It's all about understanding interview and preparing for it.

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What is
INTERVIEW….?
An interview is a purposefulconversation between two or more people
where questions are asked by the interviewer to elicit facts or statements from the
interviewee.
The interview is the opportunity where you can describe your experiences and skills
and can get an idea of what is happening with the company. During an interview,
an employer’s goal is to gather additional information about you that is not provided
in your resume and cover letter. They will attempt to find out what motivates you,
how well you communicate and if you are a leader or a follower.The interview is a
two-way process.You evaluate the employerwhile he/she evaluates you. Its
purpose is to hire the right personfor the rightjob. There are certain types of
interviews,they are as:
TYPES OF INTERVIEWS
1. Screening Interview
This type of interview is generally conducted by larger companies when there is a
large applicant pooland is typically the first phase of selection. Screening
interviews are used to ensure that the candidates meet minimum requirements
and are oftenconducted by a computeror by an interviewer from the human
resources departmentwho is skilled at determining whether there is anything that
might disqualify you from the position.
Tips:
 Highlight your qualifications and accomplishments using non-technical
language - the HR professionalis not necessarily an expert in your field.
 Answer questions clearly and succinctly - personality is not as important at
this stage of the process.
 If asked about salary expectations,use a range – make sure you’ve done
your homework in this area.
 If conducted by phone, have your resume beside you to refer to for dates
and names.

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2. Telephone Interview
Telephone interviews are often used to screencandidates in orderto narrow the
poolof applicants who will be invited for in-person interviews- and is a good way to
minimize travel expenses!They can be challenging because you aren’t able to rely
on nonverbal communication or bodylanguage. You should prepare for this type
of interview just as you would for a regular interview so, if you are not given any
warning and are not ready for an interview when called, politely request that the
interviewer call back at another mutually convenient time. This will allow you to
refreshyour memoryon the organization and be better prepared.
Tips:
 Have your resume, organization information, points that you want to
highlight, and list of questions you may want to ask in front of you - and
have a short list of your accomplishments prepared to discuss.
 Although you’re not required to dress up, you may find that it’s easier to
get into the ‘interview mindset’and feelmore confidentwhen dressed
professionally.
 Have a pen and paper handy to keep notes or write down any questions
that come up; keep a glass of water beside you.
 Close the door or ensure you are in a quiet setting to eliminate any
potential distractions.
 Speak slowly, enunciate clearly, and vary your voice tone, tempo,and
pitch to keep the interviewers attention.
 Provide short answers that make interchange easier on the phone; do not
interrupt the interviewer.
 Restate the questionif you have not fully heard or understood it.
 Smile – even on the phone it will projecta positive image.
3. Video Conferencing
Video conferencing is typically used to conductinterviews using video technology
from a distance. The same interview strategies you would use if you were meeting
in personapply - clothing, body language, and dialogue are important.

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Tips:
 Depending on the sophisticationof the technology, you may experience
short transmission delays so be sure to take that into account when you
are interacting with the interviewer.
 Make eye contact with the camera, which, to the employer,appears as
direct “eye contact.”
 Check the monitor periodicallyto observe the interviewer’s body language.
4. One-on-One Interview
The most commoninterview format is the one-on-one (or face-to-face).This
interview is traditionally conducted by a direct supervisorand if often the last step
in a series of interviews. The interviewer may or may not be experienced in
conducting interviews and, depending on personality and experience,the interview
may be directive following a clear agenda, or non-directive relying on you to lead
the discussionas you answer open-ended questions.
Tips:
 You will likely be asked a variety of interview questions,so be familiar with
all of the differenttypes of questions so that you can adjust your answers
appropriately.
 It is important to be thoroughly prepared – know the job and know yourself.
5. Panel Interview
A panel interview is conducted by two or more interviewers and is designed to
reduce individual interviewer bias. One memberof the panel may ask all of the
questions or individual panel membermay take turns.
Tips:
 Make eye contact with the personasking the questions,but also to give
every memberon the panel your attention, regardless of if they ask any
questions at all – treat them all with equal importance.
 Be prepared to extend more energy in this setting, as you need to be alert
and responding to more people.

