TIPS FOR INTERVIEW

HOW TO CONDUCT AN INTERVIEW

Interviews are a means to gather in-depth information around a topic. They areparticularly useful for obtaining multiple points of view, interpretations of events, and the story behind participants’ experiences. The questions you ask shape the depth and breadth of the responses. The responses given become the basis for detailed descriptions of a situation, event, system, or process.

Planning for the InterviewThe planning you do prior to interviewing strongly influences how useful the interviews will be in answering your inquiry questions. The items listed below address the purpose and format of the interview, as well as logistical issues.1. Clearly articulate the purpose of the interview and what inquiry issue/question is to be addressed from the information gathered.

2. Determine the interview format. Interviews can range from informal interviews to very structured interviews

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• Informal, conversational interview – This form of interview oftenoccurs within the context of the event under discussion. The interviewer andinterviewee are responding to the context so no predetermined questions areasked. The intent is to remain as open and adaptable as possible to theinterviewee’s priorities. During the interview, the interviewer “goes with theflow.”

• General interview guide approach – Using an interview guide ensuresthat the same general areas of information are collected from each intervieweebut the same questions might not be asked of each interviewee. This approachis more focused than the conversational approach, but still allows a degree offreedom and adaptability in getting information from the interviewee.

• Standardized, open-ended interview – The same open-ended questionsare asked of all interviewees. Respondents are free to choose how to answerthe questions, (i.e. they don’t select “yes” or “no” or provide a numeric rating,etc.). This approach facilitates faster interviews that can be more easilyanalyzed and compared than the less structured interview approaches.

• Closed, fixed-response interview – All interviewees are asked the samequestions and asked to choose answers from among the same set ofalternatives. This format does not allow for the depth of information beingsought in qualitative interviews. Consider whether responses to these types ofquestions can be obtained more easily in a questionnaire.

3. Develop the interview questions. The types of questions you ask are related to thepurpose of your inquiry. Depending upon your purpose you might ask questionsrelated to what the interviewee has done or is doing in a situation, what he/sheknows, thinks, and/or feels about a topic, and what he/she has observed and heard.Include background questions such as age, gender, education, length of timeteaching, etc. as appropriate to your inquiry. Develop questions that are:

• Open-ended. Open-ended questions allow interviewees to choose how torespond and to use their own terms to describe situations.

• Neutral. Use neutral terms and avoid wording that might influenceresponses (e.g., evocative or judgmental wording).

• Clear. Word your question clearly and succinctly. Be clear on terms that areparticular to a program or situation.

• Individual. Do not combine multiple issues into one question. Develop aquestion to address each issue.

Order your questions in a way that engages the interviewee quickly. Begin withsome fact-based questions before including questions about matters that might becontroversial. Do not include a long list of fact-based questions. Include questionsabout the present before asking about the past or future, as it usually it is easier forpeople to respond to questions about the present. Include a final question thatallows respondents to provide any other information they prefer to add and theirimpressions of the interview.Ask others, possibly other CLIP members, to review the questions to ensure that the questions are clear and will obtain the information needed to answer the inquiryquestion.

4. Choose an interview location that is convenient and comfortable for theinterviewees and that has few distractions.

5. Acquire and test out your audio recording equipment, including extra batteries and tapes. If recording is not possible, consider having another person with you to take detailed notes.

Recruiting IntervieweesSend a written invitation by letter or email with an RSVP. Personalize the invitations and explain the purpose of the interview and why you want his/her opinions. Specify the place, date and time, including the length of the interview. Attempt to limit the interview to no more than one hour.Make follow-up phone calls to confirm the time and location and inquire about special needs (e.g., handicap access) Consider sending a reminder email the day before the interview.

