difculty working on teams. I always set very high standards for myself, and I found it frustrating when other students didnt share my goals. However, I know that things would be different here. Your company is one of the
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top five consulting firms in the nation, and you set extremely high standards of excellence for your employees. I feel condent that I would work well with the other consultants at this rm. One of the reasons I am interested in working here is to gain more positive experiences working in teams. Although I initially misspoke, I didnt do myself any real harm. In fact, during the next round of interviews, my interviewer told me that he was impressed with the way I handled myself. I remained professional and unustered when I made a potentially damaging response, and my explanation demonstrated that I would uphold the rms high standard of excellence.
L OUIS , S ENIOR C ONSULTANT
negotiating the job offer

Negotiation Strategies, When and How to Say Yes or No to the Offer
CONGRATULATIONS! YOUVE BEEN offered a job. . . now you

have to decide whether or not you want it. Before you get to yes or no, its important to realize that there is a correlation between how much experience you have and how much negotiating you can do. If you are just beginning your career, there wont be much room to negotiate. But you can strengthen your position if you know exactly how much the job is worth in the open market. College career fairs probably gave you a good sense of entry-level salaries, but you can always do a little investigating on the Internet or at your local library. Most university and big-city branches have careercounseling ofces in addition to copious reference materials. Many
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industry associations publish salary surveys. You can also check out the Salary Wizard on www.salary.com, which allows users to search free!average salary information by job title (and level), either by national average or specic to a particular U.S. city. The site provides a salary range (for base pay), the median salary, and additional information on a total compensation package (which would include the dollar value of possible bonuses, benetsincluding Social Security, 401(k)/403(b), disability, healthcare, pension, and time offand the net paycheck estimate), as well as other useful information. Or, make some calls to people you know who are already working in the business or industry you want to enter. If you got your job through an agency or a recruiter, ask the person youve been working with to advise you. An important point to remember is that employers who hire a lot of recent college graduates are savvy about the going rate for jobs. They put an enormous amount of time and money into campus recruiting, so in all likelihood, they know even more than you do about the competition and what it can offer. Your best strategy is to look at the whole picturenot just salaryto determine whether a company is for you. For example, Company A may offer less salary than Company B, but perhaps Company A has a much better training program or an attractive bonus arrangement. Know what job features are most important to you, and give your priorities the most weight when making your decision. The truth is that when you are looking for your rst job, there is often little room to negotiate a better salary. If you really see yourself working at the company that wants to hire you, dont jeopardize a good job over a few hundred dollarsor even a few thousand. Having a positive feeling about your workplace is priceless. However, do keep in mind that you must be able to live on your salary (unless you are continuing to live at your parents home or are otherwise subsidized)its very important to do the math while youre deciding whether or not to accept the job offer. A great idea is to make a list of both the positive and negative sides of the job offer. Be sure to include facts about work environment, salary, benets, and location; all of these aspects of the job will greatly affect how you feel about your job after the initial honeymoon period
ne gotiating the job of fer
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is over. It is extremely important to make sure that your goals are realistic. Try not to include unreachable goals and desires on your list (a promotion within six months or a six-gure salary, for instance); write down only what you could reasonably attain in your present position. Sandy, an entry-level interpreter, offers this advice:
Try to create a sample budget. Start with your rentif you know what you will be paying. Then you will know the amount of your largest monthly bill. Ideally, your rent should be roughly one-third of your monthly take-home pay. Then there are utilities, such as electric and gas, cable, and phone. (Dont forget to include cellular and ISP charges, if you have these services.) Be mindful of student loans and credit card bills, too. In order to create or maintain good credit, you must pay these bills, in full, each month. Then budget for groceries, transportation, gas, furnishings for a new apartment, entertainment such as movies and dining out, and health insurance co-paymentsit all adds up! Dont forget about taxes. If you are being paid $36,000 a year, do not expect to receive $3,000 every month. Chances are it will be around $2,200. (Thats just over $26,000 per year. That may not even include 401K or health insurance.) Now, deduct all of the monthly estimated bills from your monthly take-home pay. Do you break even? If youre close to a balanced budget, but a bit over on the expenses side, try to trim your entertainment. Recalculate. If the amount you need to spend each month is still not close to your monthly take-home pay, then you have two choices: Call to decline the job offer because the salary is too low or nd a way to supplement your income.
Lauren, a Web producer, adds this:
Before you throw in the towel, be sure to tell the human resources representative that youre very interested in the job, but that you just cant make it on the offered salary. Add a few comments about how great the prospective team looks to you, and how you really picture
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yourself in the group. At this point, youve got nothing to lose except the chance at your dream jobinquire about overtime pay or the ability to do freelance assignments, maybe in another department. If there is still no exibility for greater income, and you really want the job, consider other, part-time work that wont interfere with your career, such as waiting tables on weekends or working a couple of weekend shifts at the local bookstore or coffee shop. Although this is not optimal, you may need to sacrice some free time to break into certain industries. For example, most media jobs pay very low salaries for entrylevel positions, yet they continue to appeal to recent college graduates. For the young, independent folks who seek them, working a couple of nights per week the rst year is well worth it. I stuck it out in my industry, and I often look back on the nights waiting tables, copy-editing, and tutoring as equally valuable training. I worked hard, balanced my budget, and even saved money to go on some great vacations. Just remember not to take on too much outside workyou dont want your boss to think that youre too tired at the start of your real job on Monday mornings.
Keep in mind, you will need to balance salary requirements with other aspects of the job opportunity. During the research phase of your job search, nd out other positive qualities of a company. When you zero in on a job in a company that you really like, keep in mind that you will be spending at least 40 hours per week at this ofce. You will want to do work that challenges you, with people you like and can learn from. If these factors are sufciently appealing at a particular company, chances are the nancial issues will work out for you, too.
If there is something about a job offer that doesnt meet your expectations, bring it up as soon as you get the offer, rather than waiting for two or three days to say theres something on your mind. If you waitand make people at the company waitthey will be less likely to negotiate.
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N E G OT I AT I N G T I P S F O R M O R E E X P E R I E N C E D JOB HUNTERS
If youve had some solid work experience, it is possible to negotiate your salary based on three variables: 1. Your total compensation package at your current job. This includes your base salary, bonuses, and benefits, such as company contribution to a 401(k) plan. In some cases, your new employer may want you to start working before you receive your bonus at your current job. Your employer may be willing to pay you the amount of the bonus (i.e., a signing bonus) in order to get you to start by a certain date. 2. Specialized skills or experience. Lets say youre going to work for a technology company and have a great deal of experience in computer programming. Your new employer may be willing to pay for your expert skills. Or, if youve worked for a large consulting rm and are now going to work for a boutique rm, your new employer may be willing to increase your salary because you bring broad experience to the rm. Fluency in foreign languages, being computer savvy, and having knowledge of any specialized eld are all marketable skills. 3. Salary benchmarking. Every job has a certain salary range. Its your job to nd out that range through networking and other methods of research (described in Chapter 3; also, as mentioned, check out www.salary.com). If your prospective employer offers a salary lower than the going rate, you can say, Based on my research, comparable positions in other rms are starting at X salary. I feel that I should be compensated similarly. And be sure to reiterate why youre worth additional compensationi.e., what special skills or experience you have to offer the company.
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W H E N A N D H OW TO SAY Y E S TO T H E J O B O F F E R
As much as you might want to say Yes! to a job the minute it is offered, it is wiser to wait, even if youre sure you want the job. First of all, take a deep breath and thank the person who called you with the good news. Tell him or her that youre thrilled and excited about the job offer but need a day to think it over. This is an accepted protocol: It is perfectly all right to ask the person who has extended a job offer to wait 24 hours for your answer. However, it is completely unacceptable to keep him or her waiting for a week. If you get a job offer on a Friday, say that you will call back on Monday with your answer. But if you get an offer on Monday, you should reply on Tuesday, unless you have not received certain information you requested, such as a written job offer or a letter outlining the benets package. In the 24 hours you have to consider whether you want a joband even if you are sure you want itthere are a few things you need to do: 1. Review the chart you made in Chapter 3 (see Exhibit 33) that lists the ten factors that must be satisfied before you will accept a jobjust to make sure that you havent overlooked anything. Is there anything the job is not offering you that you wish it had? And of the things youre not going to get, are any of them deal breakers? 2. Is there a way to negotiate getting some of the things you want? 3. Before you go too far with your plans, ask a mentor, parent, or friend to act as a sounding board. Take this time to think about the interviews youve had with the company. If youve established a good rapport with your interviewer, its easy to overlook certain points. Before saying yes to a job, know all of the specic factors listed in Exhibit 81.
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Exhibit 81. Fa c t o rs t o C o n s i d e r b e fo re Ac c e p t i n g a J o b O f f e r Annual salary: What are you paid and how often? When will you be eligible for raises or promotions? What is the typical salary increase? Benets: What the company covers (i.e. medical and dental coverage, etc.), when you are eligible, and how much money, if any, is deducted from paychecks to cover benets. Also, ask if pre-existing medical conditions exclude you from coverage for a certain period. Other perks: Vacations, holidays, sick or personal days, 401(k) plans, stock options, funding for relocation, commuting, tuition/education expenses, health club memberships, and so forth. Bonuses: Are there incentive programs or holiday bonuses? By what date do you have to start to be eligible for them? Job title: What is your job descriptionassistant, intern, or coordinator? Performance assessment: When the company reviews your job performance: one year after your start date or at a scheduled time every year? Who will write your review? What is a typical percent of salary increase for this level? Start date: Get the exact day and date, as well as starting time. To whom do you report? It may not be the person who hired you but rather an associate manager.
At rst glance, the job specics listed in Exhibit 81 may seem obvious to you, but do yourself a favor and double-check with your contact at the company. Company protocol often dictates that you receive an offer letter, stating the conditions of your employment. If something is missing from the letter, especially something that was promised orally, ask that you receive a new letter or addendum.
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For example, Claire, a New York publicist, had a great interview with a company based in Los Angeles. At the second interview, salary, job title, and benets were discussed. In fact, she was offered the position of senior publicist for a branch ofce that was scheduled to open in New York in the near future. Claire accepted the job, which was offered by her prospective supervisor, a vice president with the company. Based on that meeting, she gave notice at her current job and then made plans to start with the company at its New York ofce. However, there was one enormous snag: The opening of the New York ofce was postponed for almost four months! Although Claires supervisorthe man who offered her the jobwas the VP in charge of hiring, he was not in charge of deciding when the New York ofce would be launched. Because of this unfortunate timing and her reluctance to clarify the terms of her employment, Claire was left without a job, waiting for her employment to begin. It is vitally important to know all the specics before accepting a job, especially details as basic as your start date.
Its perfectly acceptable to negotiate salary, vacation, and so forth with a company, but be careful about asking for too muchyour judgment and maturity might be questioned, and you could be perceived as someone whose expectations will always be higher than what the employer can deliver. Do your research and base your expectations on the normal compensation of a person in your position with this prospective employer.
K N OW I N G W H AT YO U WA N T
In todays fast-paced economy, it is not uncommon to receive multiple job offers. Getting more than one offer at the same time is heady stuff, but it can be confusing if you arent completely sure what you want. If you get flustered and make a wrong decision or say the
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wrong thing, dont panic. It isnt impossible to do a little damage control. But rst you need to decide which job you really want. For example, say youve interviewed with two companies: Company A and Company B. You really want to work for Company A, but you get an offer from Company B rst. In your excitement, you call Company A and inform them that youve had an offer from another company. You tell them that the other company wants your answer by Friday. Then, you ask Company A to give you their answer by Friday. You are promptly told that a decision cannot be made by Friday because the decision makers are in Europe and will not be back until the following week. At this point, you dont know what to say. Maybe youre suddenly overwhelmed with doubts that if you dont say yes to Company B on Friday, you will end up without a job. After all, even if you wait, you may be turned down by Company A. Out of panic you say, Well, I guess you should take me out of the running. Or perhaps Company A takes the initiative and says, In that case, were going to have to take you out of the running. As you hang up the phone, you realizewith a sinking feelingthat something really bad has happened. Now what?