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6. Group Interview
A group interview occurs when several candidates for a position are interviewed
simultaneously. Group interviews offeremployers a sense of your leadership
potential and style, and provide a glimpse of what you may actually be like as an
employee and how you would fit into the team. Candidates may also be asked to
solve a problem together which allows interviewers to assess candidate’s skills in
action (e.g. teamwork).
Tips:
 Be aware of the dynamics established by the interviewer; try to discover
the “rules of the game”.
 Regardless ofhow you may feelabout any memberof the group, treat
everyone with respect,and avoid power struggles which make you appear
uncooperative.
 Give everyone a chance to speak and not monopolize the conversation.
 Be aware that all interactions are being observed;don’t let down your
guard or lose your perspective.
7. General Group Interview/Information Session
This approach is intended to save time and ensure applicants understand the
basics of the job and organization by providing large amounts of information. This
process is usually followed by an individual interview.
Tip:
 To stand out in a group setting, a well-timed and intelligent question may
help the employerrememberyou positively.
8. Sequential/Serial Interview
A sequential interview is conducted by two or more interviewers, separately or in
sequence. The candidate either moves from one location to another or stays in
one room and while differentinterviewers join them. Sequential interviews involve
a number of ‘first impression’opportunities so be aware of how you present
yourself each time. At the end of the process,the interviewers meet to evaluate
each applicant and make their decision.

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Tip:
 If you have difficulties remembering what you have already said to one
person– don’t be afraid to ask!
Interview Formats
1. Behavioral Interview
The Interviewer will ask for specific examples from your past experiences to
determine if you can provide evidence of your skills in a certain area – the best
predictorof future behavior is past behavior. Although the interviewer is having
you recount stories from your past, they are really trying to imagine how you would
handle similar situations in the future.
When deciding what examples from your past to use, considerthe following:
 The more recent the behavior, the betterits predictive power.
 The more long-lasting the behavior, the better its predictive power.
 Prepare yourself for the probable skill areas the employerwill be interested
in and will, therefore, likely be asked about in the interview. Determine this
by reviewing the job description.
2. Situational Interview
This format is highly structured in that hypothetical situations are described and
applicants are asked to explain what they would do in these
situations. Interviewers may use a scoring guide consisting of sample answers to
evaluate and score each applicant’s answers.
3. Structured Interview
This format combines the situational interview with a variety of other types of
interview questions. Typically, each candidate is asked the same set of questions
and their answers are compared to a scoring guide and rated. The goal of this
approach is to reduce interviewer bias and to help make an objective decision
about the best candidate.

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4. Unstructured Interview
Questions here are based on the individual’s application documents such as their
résumé and so differentvariants of a question will be asked to each applicant.
Without structured guidelines,the conversation can be free-flowing,thus making
this method of interviewing the most prone to bias, but allowing the interviewer to
get a more natural and perhaps more realistic sense of who you are. Although
this type of interview may seem more casual, and may even occur over lunch or
dinner, you must still be well-prepared and maintain a professionaldemeanor. Be
careful not to provide information you would not have communicated if the
interview was more structured.
5. Semi-Structured Interview
This format is a blend of structured and unstructured, where the interviewer will
ask a small list of similar questions to all candidates along with some questions
pertaining to your resume.
6. Case Interview
The case interview format is popular among consulting firms. It gives the
interviewer a good idea of you ability to solve problems ‘on the spot’ – an
important skill for any consultant. This interview format is also designed to assess
logical thought processes,quantitative skills, business knowledge,general
knowledge, creativity, and communication skills.
Testing/Assessment
It is commonfor employers to use standardized tests or work simulation exercises
to assess a candidate that is fit to the position or to test work-related
competencies. Testing is usually done after an initial screening process and can
be a very costly process forthe employer.
OBJECTIVES OF THE INTERVIEW
The following are the objectives of interview for a job applicant.
1. To match the applicant and the job by judging qualifications and
areas that other method cannot determine.
2. To give the candidates essential facts about the job and the
company-to help the candidate decide whether to accept the job or
not. It is sort of orientation interview.