Conducting the Interview1. Ensure that the interviewee is comfortable.2. Explain the purpose of the interview.3. Explain that participation in the interview is voluntary and that the interviewee’sprivacy will be protected.4. Explain the format of the interview and how long you expect it to take.5. Ask if the interviewee has any questions before beginning the interview.6. Ask for permission to record the interview. Periodically verify that the tape recorder is working.7. Begin asking your interview questions, one question at a time. Although you are

following a list of interview questions, you should probe and inquire further whenresponses are not clear or sufficiently complete. Indicate that you want detailedresponses. You might ask, “Can you walk me through it?” or “What happened next?” “Could you give me an example?” or simply, “Please tell me more.” If theinterviewee reacts non-verbally to some question, ask about this so that you areclear on what he/she is attempting to communicate.8. Encourage responses with occasional nods of the head, “uh-huh’s, etc. but remain as neutral as possible. Don’t show strong emotional reactions to their responses.9. Be careful when you are taking notes. If you jump to take a note, it may appear as if you’re surprised or very pleased about an answer, which may influence answers tofuture questions.10. Provide transition between major topics, for example, “we’ve been talking about (some topic) and now I’d like to move on to (another topic).”11. Redirect the interviewee if he/she begins to stray to another topic, provides toolengthy a response, or begins asking you questions.12. At the conclusion of the interview, thank the interviewee and tell them how they can get in touch with you later if they want to.

Following the Interview1. Verify that the tape recorder worked throughout the interview,2. Write down any observations about the interviewee or interview. For example,where did the interview occur and when, was the respondent particularly animatedat any time? Were there any surprises during the interview? Did the tape recorderbreak?3. Clarify your written notes to make sense of any illegible notes and fill out anycomments that are not clear.4. Arrange to have your interview tape transcribed.

After the Interview

1. Be honest with yourself about your interview performance when measuring the candidate's own performance:-

Interviewing is an art. Asking the right questions in the right way, maintaining the right demeanor, and being able to weed out fact from fiction are all important skills that you need to hone as you continue to interview. Did you have them during the

interview? If not, could the candidate benefit from another opportunity to exhibit his or her skills in a different setting?

2. Develop a rating system with which to judge the candidates:-This will help you do several things. For one, it will help you differentiate candidates who performed well during the interview from candidates whom you merely like. Second, it will keep you from hiring someone who is not qualified for the job but who's still the best candidate from a particular round of hiring. The rating system will obviously depend on the job position and whether the

previous hiring manager has developed a similar rating system or not. You might take the following as an example of which factors to base the system on:

Proficiency in a certain amount of computer languages Years managing other people or total number of people managed Number of marketing campaigns launched

3. Evaluate your applicants based on the criteria first, and against one another second:-Why? Certain candidates may be very strong compared to others but still not meet the criteria established by the needs of the job. If you are desperate to hire a good candidate, measuring them against one another is acceptable. If, however, you want to hire the right candidate, it's best to wait until your criteria are met by a candidate. Upon completion of the interviewing process, two candidates may stand out

who meet all the job requirements. You might consider inviting both candidates back for a second interview and tell the applicants you are considering them for the position along with one other applicant. Ask each applicant "Why should I hire you?"

If you do this, you may decide to offer the job to the applicant who best answers the question, has the best qualifications, and appears to be a good fit with your team.

4. Negotiate salary, benefits and a start date:- You have two goals in negotiating a salary for your would-be hire: you want to get good value out of the new hire (ensuring that your company remains profitable) while also making the new hire feel that s/he is happy and being compensated justly for their time and expertise.

5. Give the applicant you want to hire time to think about your offer:- A week is usually the upper limit, as most hiring managers want a decision within a couple days. If the candidate is especially promising, you might want to offer him or her any perks, bonuses, or options you or your company can reasonably afford during this waiting period.

HOW TO GIVE AN INTERVIEWA job interview is one of the most drawn-out and intimidating ways of making first impression. However, it’s also your opportunity to get on an employer’s good side, which can give you a distinct edge over even those applicants whose credentials are better than yours.