H o n e s t y I s t h e B e s t Po l i cy
After a little honest self-appraisal, you realize that you do not want to work for Company B at all, and that it was probably a bad idea to put pressure on Company A to give you an answer by Friday. So heres what you should do in this scenario. The next morning, call Company A, apologize for pressuring them for an answer, and tell them that youve re-thought the situation. Go on to say that the job with Company A is a much better opportunity than the one offered by the other company, and that you are willing to wait for Company A to make their decision. At that point, your name is put back on the list. Initially, you may have made a mistake with Company A, but ultimately their decision making about you will be positively inuenced by these factors:
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You really want to work for the company You are willing to turn down a sure thingan offer from another companyjust to stay in the running You are honest You take initiative You take risks to get the things you want
You should also keep in mind that many rms will be somewhat exible about the amount of time you will be given to make a decision. In the scenario you just read, it would be perfectly acceptable to call Company B and explain the situation. Say that you are waiting to hear from another company, and, although you remain enthusiastic about its offer, you want to be able to consider all of your options before making such a big decision. You are demonstrating to Company B that you are a careful and prudent decision maker. And the worst that can happen is that you will not be given an extensionin which case you are no worse off than you were before.
G E T T I N G W H AT YO U WA N T
Finally, youve received the call youve been waiting for, and you cant believe the offer is for realuntil your contact at the company starts talking about money. Youve already stated what you want to make as a salary, but now the company is offering an amount that is much less than you expected. The feelings of euphoria you felt earlier vanish altogether when your contact tells you that theres absolutely no exibility where salary is concerned. When you ask why, he explains that there are people in the department who have more experience than you and who have worked there longer. If the company paid you more, there would be a salary inequity. Clearly, theres no room for negotiation. Making less than you had anticipated is a setback. But, as youve read earlier in this chapter, there are good reasons for taking a job anywayespecially if its the job you want and the company offers other compensation enhancers, such as stock options, health club memberships, or funding for extra training or education. If your salary will be
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a little less than youd counted on, consider asking about some of the following forms of compensation:
Would you be able to conduct an earlier performance review, say after six months? Would you be able to offer a sign-on bonus? (If you are relocating), would the company be willing to help with some moving costs?
There are two reasons why the company might be willing to give you funds, other than salary, for any of the above:
When you are paid a salary, the company is actually spending more money than you are getting as salary because it has to add on payroll taxes, benefits costs, and various other expenses involved in keeping you on the payroll. One-time payments such as relocation costs and sign-on bonuses usually come out of another part of the company budgetnot salary.
Here is an example of a tactful, yet effective strategy to negotiate a little more, if the salary you are offered is lower than you expected and lower than you can live on:
Good response: I am extremely interested in working with you and your company. Unfortunately, I cannot accept your offer at this point, because the salary will not allow me to move from San Diego to New York City. If you were able to offer an 8% salary increase and pay a portion of my relocation expenses, I would gladly accept the position immediately.
In this scenario, you have clearly demonstrated your interest in the offered job, but you have also made it perfectly clear that you need more from the company. You have thoroughly considered the job offer from every angle, and you have opened the doors of communication rmly but professionally.
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S TA R T I N G W H E N YO U WA N T TO S TA R T
Heres another scenario: Suppose you graduated in May, spent a tough summer doing nothing but interviewing, and havent had any time off. Not only are you exhausted, but you havent had time to furnish your new apartment, buy a computer, and so forth. You secured a job in the fall and the company wants you to start right away. You want to start right away, too, but you would also like some time off in the next few months. However, the companys vacation policy states that you cant take any time off until youve been with the company for at least one year. What can you do? Before you give up on taking a break, consider these options:
Tell the truth. Youve worked hard during your job search and you plan to give 100% to your new job. Youd like some time off before you start, to get re-energized and take care of some personal business. Give your employer a specic start date. Tell the company youre willing to start work when they want you to, but ask if you could take a week off without pay sometime in the rst few months. Give the company a specic time when you want to be away so that everyone can plan for your absence. If you are moving from another city, say that you need some time to move and take care of other relocation matters. State the date that youd like to start. If you have planned a vacation for some time in the future, be sure to mention it during the salary negotiation stage. Its a mistake to accept the position and then tell your boss three months later that you need some time off. Be prepared to take the time off without pay, if necessary.
Be exible. If you are and if you conduct yourself professionally and discuss what you want honestly, chances are good you can come to a mutually satisfactory agreement with your new employer. For example, a recent graduate who accepted a position as a marketing specialist asked to delay her start date by a week. As it turned out, her new
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company was having its annual marketing meeting during that week. She knew it would send the wrong signal if she missed the meeting, so she asked if she could attend the meeting but make her ofcial start date a week later. The company appreciated her willingness to adjust her plans to meet a business need and granted her the time off.
It is common practice to take a few days before starting a new job. If an employer asks why you need the time, here are a few perfectly legitimate reasons: You need to nish a temporary job You want to get doctors appointments out of the way, so that you wont need to take time off once you start You have to attend to various personal needs/errands addressed (i.e. business clothes shopping, getting a phone line for your new apartment, working out details of your commute, etc.)
A N N O U N C I N G YO U R N E W J O B
Now that youve started a new job, you need to let everyone in your network know for what company youre working, what your position is, and how you can be contacted. Thank them again for their help during your job search. Send the good news on company letterhead the rst week on the job. Or, it is equally appropriate to do this via e-mail from your new company. Be sure to include everyone you talked to about nding a job whether it was a recruiter, a networking contact, or a college chum. Also, its appropriate to write a couple lines about the projects you hope to be working on, for example, rening the mission of the global marketing team. If you dont use company stationery, use plain, good-quality writing paper, and be sure to include your work address and phone number. Exhibit 82 shows a sample announcement letter.
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Exhibit 82. S a m p l e L e t t e r A n o u n c i n g Yo u r N ew J o b
William White www.zeemag.com 555 Green Street New York, NY 11111 212-5555555 ww@zeemag.com
June 5, 2006 Dear Friends, Now that I have ofcially signed on the dotted line, Im pleased to let you know that I have decided to join Z Magazine, Inc., a leading entertainment publication, as associate marketing manager of its online magazine, zeemag.com. I am looking forward to joining this new and exciting group. I want to thank all of you for your support and advice over the last few months. I will be working with my boss in building afnity partnerships with other companies in Web entertainment, which will be a new area of growth for me. And, I will be working on promotions and publicity for zeemags new e-newsletter, Daily Z, which is launching this summer. I hope to talk to you soon. In the meantime, please visit our website at www.zeemag.com. Regards,
Will
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S t a y i n g i n To u c h w i t h Yo u r N e t wo r k
The importance of staying in touch with the people in your network cannot be emphasized enough. Your contacts are the lifeblood of the business world and will help provide you with information, support, and jobs throughout your career. The mistake that even the most senior executives make is to be so focused on their new job that they forget to stay in touch with their networks. You will also want to spend time expanding your network as you look for role models and mentors. If your boss gives you an assignment and you really dont know where to start, you will always have the option of going to your network for help.
SAY I N G N O TO A N O F F E R
Be diplomatic about turning down an offer. You certainly dont want to burn any bridges or alienate anyone, particularly because you never know when you might be meeting or working with the same people.
B e G ra c i o u s a n d C o n s i d e r A l l Yo u r O p t i o n s
Declining an offer graciously is standard professional behavior. Respond to the offer quickly. You have to draw a clear line about when you have enough data to accept a job or decline it. Once youve made that decision, follow through. If it turns out that you dont want the job, the rst thing to do is to say something positive. For example, I enjoyed meeting you and I appreciate the time you spent with me. Next, its important to give a real reason for not taking the job. You might say something along these lines (if applicable), However, I am declining your offer because at this point in my career, I think I would be better off with a company that offers me a structured training program. This is not the time to give the company negative feedback. You want to preserve your network.
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If the real reason for not accepting an offer has to do with salary, go ahead and say so. You might be surprised by the results. Sometimes an employer will offer you more money if you have to turn down a job because of salary concerns. And its not unheard of for an employer to increase your salary if the company and the hiring manager really want you. When considering the salary offer, remember to factor in the cost of benets provided. Health insurance (and dental, vision, and mental health coverage) is expensive. Its common for companies to have a policy on a probationary period, such as three months, before you receive benets. Some companies benets begin on day one, whereas others make you wait a whole year before coverage begins. Know your options. Can you secure coverage under your parents plan until you have benets? Can you afford to buy your own healthcare coverage until your companys policy starts? Also dont forget, benets may also include 401(k) plans, stock options, and a vacation/holiday package. These are big issues. If a company offers little to no coverage, it can be a bad signand possibly a signal to keep looking. Deduct your out-of-pocket expenses from the offered salary before making a decision. Even if you do not have another offer, you should decline an offer that doesnt meet your needs as courteously as possible. You might say youre turning down the job because youve decided to investigate another aspect of the eld, or perhaps you want to get another kind of experience altogether, such as graduate school. But the most important thing is to make the call. It will be one of the rst tests of your mettle as a business person, so do it on time, do it pleasantly, and thank the person for their offer and their time. Before you hang up, say something reinforcing about the company such as: I enjoyed meeting you and your management team. Speaking with you taught me a great deal about Internet commerce.
D o n t Ta ke a J o b Yo u D o n t Wa n t
You may be tempted to accept an offer for a job that youre not interested in because you dont have any other offers. Dont do it. Your new
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employer has every reason to expect that you will give 100% to your new job. After all, you did everything possible in the interview process to prove that you were a committed and enthusiastic candidate. If youre not willing to make good on your promises, its not ethical to take the job. In addition, it will be much more difcult to look for another job once youre employed. Finding a job is a full-time job in itself, and you will have much less time and exibility. If youve gotten disappointing results from your search, analyze what youve been doing and decide what you could do differently. Brainstorm, and you may nd that you have not tapped all your resources. No matter what you decide to do about negotiating the terms of a new job, you now know the steps to take as well as the protocol. You know that you should really weigh your options before you make a nal decision or take any action. All of your research concerning the job market and the details of your particular industry has prepared you for this nal step in the interview process. Hopefully, you have made a realistic decision about what you want and what you can attain, given your experience and background. Remember that part of negotiating is making sure that you have all the facts you need to make a decision; and once the offer has been made, you have to decide whether or not to accept it.
TA K E S O M E T I M E TO T H I N K A B O U T T H E F I E L D I N W H I C H YO U WA N T TO WO R K A N D T H E K I N D O F J O B YO U R E A L LY WA N T.
I interviewed a young woman who had applied for a sales position. As soon as we started talking, I could tell she wasnt right for the job. She was shy and soft spoken, she hated talking to strangers on the phone, and she liked working independently, rather than on teams. I was very curious why she was interviewing for a sales job, and I pushed her for more information: It turned out that her parents had encouraged her to go into sales, although she
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i n t e r v i e w s t h a t ge t yo u h i r e d was more interested in a job in research. It was obvious she wasnt that interested in, or well suited for, the job, so I told her she was wasting her time interviewing for sales positions. I think its extremely important that all job hunters put a lot of time and thought into deciding what types of jobs interest them and where their skills and qualications will take them. If you look for jobs in a eld you dont like or know nothing about, you will only be wasting your time and the interviewers time.
E LI , M ARKETING E XECUTIVE
putting it all together