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3. To establish rapport between the company and the applicant who
accept the job.
4. To establish public relation and image of the company by selling
right impression to the candidate whether he joins the company or
not.
INTERVIEW EVALUATION
In the determination of the mental, physical, psychological, makeup
and personality of the applicant, following behavioral analysis is
necessary.
Favorable attitude Unfavorable attitude
I. Physical behavior
1.Early or timely arrival Reaching late
2.Smiling and confident Lack of warmth
3.Clear, pleasant and
determine tone of voice
Vague, diffident, offensive, or
weak tone of voice,
stammering
4.Vigilant, responsive, smart Lack of concentration, dull,
weak
5.Strang and determined
attitude
Lack of determination
6.Relaxed and easy attitude Tense and nervous
II. Verbal behavior
1.Concentrating on the main
point or topic
Deviating or quibbling from the
main point

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2.Sharply and clearly
expressive
Over generalizing the subject
3.Well planned and organized
presentation of ideas, opinions
and answers
Lack of organization in the
presentation
4.Proper use of humor Lack or improper use of humor
5.Spontaneous, self-originated
replies
Inability to respond
spontaneously, and long pauses
before replying
6.To the point and relevant
answers
Of the point and irrelevant
answers
7.Having good opinions of
others
Criticism and censure of others
8.Frank, sincere, respectful Arguing, evasive, sophistical,
elusive equivocating
9. Eye contacting, confident Looking sideways, casting
eyes down wards
No one can usually possess all the qualities the
firm wants. One might not have all the work
experience, but might compensate for this
weakness with an abundance of drive and
personality. You must select the right man for the
right job. The candidate selected should neither
be over qualified nor under qualified. Mismatched
candidate will not remain on the job very long-
either he will quit, or company will firm him.

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General Interview Stages
 Introduction
The common exchange of names, small talk, and casual questions while
you are being escorted to the place of the interview. This is your first
chance to make an impression. Topics may include weather, traffic,
hobbies, etc. (designed to make you more at ease/relaxed).
 Broad Questions and Answers
The interviewer will begin to ask you questions about yourself, your
education, your past work experience, other items on your resume, your
interests and goals. You may be asked questions about the organization
and the job position.
Questions may include:
“Tell me about yourself”
“Why did you choose you’re major?”
“What are some of your extracurricular interests?”
 Position Related Questions
The interviewer concentrates more on the details of the job and the
company and how you might fit in. You will be able to discuss how your
experiences and qualifications fit the requirements of the job.
Questions may include:
“Why are you interested in working for this company?”
“Why are you interested in this position?”
“What types of contributions do you see yourself making to this
company?”
“How has your experience and education prepared you for this position?”
You should ask pointed questions about the job and company based on
your previous research. In addition to skills and qualifications, the
interviewer will be looking for signs of your work ethic and your values.

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 Conclusion
The interviewer will summarize what has been said and clarify any
questions you may have. This is when you need to reiterate your interest
in this company and position and stress again how you are uniquely
qualified for the job.
The interviewer should explain the next steps in the recruiting process
and how and when the next contact with you will be made. If the
interviewer doesn’t do this, ask them for the information before you
leave. Ask for a business card so you can send a thank you note with the
correct information.
Refrain from discussing salary or benefits unless the interviewer initiates
it. This will be discussed when you are definitely being considered for the
job, or when a job offer is made to you.
GUDELINES FOR INTERVIEWER
 HOW TO BE AN EFFECTIVE INTERVIEWER
 Let the candidate speak most of the time. If you speak more, you
would be interviewing yourself rather than the applicant.
 Determine the nature, type, and psychology of the candidate and
deal with him accordingly. It will help you elicit more and useful
information from him.
 You should accept at the face value what the applicant says
without expressing disapproval, astonishment, or any other
emotions.
 Concentrate your attention on the interview. Remove all
distractions. Show him that you’re listening to him carefully and
with interest.