Types of Job InterviewsTypes of Job InterviewsYou may experience many different types of job interviews. By understanding theprocess and being prepared, you can successfully navigate any interview situation. Justremember to be professional throughout the entire process and you’ll be successful!Behavioral InterviewA behavioral interview is designed to provide the employer with an in-depth look at your abilities. Sometimes you can fudge your way through an interview, but this is more difficult to do in a behavioral interview situation. Here, employers are

asking for specific examples of how you did things, or handled certain situations. The thought process behind these questions is that past performance is a good predictor of future actions.

The Case InterviewThe case interview is employed primarily by management-consulting firms, as well as investment-banking companies, and is increasingly being used by other types ofcorporations as at least part of the job-interviewing process. During this type ofinterview, “you are introduced to a business dilemma facing a particular company. You are asked to analyze the situation, identify key business issues, and discuss how you would address the problems involved” (MIT’s Careers Handbook).Case interviews are designed to scrutinize the skills that are especially important inmanagement consulting and related fields: quantitative skills, analytical skills, problem solving skills, creativity, flexibility, the ability to think quickly under pressure, listening skills, business acumen, keen insight, interpersonal skills, the ability to synthesize findings, professional demeanor, and powers of persuasion.

Committee InterviewIn a committee interview you will face several members of the organization who will be actively involved in the hiring decision. When answering questions from several people, speak directly to the person asking the question; it is not always necessary to answer to the entire group. In some committee interviews, you may be asked to demonstrate your problem-solving skills, such as in the case interview (see above). The committee might outline a situation and ask you to formulate a plan that deals with the problem. You need not develop the ultimate solution, the interviewers are simply evaluating how you apply your knowledge and skills to a real-life situation.

Group InterviewThe group interview is usually designed to illustrate the leadership potential ofprospective managers and employees who will be dealing with the public. Finalcandidates are gathered together in an informal, discussion-type interview. A subject is introduced and the interviewer will start a discussion. The goal of the group interview is to see how you interact with others and how you use your knowledge and reasoning skills to win over others. If you perform well in the group interview, it is usually followed later by a more extensive interview.

Lunch InterviewThe same guidelines apply in lunch interviews as those for typical site interviews. This type of interview may appear to be more casual, but remember it is a business

lunch and you are being evaluated carefully. Use this type of interview to develop common ground with the interviewer. Follow the interviewer's lead in both selection of food and in etiquette. Do not order alcoholic drinks or smoke, even if offered by the interviewer.

One-to-One InterviewIn a one-to-one interview session, one interviewer is speaking with one candidate. This is the most common type of interview. It has already been established that you have the skills and education necessary for the position. The interviewer wants to see if you will fit in with the company and how your skills will complement the rest of the department or unit. Your goal in a one-to-one interview to is to establish rapport with the interviewer and show how your qualifications will benefit the company.

Phone InterviewThe phone interview is a screening device meant to eliminate candidates and narrow the pool of applicants for personal interviews. It is useful to have notes nearby. You will sound more prepared if you don't have to search for information. Make sure you also have paper and a pen so that you can take notes and write down any questions youmight have. Be prepared to think on your feet. Pauses to think seem longer when the interviewer is not physically in your presence. Since you cannot use body language, it is important to use vocal inflections as a substitute.

Second Interview - Site VisitIn a second interview, you will be invited to visit the actual location of the organization.One purpose of this interview is to provide you with an opportunity to meet other staff members. A second reason is to allow more people to interview you in greater depth to determine if you are a good match. The visit may take part of a day, an entire day, or perhaps even longer. When an organization offers to pay your expenses to travel to the interview, be prudent in submitting costs. Your choice of moderate rather than luxurious accommodations, food, and transportation will reflect your good judgment.

Structured InterviewIn a structured interview, all candidates are asked the same questions for theinterviewer's ease in evaluating applicants. If there is important information that you have not conveyed by the end of the interview, present your additional qualifications when asked if you have any questions or anything to add. Usually the interviewer will make written notes of your answers.