Wrapping Up What Youve Learned
JOB HUNTING DOESNT have to be a stressful experience. By now,

you have learned that the process is manageableand even enjoyable at timesif you do a little planning and inform yourself along the way. This book offers all the tools and advice you need to feel in charge of your job hunt and nd the position you want. Heres a quick recap. Chapter 1 helps you get your job search started. This chapter explains the best places to nd job openingsfrom help-wanted ads in your local paper to the Internet and beyond. But no search is complete without involving the people in your network. Chapter 1 teaches you how to build and maintain a network of contactspeople who are already in the working world and who can help you learn more about the eld or job that interests you. Often a contact in your network helps
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arrange your rst job interview. Nurture your network because, as you will soon discover, it is the most valuable resource you have. Chapter 2 shows how to write an effective resume and cover letter. These documents are the equivalent of a professional calling card: You cant get a foot in the door without one. Your resume and cover letter give a potential employer his or her rst impression of you, so you will want to be sure that it is a good one. Although there are dozens of ways to write a resume, the most effective approach uses the P-A-R format. Chapter 2 shows you how to put the format to work by translating your educational background and work experiences (no matter how marginal they may seem to you) into a showcase for your skills and accomplishments. At the same time, you will learn how to craft a cover letter that highlights your achievements and communicates your enthusiasm and qualications for a job. Chapter 3 gives advice on what you should do before an interview: Take the time to research a company as thoroughly as you can. Chapter 3 looks at how to investigate the job market, research a company, and get information on a job before you interview. Chapter 4 takes this information-gathering process one step further, by helping you decide what you want from a job. Theres one more important area you need to research before you walk into an interview with complete self-assurance: yourself. Now is the time to give careful thought not only to what you want from a job but what you can contribute to it. Think about your past accomplishments in terms of how they might t the requirements of a job. How can your experiences be translated into marketable skills? Other than your educational background, work, or specialized training, what are your best qualities, talents, and gifts, and how can they contribute to a job or a company? Chapter 4 helps you focus your thoughts around ten success factors (listed in Exhibit 41) that every potential employer looks for in a job candidate. In Chapter 4, we also show you how to link these ten success factors, such as initiative, team playing, or decision making, with your own success stories. You want to illustrate your accomplishments rather than list or report them as facts. You are much more convincing and give far greater proof of your claims if you can tell illustrative
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stories about your skills and accomplishments. In Chapter 4, you learn how to write, rehearse, and tell your success stories to maximum effect when you need them. Arriving for an interview with a well-written resume, information about the company, and several convincing success stories is your foundation for a great interview, but you also need to focus on how you present yourself. Do you know what to wear to an interview? Do you have any idea how to read your interviewers body language or what he or she might be reading into yours? Relax! Chapter 4 also discusses how to stay cool and look professional at all times. There are tips about what to wear, how to build rapport with your interviewer, how to listen, and how to read and send nonverbal signals. Feeling polished and looking your best will give you a tremendous sense of self-assurance. After your interview, you will need to follow up to show your interest and stay fresh in your interviewers mind. There is a recipe for thisand courtesy is the key ingredient. One of the most important aspects of getting and keeping a job is anticipating and satisfying the needs and expectations of others. Courtesy is a powerful form of showing your respect for other people and what they have done for you. Writing a thank-you note to your interviewer is the ideal (and expected) mode of expressing your appreciation. Even if you left your interviewer with a good impression of your personality and qualications for the job, it wont be enough if you dont follow-up with a well-written thank-you note. If you have any doubts about how to write one, Chapter 4 has solid examples. There is also plenty of information about how to evaluate whether or not a job is right for you, based on information gleaned from the interview as well as your own criteria for the ideal job. Chapters 5 and 6 describe every type of job interview you might experience. One of the most difcult aspects of being interviewed for the rst time is not knowing what to expect. If you dont know the difference between an informational interview and a panel interview, or if youve never even heard of a case interview, Chapters 5 and 6 will guide you through every variety and permutation. Through helpful interview scenarios, you will learn how to put your success stories to work.
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These pivotal chapters demonstrate the skill of interweaving your work and life experiences with the requirements of a job and showing how your qualications match them. And, of course, theres plenty of information about the etiquette of interviewing off-site or on campus and how to follow up any interview effectively and courteously. Chapter 7 helps you gain condence in yourself by preparing you to troubleshoot difcult interview situations that may arise. In other words: how to anticipate problems before they happen. Now that you know how to mobilize your success stories in order to show your talents in the best light, you need to know what types of questions you will be asked and the best way to answer them. Chapter 7 provides a road map that shows you all the pitfalls, hairpin curves, and detours. You will nd information about how to handle surprise questions and tricky questions and how to get unstuck when an interview goes off course. And theres plenty of advice about answering tough questions (see Exhibit 71). There is even a detailed description of the top 25 mistakes candidates make and how to avoid them, as well as an additional list of the most commonly asked interview questions (see Exhibit 72). The secret to a successful interview is learning how to participate actively in the interview process. Dont take a passive stance and expect your interviewer to do all the work. Unfortunately, some people are less skilled than others about asking questions and guiding the conversation toward a satisfying end. The question in your mind should always be, How can I make this interview a great interview? Usually theres something more you can do if you really want a job. Chapter 7 tells you about some of your options, including how to follow-up if you need a second interview (see Exhibit 73) and how to correct an interview mistake or a misstatement in a thank-you note. Finally, Chapter 8 brings you to the conclusion of all of your research, networking, resume-mastery, good listening, good storytelling, and troubleshooting: a job offer. Now you need to gure out whether or not you want the joband how to negotiate the best terms and accept an offer, if you so wish. It all sounds easy, but its important to learn when to say yes and how to decline a job offer graciously.
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Chapter 8 offers strategies to compensate for a salary that is less than you wanted and suggests questions to ask a prospective employer to give you more options. Finally, theres useful information about formalizing an offer and writing an announcement letter to tell everyone you know about your good fortune. This book ends where it began: with your network. Dont forget the people who helped you get where you are. They will continue to be your most important resource, not just for the rst job, but also for the next and all the ones to follow. But right now its time to get to work. Good luck and enjoy your new job!
books on interviewing, resumes, and job hunting
101 Great Answers to the Toughest Interview Questions, 4th Edition. Ronald W. Fry. Thomas Delmar Learning, 2000. 101 Ways to Power Up Your Job Search. J. Thomas Buck, William R. Matthews, and Robert N. Leech. McGraw-Hill, 1997. 201 Best Questions to Ask on Your Interview. John Kador. McGraw-Hill, 2002. The 250 Job Interview Questions Youll Most Likely Be Asked . . . and the Answers That Will Get You Hired! Peter Veruki. Adams Media Corporation, 1999. 60 Seconds and Youre Hired. Robin Ryan. Penguin USA, 2000. Ace Your Case!: The Essential Management Consulting Workbook. WetFeet, 2001.
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Best Answers to the 201 Most Frequently Asked Interview Questions. Matthew J. DeLuca. McGraw-Hill, 1996. Best Jobs for the 21st Century for College Graduates. J. Michael Farr and LaVerne L. Ludden. Jist Publishing, 2000. Can You Start Monday? A 9Step Job Search Guide . . . Resume to Interview. Cheryl A. Cage et al., eds. Cage Consulting, Inc., 1998. Case Interview: The Vault Reports Guide to the Case Interview. Mark Asher and Marcy Lerner. Vault.com, 1998. Cliffs Notes: Delivering a Winning Job Interview. Mercedes Bailey. Hungry Minds Inc-Cliffs Notes, 1999. College Grad Job Hunter: Insider Techniques and Tactics for Finding a TopPaying Entry Level Job, 5th Edition. Brian D. Krueger. Adams Media Corporation, 2003. The Complete Idiots Guide to the Perfect Interview, 2nd Edition. Marc Dorio. Alpha Books, 2000. The Complete Q&A Job Interview Book, 4th Edition. Jeffrey G. Allen. John Wiley & Sons, 2004. The Complete Resume and Job Search Book for College Students. Robert Lang Adams and Laura Morin. Adams Media Corporation, 1999. Cover Letters That Knock Em Dead. Martin J. Yate. Adams Media Corporation, 2004. Effective Business Speaking. Judith A. McManus. LearningExpress, 1999. Electronic Resumes: A Complete Guide to Putting Your Resume On-Line. James C. Gonyea and Wayne M. Gonyea. McGraw-Hill, 1996. Electronic Resumes & Online Networking. Rebecca Smith. Career Press, 1999. The Everything Resume Book, 2nd Edition. Burton Jay Nadler. Adams Media Corporation, 2003. The Foolproof Job-Search Workbook. Donald Asher. Ten Speed Press, 1999. Getting Interviews. Kate Wendleton. Thomson Delmar Learning, 2000. High Impact Resumes and Letters: How to Communicate Your Qualications to Employers, 9th Edition. Ronald L. Krannich and William J. Banis, Ph.D. Impact Publications, 2005.
appendix a
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How to Have a Winning Job Interview. Deborah P. Bloch. NTC Contemporary Publishing Co., 1997. Improve Your Writing for Work, 2nd Edition. Elizabeth Chesla. LearningExpress, 2000. Interview for Success: A Practical Guide to Increasing Job Interviews, Offers, and Salaries, 8th Edition. Caryl Krannich and Ron Krannich. Impact Publications, 2002. Interview Power: Selling Yourself Face to Face. Tom Washington. Mount Vernon Press, 2004. Interview Strategies That Lead to Job Offers. Marilyn Pincus. Barrons, 1999. Job Interviewing for College Students. John D. Shingleton. VGM Career Books, 1995. Job Interviews for Dummies, 2nd Edition. Joyce Lain Kennedy. For Dummies, 2001. Landing the Job You Want: How to Have the Best Job Interview of Your Life. William C. Byham with Debra Pickett. Three Rivers Press, 1999. Networking for Novices. Susan Shelley. LearningExpress, 1999. Power Interviews: Job-Winning Tactics from Fortune 500 Recruiters. Neil M. Yeager and Lee Hough. John Wiley & Sons, 1998. Resume Catalog: 200 Damn Good Examples. Yana Parker. Ten Speed Press, 1997. Resumes That Get You Hired. Jason R. Rich. LearningExpress, 2006. Search Smart and Get Ahead. Susan Shelly. LearningExpress, 2000. Sell Yourself! Master the Job Interview Process. Jane Williams. Principle Publications, 2004. The Unofcial Guide to Acing the Interview. Michelle Tullier. Wiley, 1999. The Wharton School Case Study Interview Guide, 2 vols. Wharton MBA Consulting Club. WetFeet, 1997. What Color Is Your Parachute? 2005. Richard Nelson Bolles. Ten Speed Press, 2005. Why Should I Hire You? Turn Interview Questions into Job Offers, 2nd Edition. J. Michael Farr and Susan Christophersen. Jist Works, 1999. Youre Hired! Secrets to Successful Job Interviews, 2nd Edition. Sharon McDonnell. Macmillan Publishing Co., 1999.
online information resources
JOB SEARCH SITES