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 Communicate in the language of the applicant. It will facilitate his
understanding.
 Avoid arguing with the candidate. It will bring you down at the level
of the applicant. It may also discourage the applicant.
 Don’t interrupt the candidate. Allowing pauses will encourage him
to divulge some important information. Let him finish the topic.
 Speak or put questions distinctly, clearly, directly, articulately, and
in easy language.
 Control your emotions if you find the applicant wrong.
 Pay respect to the feeling of the speaker.
 Don’t intercept to change the topic suddenly.
 Establish eye contact with the candidate. Don’t look sideways.
 Use bodily language, as nodding, smiling, facial expressions,
friendly eyes.
 CHECKLIST FOR EFFECTIVE INTERVIEWING
 Make a good impression on the candidates at the start of the
interview. You can do smiling, warm shake-hand, friendly
altitude.
 Let the candidate relax and overcome his tension.
 Don’t make premature evaluation and judgment until the
interview is over. You may lose a good and promising candidate
by making hasty decisions.
 Put down important points during interview. It will help you put
further questions, or establish your view and evaluation of his
personality.
 Stop taking notes if you find the applicant tense.
 Don’t speak or interrupt before he finishes a topic. Let him speak
further.
 Put your questions adroitly, clearly and articulately.
 Repeat the spoken sentences of the candidate in a tone of
question to elicit clarification and explanation.
 Don’t ask questions that suggest particular answers.
 Pay full attention to the candidate and show your interest in him.

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 Give the application full opportunity to express and justify him.
 Carefully observe the candidate from his entering to leaving the
room.
 Concentrate on questions that will bring maximum and relevant
information.
 Don’t ask many questions at a time. One question at a time will
bring elaborate answers.
 Establish a good image of the company before the candidate
leaves the office. You can do so by adopting a friendly attitude
and giving useful and impressive information about the company.
 Pay your attention to his behavior, reactions, bodily language,
and remarks he passes.
 To evaluate his efficiency, capability gathers all possible
information about his past work.
 After the interview is over don’t show his selection or rejection.
 Control your emotions and don’t show your attitude.
 Empathize in your candidate; speak his language.
 Follow the order of points the applicant makes.
 Avoid asking personal questions until familiarity has been
established with the candidate.
 Encourage the applicant to ask question about the job, product
and company.
 Don’t allow him to deviate from the relevant points. Control the
direction of the interview.
 THE PITFALLS THAT AN INTERVIEWER SHOULD
AVOID
The interviewer should avoid any kind of biases, prejudices against or in
favor of the interviewee. You should also control blushing, stammering,
casting eyed downward, or getting offensive.
The following pitfalls should be avoided.

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 Halo effect- tendency of the interviewer to form an overall
opinion about the candidate on the ground of one aspect of his
personality.
 Stereotype error trap- tendency to categorize the applicant on
the basis superficial hints or tips.
 Expectancy error- tendency of the applicant to anticipate what
the interviewer wants and to respond accordingly.
 Ideal image error- interviewer’s mental picture of the ideal
candidate.
 Personal bias of the interviewers- weak handshake, biting of
finger nails, gum chewing, loud clothes, poor eye contact.
 Pseudoscience and myth- judging the applicants character,
mental ability, attitudes by means of handwriting, outward
features, date of birth, number of letters in the name, palm
reading and shape, size and bulges of the skull.
 Stereotyped, mechanical interviewing- some questions in the
same order, no adjustments to the individual, no stimulating
interchange of ideas. In turn, the interviewer receives
stereotyped answers unable to appraise qualification, and
qualities.
 Fallacy that experience guarantees ability to perform the job
well.
 Being impressed because the applicant needs a job- even
though necessary qualifications are lacking.
 Talking too much and listening less.
 Poor or lack of preparation for interview.
 Asking irrelevant questions.
 Poor or unwanted attitude toward the applicant.
 Jumping to conclusions prematurely.
 Accepting facts without looking into their accuracy.
 Leaving unexplored gaps.
 Allowing the applicant to dominate or guide the interview.
 Depending on memory and not making notes to evaluate the
candidate’s qualifications.
 Asking another question when the answer to the previous
question has not been finished.