Video ConferencingVideo conferencing is often used as a more personalized version of the telephoneinterview. Recruiters conduct live, face-to-face interviews with applicants via personal computers equipped with cameras and speakers. You would use the same strategies as if you were meeting in person. Clothing, body language, and dialogue typically should not differ. Your goal is still an invitation to meet personally for a second interview at the organization's location.you don’t do it, no one else will) BEFORE THE INTERVIEW

1. Research the Company and the PositionThe more you know about the organization and the job for which you are applying, the more prepared you will appear (and feel) during the interview. The recruiter will beimpressed by your interest and motivation. You will be able to confidently explain how you can contribute to the organization. Find out as much key information as you can about the organization, its products, services, and customers. If possible, talk to current employees of the company.You can locate information by checking the company’s website.Things to research can include the following (depending on your focus):

General information about the organization, such as the location of the corporate office, number of plants/stores and their locations, and the names of the parent company and any subsidiaries.

Company mission, environment and philosophy. Organizational structure, type of supervision, type of training programs. Philosophy, goals, mission statement, and image. Financial details; including sales volume, stock price, percent of annual

growth in earnings per share, and recent profits. The competition in the industry and the organization's place in this industry. The products or services marketed by the organization, including recent

media coverage. Career paths in your field. Recent news items regarding the company or industry. The interviewer's name and title.

2. Prepare for the Actual Interview Know the position for which you are interviewing. Obtain a job description

if possible. Ask for the interview schedule in advance, as well as the names and

positions of those interviewing you.

Consider your strengths and examples that will support your statements. Answers should be between 30 seconds and a minute and a half. Prepare a list of questions you want to ask the interviewer, but make sure

they cannot be answered on the website. Rehearse your interview with a friend, or participate in a mock interview

with Career Services. Prepare your materials before you leave for your interview. Bring several

copies of your résumé, a list of your references, and your portfolio (if you have one prepared). Make sure all materials are up-to-date.

Know the location of the interview. Drive to the interview site in advance of the actual interview to determine how long it will take to travel there and the best route. Remember, take traffic delays and parking into consideration.

Find out if you will need parking money and make sure to bring it with you!

3. Preparation Exercises1. Describe five ideas, accomplishments, strengths, skills, or personal qualities youthink would best sell you to an employer.2. Describe what you know about the organization and the position. Why are youinterested?3. Describe your educational background. How is it relevant to your desired job?4. What is your employment background? How is your experience relevant?5. What skills and abilities have you used in previous positions that are relevant?6. What are your career goals? How do they relate to this organization?7. What are your personal skills and abilities? How do they relate to this job?Describe some specific examples of how you have used them.8. What are your weaknesses? What steps are you taking to improve them?9. What additional information do you want the recruiter to know about you?10. What questions do you want to ask the recruiter?11. Practice shaking hands.

4. Relax Get a good night's sleep the night before the interview. Don’t over-prepare. Allow yourself some time to relax. Let your enthusiasm for the position and the organization show. After all, youchose to interview with this organization; let them know why you made thatdecision.

5. Dress for the Job Dress to your advantage. Dress to suit the interviewer.

Dress for the position for which you are interviewing. Your colors and patterns should coordinate. Dress conservatively; consider the effect your choice of colors will have. Don’t use too much perfume or aftershave. Your fingernails should be clean and properly cut. Your hair should be neat and combed. Check out your appearance in a mirror before entering the interview. Your clothes should be clean and pressed. Your shoes should be polished. Your jewelry and makeup should be sparse. Don’t eat foods that will leave an odor on your breath before an interview. Wear clothes in which you feel comfortable and confident. Don’t smoke or drink alcohol before the interview.