www.careercity.com www.careermart.com www.careerbuilder.com www.collegegrad.com www.govtjobs.com www.hotjobs.yahoo.com www.jobs.com www.jobvault.com www.monster.com www.vault.com
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RESOURCE SITES
www.amazon.com http://careers.yahoo.com www.garywill.com/worksearch www.jobinterview.net www.provenresumes.com http://hotjobs.yahoo.com/salary http://hotjobs.com/interview www.salary.com books information and links books and articles links sample resumes, resume tips and strategies, bookstore, etc. salary calculator interview tips, handling tough questions employee compensation data
sample resumes
Alexander J. Simms
PO Box 114817, La Jolla, CA 55870 e-mail: alex.simms@lju.edu 14 Sunshine Drive, Fresno, CA 55791 EDUCATION La Jolla University, La Jolla, CA BS, Molecular Biophysics & Biochemistry and Economics GPA: 3.75 Academic Honors and Awards William T. Marlowe Scholarship for Excellence in National Environmental Policy, 2004 Hastings Summer Fellowship, 2004 Deans Prize in Biochemistry EXPERIENCE LJU Center for Environmental Law and Policy 2004Present Director, Trade and Environment in the Latin America Project Responsible for researching and developing an action agenda to address trade and environment concerns in Western Hemisphere free trade negotiations. This includes economic analysis, policy evaluation, interviews with U.S. and foreign ofcials and experts, research, and writing reports. Co-authored with Marcos Santiago a forthcoming book: Environmental Protection and Globalization in Latin America. Presented at 2003 World Environment and Trade conference in Washington, DC attended by over 100 politicians, business leaders, and scholars from the United States and Latin America. 544-555-0710 351-555-2743
May 2005
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Research Associate, Brazilian Environment Project Summer 2003 Conducted research and assisted in writing of Gold and Green: Trade and the Environment in Twentieth-Century Brazil (Harper University Press, 2004). Los Angeles Academy of Sciences, Los Angeles, CA Summer 2004 Research Associate, Los Angeles Cancer Research Foundation Responsible for researching issues in patent law and biotechnology. Prepared report on national sources of cancer research funding by compiling data from government agencies, pharmaceutical companies, and philanthropies, resulting in a 15% increase in requests for proposals. Presented ndings at California Cancer Research Foundation meeting attended by policymakers, scientists, physicians, and healthcare industry professionals. South Bay Harbor Laboratory, 19992001, Summer 2002 South Bay Harbor, CA Student Researcher, Dr. Ellen Richardsons laboratory Responsible for laboratory research in cancer cell biology, cancer genetics, and human genome mapping. Developed new technique for long-range genetic mapping.
ACTIVITIES/ La Jolla University Debate Association LEADERSHIP Vice President, current; 2003 La Jolla Invitational Tournament Director Intercollegiate parliamentary debate team, competing regionally and nationally. LJU Weekly News Columnist and News Editor Editorial and production responsibilities include managing staff, layout and design, investigative reporting, and writing weekly oped column on international affairs. INTERESTS Intramural sports (tennis, track and eld); jogging; music (piano and ute); procient in Spanish
REFERENCES AVAILABLE UPON REQUEST
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Note: Because the page size of this book is smaller than the standard 812" 11" resume page, this sample is set as two pages. Your resume should be only one page.
Alice P. Kaper
41 West Fourth Street, Apt. 5F New York, NY 12908 EDUCATION Blake University, New Haven, CT BA, Magna Cum Laude. Major in English. Phi Beta Kappa, George Hastings English Prize William Greer Centre, London, England Blake-in-London Program, Fall 2000 EXPERIENCE Slate & Fisher, New York, NY June 2005present Legal Assistant Responsible for the organization and maintenance of case les. Perform general clerical duties. Assist attorneys in trial preparation and at trial. Recognized for strong organizational skills, computer knowledge, and ability to manage multiple tasks under extreme time pressures. Received Defense Attorneys Association award for outstanding pro bono service. Dr. Emma Benning, English Dept., New Haven, CT 20032005 Research Assistant Tasks included doing research, proofreading and editing manuscripts, and selecting material to be used in scholarly criticism. Used online databases and foreign language sources to conduct extensive library research, facilitating Dr. Bennings publication of three articles in scholarly journals. Blake Center for Advanced Research, New Haven, CT 20022003 Ofce Assistant Performed clerical duties, including research and le management, in the Learning and Attention Department of a premier research institute. Designed and published newsletter using Microsoft Publisher; contributed three articles on dyslexia and learning disabilities. Constructed and managed databases using Microsoft Access to ensure efcient access to research materials. Blake University Deans Ofce, New Haven, CT 20012002 Ofce Assistant Duties included composing fundraising letters, answering phones, and managing les. Managed the Blake peer tutoring program and increased visibility of the program through direct mail campaign resulting in a 20% increase in peer tutor volunteers. Ofce of Dr. Alan Janovich, M.D., New York, NY Summer 2001 Ofce Assistant Responsible for clerical duties, including answering phones, scheduling appointments, and billing. Coded and completed health insurance claim forms. Improved ofce customer service by serving as a liaison between doctor and patient. ACTIVITIES P.A.T.H. Peer Counseling, Publicity Coordinator, 20012002 Blake Literary Magazine, Managing Editor, 20032004 Hartley Childrens Hospital, Volunteer akaper@iweb.com (212) 555-2981
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sample letters
Cover Letters, Thank-You Letters, Networking Letter, Networking Thank-You Letter, Reconsideration Letter, and Announcement Letter
SA M P L E C OV E R L E T T E R
April 3, 2006 Pearl Usher Senior Recruiting Administrator Prynne & Company, Inc. 211 West Hawthorne Street Dimsdale, MA 52660 Dear Ms. Usher:
I would like to be considered for the business analyst position at Prynne & Company, Inc. I am currently a senior at Giles University and will graduate in May with a degree in economics. Through my coursework in this eld and my experience at the National Economic Research Foundation, I have honed my research skills and gained exposure to different styles of problem solving and analysisskills which I believe are well suited to management consulting.
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For four years, I have been actively involved in The Giles Herald, a weekly campus newspaper. As the current managing editor, it is my responsibility to turn a 75person staff into a high-performance team to produce 28 pages of news, sports, opinion, and arts each week. I have also been an active member of the debate team, an activity that has helped me develop excellent speaking and communication skills. I have enclosed a resume, and I look forward to the opportunity to discuss my experience and qualications in an interview. Thank you for your consideration. Sincerely,
Amelia S. Chen PO Box 4590 West River, MA 40028 514-555-0632 amelia.chen@giles.edu
SA M P L E C OV E R L E T T E R
June 16, 2006 R. John Thurston Human Resources Director Pimm Publishing 4650 Goldenrod Avenue Austin, TX 77011 Dear Mr. Thurston:
I am writing to apply for the position of editorial assistant, which I saw advertised in the Austin Daily News. I am a recent graduate of Pierce College, where I received a degree in English. I graduated magna cum laude and received the Thornton-Wesley Prize for outstanding achievement in writing. As an English major, I developed excellent written and oral communication skills, and I honed these skills while serving on the staff of the Pierce Literary Magazine. I also spent three years working as a Pierce Computer Assistant; as a CA, I received extensive training in a variety of computer programs, including Microsoft Ofce, PowerPoint, Adobe Illustrator, Quark, and Photoshop. Finally, I spent last summer working at Gulliver Publications, where I learned the intricacies of the publishing industry. I believe that my skills and experiences have prepared me for a job at Pimm Publishing. I am condent that my organizational skills, diligence, and enthusiasm would make me an asset to your team. Thank you for your time and consideration. I will call you next week to discuss setting up an interview, or you can contact me at the phone number or e-mail listed below. Sincerely, Tanika Ellis 21 Roosevelt Lane, Apt. 5B Austin, TX 77016 406-555-6708 tanika@infonet.com
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SA M P L E T H A N K- YO U L E T T E R
Jacob A. Sawyer 4414 St. Regis Boulevard Miami, Florida 60024 617-555-1038
March 17, 2006 Emily Meyers Human Resources Department Glick & Needham 51 North Shore Avenue Miami, FL 60027 Dear Ms. Meyers,
Thank you for meeting with me today regarding the position of junior research analyst at Glick & Needham. I enjoyed the opportunity to talk with you and your staff about opportunities at your rm.
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After speaking with you, I feel condent that I would be an asset to Glick & Needham. As you know, I spent two summers working as a research analyst at J.C. Waters & Associates, where I gained valuable research, computer, and analytical skills. I also feel that my organizational skills, diligence, and problem-solving abilities make me well suited to the position of junior research analyst. Please feel free to call me if you have any further questions. I am very excited about the prospect of working at Glick & Needham. I will call you by March 24 to follow up. Thank you for your time and consideration. Sincerely,
Jacob A. Sawyer
SA M P L E T H A N K- YO U L E T T E R
January 23, 2006 Henry S. Liu Vice President Banque Royale 60 Wall Street New York, NY 55810 Dear Mr. Liu,
Thank you for the opportunity to interview with you today for the analyst position in investment banking at Banque Royale. I very much enjoyed our discussion, and I appreciate your taking time to meet with me. I believe that investment banking is a job for which I am well qualied, and I am particularly excited about the opportunity to work at your rm. My references have been contacted and are ready to hear from you. I look forward to speaking with you in the future. Sincerely,
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Vikram T. Bisla 114 Glen Ridge Road Riverside, NY 32011 581-555-9088 vbisla@mailcom.net
SA M P L E N E T WO R K I N G L E T T E R
NIKOLAS STAVROS 27 Sparrow Street Philadelphia, PA 67094 523-555-1200
June 19, 2006 Heather Hadley Vice President of Marketing Westbrook Communications, Inc. 54 North Shore Boulevard Philadelphia, PA 67090 Dear Ms. Hadley:
We met at the Highsmith College Career Fair last March and discussed my interest in marketing. I am seeking an entry-level marketing job, preferably in the eld of communications or technology. I wonder if you might be willing to speak with me at greater length about the eld in general and about your rm in particular. Hearing about your experience in marketing and your detailed knowledge of the industry would be very helpful to me during my search. I have enclosed a resume for your consideration. I will contact your ofce about the possibility of setting up a meeting. Or, feel free to contact me at 532-555-1200 or nikolas.stavros@link2.net. Many thanks for your time and help. Sincerely,