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 Showing to be critical and cold toward the applicant.
 Not observing nonverbal language (gestures, voice changes,
hesitations, frowns, smiles, coughing, chewing lips, devil-
drumming)
 Asking poor questions:
i. Leading questions:
“Would you agree that...?”
“Do you know that…?”
“Aren’t you….”
ii. Dead-end and questions that draw only yes or no
answers (dichotomous questions)
iii. Loaded questions: use of language that reveals one’s
own biases and prejudices, in turn, the applicant will trim
answers accordingly
GUDELINES OF INTERVIEWEE
 Interview Preparation
Preparation is the best way to combat the “interview nerves” and the
key to a successful interview!
Through good preparation, you will feel more confident and ready to do
your best. The majority of the interview centers on you, so before you
talk to a prospective employer, take time to think about what you have to
offer.
The best way to figure out what you have to offer is to do a self
assessment.
 Strengths -
Know your strengths and have a short story to tell which demonstrates
that strength.

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 Academic Performance -
Be prepared to discuss your grades, mention particular courses that
related to your targeted career,
And describe “hands-on” knowledge you learned through labs,
internships, service learning, etc.
 Work Experience -
Be prepared to describe what you learned from your previous work
experience and how it related to the position.
 Professional Goals -
State how your major matches your career interests and professional
goals. Describe how your goals would motivate you to do your best work
for them.
 Before the Interview
 Research the Employer -
Visit the company website, learn about the products, services, and
mission.
 Research the position -
Analyze the job description; match your experiences to the position.
 Know Yourself -
Know your resume inside & out and prepare examples of your
accomplishments.
 Know the Interview Format -
Know who you are meeting with and the format the interview will follow.
 Practice -
Prepare your answers to frequently asked interview questions. Do a
mock interview.

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 Make a List of Questions to Ask -
Prepare questions that demonstrate your interest.
 Map it Out -
Know the exact location of the interview and the parking situation.
 The Day of the Interview
 Dress to Impress –
Look professional, well dressed and groomed.
 Be Prepared –
Bring extra resumes, references, transcripts, certifications, work
samples, etc.
 Arrive Early –
Arrive 10 minutes early so you have time to relax before the interview
begins.
 Have a great Attitude –
Be enthusiastic and have a positive attitude.
 During the Interview
 Make a Great First Impression –
Offer a firm handshake, have good eye contact, smile & be polite.
 Demonstrate Your Knowledge & Interest -
Listen, have clear & concise answers, ask questions.
 After the Interview
 Learn from your mistakes –
Note what you think you handled right and what you handled wrong

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 Say thank you –
Send a thank you letter that reiterates your interest in the position and
organization.
 Follow-up –
Make one follow-up call to check on the status of the position.
 Dress for Success
Your appearance and the impression you make can be as important as
the content of the interview.
Your personal grooming and dress will not get you the job, but may keep
you from getting it!
 Choose clothing, jewelry, fragrances and accessories that are not
distracting.
 Choose professional clothing that you feel comfortable in/good
about.
 Wear conservative suit colors including navy blue, charcoal gray, or
black with a traditional shirt or blouse.
 Shoes should be comfortable, conservative, clean and polished;
dark colors are your best bet,
 Dark socks for men and neutral hosiery for women are suggested.
 Clothing should be clean, neatly pressed, and fit well.
 Make sure your hair is clean, neat and styled. Nails need to be
clean and well groomed.
 Limit jewelry and accessories, remember to wear a watch.

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 Perfume or cologne should be light fragrances and never strong.
 Avoid chewing gum during an interview or smoking before an
interview.
 Answering Interview Questions
Non Verbal Communication
Actions Speak Louder Than Words. Don’t send the wrong message. Pay
attention to these non-verbal cues:
 Fidgeting with your hands makes you look nervous and unsure of
yourself.
 Drumming your fingers, clicking a pen, tapping your shoe makes
you look impatient, or uninterested in the discussion.
 Slouching makes you look lazy, tired, inattentive or unrefined.
 Crossing your arms makes you look defensive or inflexible.
 Chewing gum during an interview makes you look unrefined and
rude.
 Keeping a blank expression makes the interviewer wonder if you
understand what he/she has been talking about
 Looking at the ceiling or floor to compose your thoughts makes you
look insincere or unprepared.
 Flipping your hair off your face makes you look slightly out of control
or nervous.