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Nikolas Stavros
SA M P L E N E T WO R K I N G T H A N K- YO U L E T T E R
February 27, 2006 Rajat Hashim Account Manager J&T Advertising, Inc. 616 Snowcrest Court Lansing, MI 87114 Dear Mr. Hashim,
Thank you again for taking the time to speak with me this morning. The information you provided about the advertising industry was very helpful, and I am sure that I will utilize your advice as I continue my job search. As we discussed, I am enclosing a resume for your review. If you think my skills and experiences make me a good candidate for a position at J&T Advertising, please let me know. Enjoy your vacation in Colorado. I will let you know how my job search is going from time to time. Warmest Regards,
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Maria Vasquez PO Box 11606 Lansing, MI 87114 788-555-1241 vazquez@ibiz.com
SA M P L E L E T T E R R E Q U E S T I N G R E C O N S I D E R AT I O N F O R A N OT H E R J O B
January 16, 2006 Anthony Vitelli Recruiting Administrator Paragon Media, Inc. 55 Via del Mar, Suite 3000 Los Angeles, CA 91211 Dear Mr. Vitelli:
Thank you again for meeting with me to discuss the position of production assistant at Paragon Media, Inc. Although I was disappointed to learn the position has been lled, I still believe I have the talents and qualications necessary to succeed at Paragon Media. As we discussed, I have a number of qualications that would make me an asset to your rm, including: A degree in communications from Western California University, where I specialized in lm and television production and produced a documentary about breast cancer in low-income communities. Experience in lm editing and production, gained during my two-year tenure as an intern at Big Cat Productions. Excellent leadership, organizational, and interpersonal skills, developed during four years of experience as a producer for KWCU, the Western California University radio station. Your companys recent interest in webcasting is particularly exciting to me. I hope that you will consider me for future positions as they become available. I have enclosed another copy of my resume for your les. Please feel free to contact me to arrange another interview. Thank you again for your consideration. Sincerely, Erin OConnor 7 Perry Drive Los Angeles, CA 91230 982-555-3911 eoconnor@spellnet.org
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SA M P L E L E T T E R A N N O U N C I N G A N E W J O B
Annabel J. Darden Strathmore & Beckett 255 West Delancy Avenue San Diego, CA 94820 914-555-1000 June 12, 2006 Dear Friends,
I wanted to let you all know that I have accepted a paralegal position at the law rm of Strathmore & Beckett, based in San Diego. Strathmore & Beckett is an entertainment law rm where I will be working with a wide variety of clients from the publishing, broadcasting, and music industries. I have received a warm welcome from the S&B team, and I am very much looking forward to the challenges and opportunities that this job will provide.
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Many thanks for all of the support and guidance that you gave me during my job search. Without the invaluable help of my friends and acquaintances, I might not have found a job so well suited to my strengths and interests. My new e-mail address is adarden@strathbeck.com, and I can be reached by phone at 914-5551000, extension 388. I hope this letter nds you well, and I look forward to hearing from you soon. Best Wishes,
Annabel
sample package 1
Robert DiNapoli: Cover Letter, Resume, and Thank-You Letter
SA M P L E C OV E R L E T T E R ROBERT DiNAPOLI
78 Glen Rd., Kent, KY 52039 E-mail: dinapoli@netlink.com Phone: 413-555-7890
April 13, 2006 Ms. Isabel Plum Human Resources Manager Bloomingtons Department Store 1000 Mockingbird Avenue Louisville, KY 53092 Dear Ms. Plum:
I am answering your ad in the The Courier Journal for the assistant buyer position in the Mens Department of Bloomingtons Department Store. I am a recent graduate of Westbrook Academy, where I majored in merchandising and design with a minor in French. My work experience has been in a variety of menswear boutiques; I have had both customer service and assistant buying responsibilities. Currently, Im managing a staff of 11 sales associates. However, I have made the career decision to nd a position that will help me attain my goal of becoming a menswear buyer. Due to my academic and work experience, I feel that I am uniquely qualied for the assistant buyer position. I will be contacting you within the next several days to arrange an appointment. Thank you in advance for your consideration. Sincerely,
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Robert DiNapoli
SA M P L E R E S U M E ROBERT DiNAPOLI
78 Glen Rd., Kent, KY 52039 E-mail: dinapoli@netlink.com EDUCATION Westbrook Academy of Design, Louisville, KY Associates Degree in Merchandising and Design Honors: Deans List, C. Hartley Design Award EXPERIENCE Phone: 413-555-7890
Franklin Beane Clotherie, Louisville, KY 2005 to present Assistant Manager Responsible for inventory and sales tracking management. Supervised 11 sales associates. Planned and implemented an automated inventory tracking system, improving store sell-through over the last two quarters. Created the successful Super Tuesday promotion, resulting in a 30% increase in Tuesday sales in the last quarter. R&M Murphy, Hadleyville, KY 20022004 Salesperson Responsible for managing the retail operations of the Mens Department, including supervising and scheduling staff, tallying receipts, providing customer service, and serving as a liaison between buying ofce and the sales oor. Developed a VIP customer tracking and notication system, which increased customer purchases 25% during special sale periods. Received Employee of the Month award four times. Peterson Clothing, Inc., Louisville, KY 2001 Intern Responsible for analyzing buying trends and maintaining a database of retail markets for stores in Kentucky and Ohio. Developed a database of retail markets using Microsoft Access and other computer programs. Researched retail sales, pricing, and buying trends in Kentucky and Ohio; generated monthly reports, providing retail information to four ofces. COMMUNITY SERVICE AND ACTIVITIES Westbrook Committee on Student Affairs, Vice President Big Brothers/Big Sisters Program, Volunteer Louisville Mens Soccer League LANGUAGES Fluent in French REFERENCES AVAILABLE UPON REQUEST
M A
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SA M P L E T H A N K- YO U L E T T E R ROBERT DiNAPOLI
78 Glen Rd., Kent, KY 52039 E-mail: dinapoli@netlink.com Phone: 413-555-7890
April 25, 2006 Ms. Isabel Plum Human Resources Manager Bloomingtons Department Store 1000 Mockingbird Avenue Louisville, KY 53092 Dear Ms. Plum:
Thank you for taking the time to meet with me yesterday. I am condent that my research experience in sales, pricing, and buying trends makes me a good match for the assistant buyer position at Bloomingtons Department Store. As we discussed, I will call you to follow up if I do not hear from you within the next week. I look forward to speaking with you soon. Sincerely,
M A
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Robert DiNapoli
sample package 2
Ramona Lewis: Cover Letter, Resume, Thank-You Letter, and Reconsideration Letter
SA M P L E C OV E R L E T T E R Ramona Lewis
555 Cinquento Way, New York, NY 51933 212-555-6322 ramona@ve.com
April 14, 2006 Ms. Julia Johnson Human Resources Recruiter Worldwide Media 777 Universe Drive New York, NY 55555 Dear Ms. Johnson:
Jim Allen, your former colleague at Worldwide Media and a current editor at Leroux Publishing, suggested that I write to you. I worked for Jim last summer as a marketing assistant. His rm is not currently hiring, but he believed I might be a good candidate for a marketing position at Worldwide Media.
M A
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I am an excellent researcher, with additional experience in analyzing market data, planning special events, and managing staff. I have also gained valuable leadership experiences as group leader for my college chapter of Amnesty International and as coordinator of the Willard Community Players. In addition, I have some international experience: I spent a semester studying and working in Ireland. Through my research, I know that your rm publishes the best-rated magazine for European travel, and I look forward to hearing more about your company. Ive enclosed a copy of my resume and will contact you within the next several days to set up an appointment. Sincerely,
Ramona Lewis
SA M P L E R E S U M E Ramona Lewis
EDUCATION Willard University, St. Louis, MO Bachelor of Arts, Business; GPA: 3.81 University College Dublin, Dublin, Ireland Spring, 2005; Coursework in nance and marketing. EXPERIENCE Leroux Publishing, St. Louis, MO MayAug. 2005 Marketing Assistant Responsible for competitive and consumer market research for the Midwest region. Generated critical weekly reports on the demographics, purchasing, and education patterns of the 1825-year-old market segment. Created and maintained database of consumer and competitor information for ve departments, improving efciency of marketing department. Willard Business Library, St. Louis, MO Jan. 2002Dec. 2004 Library Assistant Responsible for circulation desk management along with computerized book rental and inventory system. Managed circulation desk. Operated computerized book rental and inventory system. Video Bonanza, Branson, MO Sept. 2000Aug. 2001 Sales Clerk Responsible for customer service, cash register operation, and Saturday store opening procedure. Managed courtesy desk, handling an average of 45 customer transactions per day; resolved customer complaints. Prepared Saturday bank deposits and reconciled receipts with 100% accuracy. COMMUNITY LEADERSHIP Amnesty International Jan. 2004Jan. 2005 Group Leader Responsible for organizing events to raise campus and community awareness of local and international human rights issues. Led weekly meetings and membership drives, leading to a 25% increase in membership. Developed Speakers Bureau and invited human rights advocates and government ofcials to discuss their views on campus, resulting in coverage on two major television networks. Willard Community Players Jan. 2003June 2005 Coordinator Head of a theater group that performs plays and musicals to raise money for nonprot organizations. Planned fundraiser that resulted in a 50% increase in ticket sales. Performed in Whats for Dinner? and Grease. SKILLS Microsoft Ofce, WordPerfect, Power Point, HTML
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SA M P L E T H A N K- YO U L E T T E R Ramona Lewis
Thank you for taking the time to meet with me yesterday. I enjoyed the opportunity to learn about the job of marketing coordinator. I am very enthusiastic about the position at Worldwide Media, and I am particularly excited about the prospect of studying the viability of a new travel magazine focusing on Ireland. I believe that my experiences living in Dublin and traveling throughout Ireland give me a unique perspective on the attractiveness of the country as a destination for college students. Please do not hesitate to contact me by phone or e-mail if you need anything further. I will contact you next week to discuss the next steps. Sincerely,
M A
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Ramona Lewis
SA M P L E L E T T E R R E Q U E S T I N G C O N S I D E R AT I O N F O R FUTURE JOBS Ramona Lewis

Thank you for taking the time to meet with me on Monday. Although I was disappointed to hear that I was declined for the position of marketing coordinator, I very much enjoyed having the opportunity to learn about the position and your company. My interest in the eld of marketing and in your company remains, and I hope that you will consider me in the future as positions become available. I would appreciate the opportunity to come in for another interview at your convenience and can be reached at the same number and address. Thank you for your time and consideration. Sincerely,
M A
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Ramona Lewis
Sample Case Interviews

Estimation Cases Business Cases
P R AC T I C E C A S E 1 : E S T I M AT I O N C A S E
P R O B L E M : How many pieces of luggage do you think are unloaded at LaGuardia Airport each day? In this type of case, your job is to work through a series of estimations to produce a numerical answer to the question. As the interview proceeds on, you will need to interact with your interviewer, obtain information, and check your thinking. Explain your logic at each stage of the problem, and ask your interviewer whether your assumptions are correct. In all likelihood, your interviewer wont provide you with the hard numbers you need for intermediate steps; instead, the case asks you to make a few assumptions and devise them yourself.
252
As you work through the problem, think carefully about what assumptions you are making and the ways in which they could be wrong. It doesnt matter if your answer is right, as long as you have thought about it logically and recognized the parts of your solution that you could change to generate the correct answer. The interview could sound something like this: Interviewer: Why dont you tell me how many pieces of luggage you think are unloaded at LaGuardia Airport each day. Candidate: Okay, let me ask a few clarifying questions rst. When you say, unloaded, do you mean baggage that is just handled or that people actually pick up? I: That people pick up at the baggage claim. C: Okay. Well, I think we should figure out how many people fly in to LaGuardia each day, and how many bags they carry. A good starting point is probably to determine out how many ights arrive. Now, LaGuardia is mostly a domestic airport, right? I: Right. C: Lets assume, then, that there are two kinds of airlines that use the airport. Major carriers that use the airport as a hub will have more ights arriving than those that do not. I: Sounds fair. So how many major carriers do you think use LaGuardia? C: Well, lets see. Theres Delta, American, United, USAir . . . why dont we say four major carriers, and ten smaller airlines. Figure that the larger carriers have ten ights arriving per hour, between the hours of 8 A.M. and midnight. Does that sound correct? I: I think 8 A.M. may be a little early for ights to arrive . . . that means they would have to leave at around 6 A.M., and there arent too many of those. C: Okay, lets say 9 A.M. to midnight. That gives us 150 ights per major carrier per day, times 4 major carriers, which gives us 600 arriving ights per day . . . . . . and so on. The basic strategy, though, is the same for the whole problem. Ultimately, you need three facts:
appendix g
253
(1) the number of ights per day (2) the number of passengers per ight (3) the number of bags per passenger Once you have the number of ights, there are several factors to consider when computing the number of passengers per ight:
Percentage of passengers, by carrier type, for whom New York is the nal destination (i.e. passengers who would pick up their luggage at LaGuardia) Average capacity per ight Average percentage of seats sold per ight
Taking into account both major and minor carriers, you would arrive at an estimate of the number of passengers deplaning at LaGuardia. The nal step is to compute the number of bags per passenger:
Here it might be useful to distinguish between passengers traveling for business and for pleasure, because business passengers tend to check fewer bags Once you have the approximate number of business and personal travelers for each type of carrier, estimate the number of bags you think each type of passenger carries Then use your number to calculate the total number of bags passing through LaGuardia each day, based on your earlier estimates and assumptions
The key to estimation cases is in recognizing that each piece of the puzzle must be divided into its parts, and that each part must be analyzed separately. The conclusion of the estimate interview is supposed to be a number, so keep that in mind as you are driving toward the answer, and be sure to take good notes so that you can add it all up in the end.
254
P R AC T I C E C A S E 2 : B U S I N E S S C A S E
P R O B L E M : Imagine that you are a consultant, hired by Carnegie Hall, a large concert hall in New York City. For the past several years, its prots have been declining, and management wants you to determine out how to reverse this trend and restore protability. Business cases tend to be more structured than estimation cases. The interview will be an interactive conversation in which your interviewer will answer your queries, ask you some questions, and provide guidance as you solve the problem. Most case interviews proceed similarly. Your interviewer rst sets up the problem. Sometimes, the interviewer will introduce the problem specically and narrowly, so that your task is clear. Other times, the case will be more open ended, and it will be up to you to introduce greater structure. From there, you should follow four basic steps: clarify, structure, analyze, and conclude. Lets look at each step in detail. Step 1: Clarify the problem. Take a few minutes at rst to ask some clarifying questions or restate the problem in your own words to make sure that you understand it well. When you are clear about what you are being asked to do, move on. Step 2: Structure the problem. Perhaps the most important step is structuring the problem. Think about what the major components of the analysis should be. For instance, if the question asks about profitability, the major components would be revenues and costs. Alternatively, think about the series of questions that you have to answer in order to make a recommendation. For example, if the case is about entering a new market, some of the questions that you would have to answer to make that decision include what the companys capabilities are, how lucrative the market is, and what the competitive landscape is like. In any event, the idea is to organize your thoughtsthen you can dive in and analyze each major category. Step 3: Analyze the problem. As you conduct your analysis, keep in mind whether the information you are receiving and the conclusions that you are drawing really answer the question. Try to think
appendix g
255
about what information you will need and ask your interviewer questions to get that information. If you are trying to increase protability and have found out that to do so, you must increase the quantity of goods sold, brainstorm ways that you can do this, and run your ideas by your interviewer. Step 4: State your conclusion. Finally, at the end of the interview, take a minute to summarize the analysis you have conducted and the conclusions that you have drawn. The following steps describe one possible answer to this case. There are many possible answers! The important thing is to keep a logical structure in your head as you go through the case. Keep your thoughts in order, and think carefully about what information you need, or what questions you should be asking next. Lets run through each step of the analysis: 1. Because this is a protability question, break the issue down into two parts: revenues and costs (Prot = Revenue Cost). You might decide to start with revenues, so ask your interviewer whether they have been declining. The interviewer says yes. 2. There are many possible sources of revenues for Carnegie Hall, such as advertising, donations, and ticket sales, so list a number of possibilities and run them by the interviewer. She says that most have remained steady for the past six months, except for ticket sales, which have declined. 3. Knowing that ticket sales are declining, you determine that there can be two causes for this decline. Carnegie Hall is either failing to attract audiences or it has been lowering its price. You might rst consider audiences, so ask the interviewer if box ofce sales have been declining. It turns out that they are. 4. Next, you might push this a little, and try to gure out which people are no longer coming to Carnegie Hall. You might ask about age groups, and be told that there has been a decline across the board. You might then ask about what kind of music people have been coming to hear. The interviewer
256
5.
6.
7.
8.
tells you that classical music makes up the bulk of Carnegie Hall sales. Suppose you assume that younger audiences favor rock music and that older audiences favor classical. The interviewer agrees. So, one reason why younger people are no longer coming could be the lack of rock music. But that still doesnt explain why older people arent turning out. So ask about the competition . . . specifically, what mix of shows Carnegie Halls competitors are showing. Radio City Music Hall, the closest competitor, shows many more rock shows than Carnegie Hallexplaining, you might surmise, the decline in Carnegie Halls market share among youth. Radio City shows a lower percentage of classical shows, but the same number of shows overall. So why are audiences going there? Thinking that there is another factor at play here, you might shift to talking about price, and you may nd out from your interviewer that Carnegie Hall charges 30% more for tickets than Radio City. No wonder the classical audiences go there same number of shows, but they cost less. How can this be? Staying with price, next ask about the ticket prices for rock shows. Here, Radio City is able to charge a 50% premium because younger audiences are willing to pay more to see their favorite stars. This means, you surmise, that Carnegie Hall can afford to charge less for its classical shows. Summing up, it looks like there are several options for Carnegie Hall to increase its revenues, and therefore (assuming costs stay constant) its prots: It can introdu ce rock shows and use the ticket premiums to subsidize classical music, or It can increase the frequency of shows at a lower price, or It can engage in a marketing campaign to promote classical music and draw younger audiences willing to pay their prices.
This practice case is somewhat simplied, but it addresses most of the
appendix g
257
major issues. In reality, costs would be a factor, especially in the second recommendation, and a good interviewer would likely want you to address that. But this should serve as a basic model of the thought process that goes into cases. The following additional examples will provide you with some extra practice.
P R AC T I C E M A K E S P E R F E C T