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 Stay Positive: Maintain a positive, confident attitude throughout the
interview, and avoid making excuses or blaming others.
 Be honest when you are asked about weaknesses or past failures,
but focus on positive elements such as what you learned from a
past failure, or what steps you are taking to improve yourself.
 Stay Focused: Give clear, focused, well-organized answers to the
interviewer’s questions. Don’t ramble or give irrelevant information.
 Remember why you are there – to make a presentation of your
skills and abilities as a candidate for a particular job – and keep
your answers on track with that purpose.
 Illustrate Your Answers: Keep your answers brief and on point, but
don’t just give “yes” and “no” responses.
 Create a “word picture” for the interviewer by illustrating your
personal qualities and strongest abilities with examples from your
past. Try to address any underlying questions you think the
employer might have about your suitability for the job.
 Ask Questions When Indicated: Ask relevant, meaningful questions
at appropriate times during the interview. Find out more about
specific job responsibilities, what kind of training is provided, what
advancement opportunities are available within the company, how
much travel is required, etc. Be sure to ask about the next step at
the close of the interview.
 Be Yourself: It is important to relax and be yourself. Don’t try to
present an image of someone you think they want, because it won’t
be genuine

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Behavioral Questioning
Behavioral interviewing is an interviewing technique that helps
employers predict how a candidate will perform on the job and fit into the
organization. By finding out what actions you took and/or how you
reacted in past situations, the employer gets a sense for how you will
probably respond to circumstances in the position they are considering
you for.
This technique provides employers with objective information that they
don’t get from a traditional interview question.
For example, if an employer asks, “Do you work well with people from
diverse cultures?” your response will most likely be “yes.”
If the employer says, “Tell me about a time when you had to work with
people from diverse cultures,” you will respond with a story about a
situation where this was the case.
The employer will then be able to judge for him/herself whether you
actually do perform well, according to his/her standards. This also gives
you the opportunity to prove by example that you can handle the task at
hand.
 How to Answer Behavioral Questions…?
 Your answers to behavioral interview questions need to be specific
and detailed.
 Listen very carefully to what the interviewer asks so that you can
give an answer that’s relevant to the question. If you are unsure,
ask for clarification.
 You can use examples from either school or work.
 Tell a story about something you’ve done, or talk about an event
you were involved in.
 Structure your answers in three parts:
 Begin by briefly describing the situation
 Detail what action you took
 State the result (this should be a positive one, if it is not, state
what you learned from the situation)

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 How to Prepare for Behavioral Questions….?
 Refresh your memory about your achievements in school and at
work.
 Think about challenging problems or obstacles you have faced.
Consider how you handled them and be able to summarize the
outcomes.
 Demonstrate past behaviors by drawing on many experiences; think
about internships, classes and projects, activities, team and sports
participation, community service, and full or part-time jobs.
 Decision making, leadership, organizational skills, problem solving,
and team building are among the many topics that behavioral
questions probe into, so any experiences which involve these areas
would be good to use as behavioral examples.
 Illegal Questions
Questions regarding your age, sex, sexual preference, marital or family
status, religion, race, national origin, handicap (or any question which
does not address a bona fide occupational qualification necessary to
perform the job) are not allowed in the interview or on employment
application.
Because the employer's knowledge of such information may lead to
illegal discriminatory hiring practices, you are not required to divulge this
type of information.
Although most employers refrain from asking impermissible questions,
you may at times be confronted with this type of questioning.
Three possible ways of responding to such inquiries:
 The most recommended response is to address the employer's
underlying concern without directly answering the question.
For example: if you are asked about plans for marriage or children,
the employer is usually concerned about your anticipated length of
stay in the area or your ability to be at work on a regular basis.
Although you do not need to answer the question directly, you
should affirm your understanding of the employer's concern, and

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assure him or her that your personal life is arranged in such a way
that it will not interfere with your job.
 A more direct, but less comfortable, approach is to state to the
employer your concern that the issue in question has no apparent
bearing on your qualifications for the job. You may ask for
clarification of the reason he or she has for requesting the
information.
 Based on your personal preferences, you may choose to answer
impermissible questions, but you must realize the possible negative
consequences of your actions. Think carefully!
NYS law expressly prohibits employers from asking certain
questions either in an application form or in a personal interview
before selecting an employee.
Thank You Letter
It is a good idea to follow an interview with a Thank You Letter.
The Thank You Letter:
 Gives you the opportunity to remind the employer about your
interest.
 Allows you to tell the employer something that you may have
forgotten or something you thought of after the interview.
 May give you that extra edge over another candidate.
 Thank You Letter Tips:
 Keep your letter concise and to the point.
 Thank the employer for the time spent with you.
 Reiterate your interest in the position.
 Emphasize some of your qualifications that fit the position.
 Repeat what you agreed would be the next step in the process (“I
look forward to hearing from you” or “I will call you next Thursday
as we discussed.”)
 Keep it short and sweet!