Here are some examples of both estimation questions and full cases. It is best to work on these with friends, though it will also be helpful to just think about them yourself, and try to sketch out an issue tree, describing how you would break down and analyze each case.
Estimation Questions Estimate the number of McDonalds restaurants in the world. What is the total amount of money lost by the Postal Service because of e-mail? What is the approximate size of the U.S. market for compact discs?
Business Case Questions The Chicago Cubs are interested in building a new baseball stadium and are trying to decide if they should do it. Things to consider in the decision include the demand and supply for baseball tickets (in a two-team market), the capital investment in the stadium and expected return (in all likelihood, you would only deal with these concepts if you know something about nance), and the strategic rationale for a new stadium. A major U.S. pharmaceutical company is trying to decide whether to open an overseas branch, and contracts you to perform some feasibility analysis for them.
I OF E X H I
N B
D I
E T
X S
Sample Resumes, Cover Letters, and Interview Tips
EXHIBIT # CAPTION
PAGE #
11 12 13 21 22 23 24 25 26 31 32 33
Career-Related Websites Where You Can Post Your Resume Online Sample Letter Requesting an Informational Interview Sample Informational Interview Questions and Answers How to Describe Work Experience in Terms of Skills Rather than Tasks Sample Resume Emphasizing P-A-R: Problems Solved, Actions Taken, and Results (Accomplishments) Action Verbs to Enhance Your Resume Guidelines for Writing a Great Cover Letter Sample Cover LetterBrief Sample Cover LetterDetailed List of Internet Search Engines for Researching Companies Questions to Ask Yourself about What You Want from a Job Ten Requirements for the Ideal Job
9 17 2223 31 3435 42 4445 47 48 5152 5859 60
260
34 41 42 43 44 45 51 52 53 54 55 61 62 63 71 72 73 81 82
Questions to Ask Yourself about Your Work Habits and Preferences Ten Success Factors Most Employers Look for in Job Candidates How to Link Typical Interview Questions with Success Factors Non-Verbal Cues to Be Aware of during an Interview Sample Thank-You Note Preparation Checklist: Things to Do the Day before an Interview Questions to Ask during an Informational Interview Frequently Asked Interview QuestionsBe Prepared! Questions You Should Ask about the Company Good Questions to Ask about the Job Itself What to Say during Each Stage of an Interview Suggestions for How to Handle Panel Interviews Suggestions for How to Handle Case Interviews How to Make the Most of Your Recruiting Firm Typical Tough Questions to Think about before Your Interview Commonly Asked Interview Questions Sample Letter to Apply for Another Job with a Firm You've Interviewed With Factors to Consider before Accepting a Job Offer Sample Letter Announcing Your New Job 6364 69 8283 8485 99 100 106107 113 118 122 129 142143 147 149150 174175 189190 192 203 21
E I
E I
Symbols/Numbers
10 requirements for the ideal job, 60 10 success factors, 109110, 216 25 interview mistakes, 169173
B
beeper messages, 160 Better Business Bureau, 54 brainstorming, 5657 business case, 254257
A C
accomplishments, 182, 216 converting success factors into success stories, 68 objectivity of, 63 action verbs, 4042 announcing your new job, 209, 211213 avocations, 62 campus career center, 54 campus interviews on-campus recruiting, 144145 campus interviews, 143145 career centers, 56 careers 10 requirements for the ideal job, 60 choosing the right job, 6465 evaluating the company, 96 case interviews, 145147, 251257 format for, 146 case study questions, 186188
262
cell phones, 172 Chamber of Commerce, 54 common interview questions, 188190 communication skills, 7374 contingency rms, 148150 conveying information in interviews, 112117 cover letters, 4346, 246 sample cover letter, 47, 192, 233, 242 creating opportunities to present your credentials, 164
F
ller words, 172 ve stages of interviews, 129 following up, 94, 98, 217, 218 fonts, 41 formats, P-A-R format, 33, 3639, 46, 216
G
good-bye lines, 126128 GPA (Grade Point Average), 25 group interviews, 134136
D
decision making, success factors, 7778 describing yourself, 113114 diplomacy, 157158 dressing for interviews, 9193 handling pressure, success factors, 79 helpful hints and tricks, 147 heroes, description of, 185186 hobbies, 62
E
electronic resume formats, 78 employment, choosing the right job, 6465 Equal Employment Opportunity Commission (EEOC), 169 estimation case, 251253
honesty, 81, 89, 111, 205, 208
I
illegal questions, 168169 informational interviews, 103108 initiative, success factors, 72 innovation, success factors, 75 inside sources, 51 internal interviews, 151159 and diplomacy, 157158
index
patterns of, 152 stage one interviews, 152154 stage two interviews, 154157 Internet, 79 career-related websites, 9 Equal Employment Opportunity Commission (EEOC), 169 job search sites, 225226 news websites, 53 newspaper sites, 53 online resources, 225226 and research, 5152 resource sites, 225226 interview strategies advertisements for yourself, 2526 answering questions, 2123 mentoring, 2627 networking, 1114 P-A-R format, 33, 3639, 46, 216 primary objectives of networking, 18 protocols for, 2426 recognizing the X factor, 1011 and sample dialogues, 2223 target lists, 1213 interviews 25 interview mistakes, 169173 business case, 254257 campus interviews, 143145 case interviews, 145147, 251257 case study questions, 186188 changes in tone of the interview, 168
263
changing the course of an interview, 162169 common interview questions, 189190 contingency rms, 148150 and conveying information, 112117 creating opportunities to present your credentials, 164 dealing with rejection, 158159 describing yourself, 113114 dressing for, 9193 estimation case, 251253 evaluating the company, 96 feeling rushed, 167 ve stages of, 129 following up, 94, 98 good storytellers versus bad, 8990 good-bye lines, 126128 group interviews, 134136 helpful hints and tricks, 147 illegal questions, 168169 informational interviews, 103108 internal interviews, 151159 and listening, 8889, 124 and nonverbal cues, 8385 off-site interviews, 132134 panel interviews, 137143 preperation for, 100 presenting yourself and, 83 print resources, 221223 and proof of claim, 89, 111 questions to ask about the job, 94, 119122
264
job search sites, 225226 jobs 10 requirements for the ideal job, 60 choosing the right job, 6465 evaluating the company, 96
and recruiters, 148151 recruiting caveats, 150151 replaying the interview, 95 sample dialogues, 16 sample questions, 118 saying good-bye, 9495 second interviews, 191, 193 strategies for, 928 success stories, 112, 115117, 120124 and talking, 8889 ten success factors, 109110 thank-you notes, 9698 tough questions, 173186 traditional interviews, 108109 tying interviewers questions to success stories, 8283 and verbal cues, 8586
K
keywords, 8
L
leadership and team playing, 76 listening, 8889 sample questions, 125126
J
job offers announcing your new job, 209, 211213 and honesty, 205206, 208 knowing what you want, 204206 and negotiating tips, 201, 206209 and personal expenses, 199 print resources, 221223 sample announcement, 210 saying no, 211212 saying yes to, 202205 starting when you want to start, 208209 taking a job you dont want, 212213
M
mentoring, 2627
N
negotiation, 201, 206209 networking, 1114, 1720, 27, 5558, 211, 219 advice for the shy, 1314 primary objectives of, 1718 sample dialogue, 1820 sample letters, 17 news websites, 53 newspaper advertisements, 45 newspaper websites, 53
index
nitty-gritty of resume writing, 3233 nonverbal cues, 8385 proof of claim, 89, 111 proofreading, 3940
265
protocols, for interview strategies, 2426 punctuality, 46
O
off-site interviews, 132134 on-campus recruiting, 144145 online career-related websites, Equal Employment Opportunity Commission (EEOC), 169 job search sites, 225226 news websites, 53 newspaper sites, 53 online resources, 225226 and research, 5152 resource sites, 225226 online resources, 225226 recruiters, 148151 reconsideration letters, 249 recruiting caveats, 150151 recruiting rms, 67 references, 4243, 172 rehearsing your stories, 8081 rejection, dealing with, 158159 replaying the interview, 95 research 10 requirements for the ideal job, 60 Better Business Bureau, 54 brainstorming, 5657
P
P-A-R format, 33, 3639, 46, 216 benets of, 37 putting your resume into, 3739 pagers, 172 panel interviews, 137143 strategies for, 138143 personal calls, 160 personal expenses, 199 pressure, success factors, 79 print resources, 221223 problem solving, success factors, 74 project management, success factors, 76
campus career center, 54 case study for, 5455 Chamber of Commerce, 54 choosing the right job, 6465 evaluating the company, 96 ne-tuning work needs, 6364 inside sources, 51 networking, 5558 sources of information, 5051 trade sources, 51 websites for, 5152 resource sites, 225226 resume paper, 41 resumes, 2942 accomplishments on the job, 3032
266
converting into success stories, 6980 decision making, 7778 and handling pressure, 7980 honesty, 81 and initiative, 7273 innovation, 7576 leadership and team playing, 7677 and making opportunities, 6970
action verbs, 4042 cover letters, 4346 nitty-gritty of resume writing, 3233 P-A-R format, 33, 3639, 46, 216 references and, 4243 sample resumes, 3435, 228230, 243, 247
S
salary benchmarking, 201 sample announcement, 210 sample cover letter, 4748, 192, 232233, 242, 246 sample dialogues, 16, 2223 sample letters, 17 sample questions, 2122, 114116 sample reconsideration letters, 249 sample resumes, 3435, 228230, 243, 247 sample thank-you letters, 99, 234235, 244, 248 second interviews, 191, 193 situational questions, 186188 slang, 172 stage one interviews, 152154 stage two interviews, 154157 storytellers, good versus bad, 90 strategic thinking, success factors, 7879 success factors accomplishments/getting results, 7172 and communication skills, 7374
problem solving, 74 project management, 76 rehearsing your stories, 8081 strategic thinking, 7879 success stories, 111, 116117, 120126, 154 describing yourself, 113114 relating stories to the job, 122123 relating to a jobs goals, 122124 tough questions, 17374 tying interviewers questions to, 8283
T
talking, 8889 target lists, 1214 templates, 8 ten requirements for the ideal job, 60 Ten success factors, 109110, 216 thank-you letters, 244, 248 thank-you notes, 24, 9698, 134, 171 Top 25 interview mistakes, 169173
index
tough questions, 173186 trade sources, 51 traditional interviews, 108109 travel experiences, 62 troubleshooting, 161195, 218 25 interview mistakes, 169173 case study questions, 186188 changes in tone of the interview, 168 changing the course of an interview, 162169 common interview questions, 189190 creating opportunities to present your credentials, 164 feeling rushed, 167 illegal questions, 168169 second interviews, 191, 193 tough questions, 173186 websites verbal cues, 8586
267
Equal Employment Opportunity Commission (EEOC), 169 job search sites, 225226 news websites, 53 newspaper sites, 53 online resources, 225226 and research, 5152 resource sites, 225226 websites, career-related, 9 work needs, ne-tuning of, 6364 work schedule limitations, 169

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JOB INTERVIEWS

that get you hired

getting star ted

getting star ted

getting star ted

getting star ted

getting star ted

getting star ted

getting star ted

Exhibit 12. Sample Letter Requesting an I n fo r m a t i o n a l I n t e r v i ew

Making the Call

getting star ted

Next, narrow your questions down:

Answering Questions during an Informational Interview

getting star ted

getting star ted

What You Can Learn during an Informational Interview

getting star ted

getting star ted

AN INTERVIEW SHOULD BE A C O N V E R SAT I O N , N OT A M O N O L O G U E .

Taking kids to camp or lessons; planning daily activities

Scheduling, time management

Coming up with daily activities: games, art projects, etc.

Creativity, problem solving, persuasion

Managing daily chores, household management

Organization, management, project management

Paralegal, administrator, human resources

Native Spanish speaker, procient in French REFERENCES AVAILABLE UPON REQUEST

Exhibit 24. G u i d e l i n e s fo r Wr i t i n g a G re a t C ove r L e t t e r

Exhibit 25. S a m p l e C ove r L e t t e r B r i e f

Exhibit 26. S a m p l e C ove r L e t t e r D e t a i l e d

IN CHAPTER 1, you learned how to build a network and use your

E x h i b i t 3 1 . L i s t of I n t e r n e t S e a rc h E n g i n e s fo r R e s e a rc h i n g C o m p a n i e s Yahoo: recommended for researching broad general topics. www.yahoo.com

LITTLE, LEARNER, & CO.

SNOW & SNOW REALTY

WINNOW, BARTLETT, & SNOOKS

WHAT YOU WANT

Good Health Plan

Promote from Within

CHOOSING THE RIGHT JOB

M a k i n g t h e C o n n e c t i o n b e t we e n S u c c e s s Fa c t o rs and Success Stories

Staying cool under pressure

Questions about the job Questions about the company

AFTER THE INTERVIEW

informational interviews and traditional job interviews

infor mational inter views and tr aditional inter views

infor mational inter views and tr aditional inter views

infor mational inter views and tr aditional inter views

THE TRADITIONAL JOB INTERVIEW

infor mational inter views and tr aditional inter views

infor mational inter views and tr aditional inter views

infor mational inter views and tr aditional inter views

C o n n e c t i n g a n I n t e r v i ewe r s Q u e s t i o n s t o Yo u r Success Stories

infor mational inter views and tr aditional inter views

Handling pressure Taking initiative Team work Problem solving

infor mational inter views and tr aditional inter views

infor mational inter views and tr aditional inter views

Salary Benets Vacations

infor mational inter views and tr aditional inter views