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 Thank You Letter Format
Date
Employer’s Contact Information
Dear Mr./Ms.,
Thank you for the chance to interview with ABC Company this afternoon.
I came away feeling very enthusiastic about the position.
The opportunity to combine independent research with team report
production is just what I am looking for. I am also very excited about the
possibility that my strong interest in evaluation of early education
programs matches the need you have for someone who can quickly
grow to contribute in that area.
If you have any more questions for me, please be in touch. Again, thank
you for your time in our interview, and for considering me as a candidate
for the position of researcher on your team.
Sincerely,
Sign your name
Type your name
30 Typical Interview Questions
1. How are you today?
2. Tell me a little bit about yourself.
3. What do you know about this organization?
4. Why are you interested working for this company?
5. How did you decide on a program of study?
6. Why did you select ABC College?

25. Page | 25
7. What subjects did you like best/least? Why?
8. What are your strengths?
9. What is your biggest weakness?
10. How has your college experience prepared you for this position?
11. Why do you think you would do well at this job?
12. Describe your work ethic.
13. Describe the biggest challenge you have had in your last job or
internship and how you handled it.
14. Talk about a time when you made a mistake. How did you fix it?
15. Talk about a situation where you had to deal with someone who was
being difficult. How did you handle the situation?
16. Tell me about a situation when you had to learn something new in a
short period of time. How did you do it?
17. Tell me about a time when you had to work in a team environment.
Were you the leader or a follower in the group?
18. Tell me about a time you received criticism and how you dealt with
it?
19. Give me an example of an important goal you set and how you
reached it.
20. Describe a situation that required you to do a number of things at the
same time. How did you handle it?

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21. Describe a situation where others you were working with on a project
disagreed with your ideas. What did you do?
22. Tell me about your ability to work under pressure.
23. Tell me about a suggestion you have made and what came of it.
24. What two work accomplishments are you most proud of?
25. What duties have you performed in the past that you liked most/least
and why?
26. What would your previous supervisor say your strongest point is?
27. What kind of management style do you work best under and why?
28. Why are you leaving your current position?
29. What motivates you to do your best on the job?
30. Do you have any questions for me?
WORLD FAMOUS INTERVIEWS
1957-1960: The Mike Wallace Interview - 30-minute television program
interviews conducted by Mike Wallace
1968: Interviews with Phil Ochs - an interview of folk singer Phil Ochs conducted
by Broadside Magazine
1974: Michael Parkinson/Muhammad Ali - television interview of Ali in his prime
1977: Frost/Nixon interviews - 1977 television interviews by British journalist
David Frost of former United States PresidentRichard Nixon

27. Page | 27
Early 1980s: Soviet Interview Project- conducted with Soviet emigrants to the
United States
1992: Fellini: I'm a Born Liar - Federico Fellini's last filmed interviews conducted in
1992 for a 2002 feature documentary
1992: Never mind It's an Interview - interviews with the band Nirvana recorded in
1992 on the night they appeared on Saturday Night Live
1993: Michael Jacksontalks to Oprah Winfrey. This became the fourth most
watched event in American television history as well as the most watched interview
ever, with an audience of one hundred million.
1993: Birthday Cake Interview - an interview of Dr. John Hewson that contributed
to the defeatof his party in the 1993 Australian federal election
2002-3: Living with Michael Jackson - a 2002-3 interview with Michael Jackson,
later turned into a documentary
2003: February 2003 Saddam Hussein interview - Dan Rather interviewing
Saddam Hussein days before the 2003 invasion of Iraq
2008: Sarah Palin interviews with Katie Couric - Katie Couric interviewing Sarah
Palin