DURING THE INTERVIEW• Make sure you arrive at least five minutes early. This allows you to familiarizeyourself with the company environment. How are people treating each other? Arethey chained to their desks? Do they appear to enjoy what they are doing?• Greet the interviewer by his or her prefix and last name (ex: “Hello, Mr. Smith”).• Offer a firm handshake and a warm smile.• Be confident, alert, and enthusiastic. Show self-confidence. Make eye contactwith the interviewer and answer questions in a clear voice.• Work to establish a rapport with the interviewer. Listen closely for cues on howyou should act. Is he/she being formal or informal? How loudly is he/shespeaking? What sort of information is he/she trying to solicit: general,professional, or personal? Try to speak with the same rhythm and tone of voice.• Be specific, concrete, and detailed in your answers. The more accurateinformation you provide, the better the employer is able to get to know you.• Remember to listen. Communication is a two-way street. If you are talking toomuch, you may miss cues concerning what the employer feels is important.• Take time to reflect before answering a difficult question. If you are unsure howto answer a question, you might reply with another question. For example, if therecruiter asks what your salary expectations are, you might answer by saying,"What are you planning to pay your best candidate?"• Answer questions as truthfully and as frankly as you can. The interviewer maysteer the interview into difficult questions. Answer honestly, trying not to saymore than necessary.• Avoid criticizing past employers- even when you feel that the criticism isdeserved.• Do not lead with salary or benefit questions. If your main motivation is money it

will turn off most interviewers. Convince them you can do the job and want thejob before discussing money and benefits.• Show that you want the job. Display initiative by discussing how your skills canbenefit the organization. Give details related to how you helped past employers.• You may want to ask about specific details about the position, such as functions,responsibilities, who you would work with, and who you would report to.• If going to lunch with an employer, decline alcoholic beverages even if therecruiter orders a cocktail with his or her meal. If you are a smoker, don’t smoke,even if the recruiter does.• Ask questions about the interviewer and the company. You should beinterviewing them as much as you are being interviewed. Is this the position youwant? Is this an environment in which you want to work? Do your values andgoals match?• Avoid negative body language. The interviewer wants to see how you reactunder pressure. Try to avoid these signs of nervousness and tension:

1. Frequently touching your mouth2. Faking a cough to think about the answer to a question3. Gnawing on your lip4. Tight or forced smiles5. Swinging your foot or leg6. Folding or crossing your arms7. Slouching8. Avoiding eye contact9. Picking at invisible bits of lint

Nervous laughterAt the conclusion of your interview, ask when a hiring decision will be made, and thank the interviewer for his or her time, restating your interest in the position.If you are positive that you are not interested in the position, say so, but remainprofessional by thanking the interviewer for his or her time. If you are not sure, take some time to think about it before you tell the employer.

AFTER THE INTERVIEW• Take notes on what you feel you could improve for your next interview.• Write or type a thank-you letter to the interviewer(s) indicating your interest in the position and thanking him/her for his/her time. This should be mailed within 24hours of your interview. Send a thank you letter even if you aren’t interested. Thisprofessionalism will set you apart from most other job seekers.

Interview Tips and Strategies

Strategiesa) Establish natural, relaxed, personal rapport at the start of the interview.

(“Chemistry” is the key to success)b) Maintain good eye contact and positive body language (smile, lean slightly

forward, look interested).c) Find out as much as possible from the interviewer. Establish what he/she is

looking for, then integrate this information into your responses.

d) Know as much as possible in advance about the position and the organization.Research the organization in the library, online, or through contacts.

e) Have a clear idea of the key points you want to make which will convey potential benefit to the employer - and then make them.

f) Anticipate possible negatives and address them early in the interview.g) Deal directly with problems and attempt to turn them into possible

advantages.h) If appropriate, bring examples of your work to demonstrate your

accomplishments and talents related to the job.i) Discuss possible problems that might face the organization and suggest

ways in which you might contribute to the solution.j) Be prepared to answer tough questions such as why you left your last job.

Somepossible answers to that question might be: Desire to have more responsibility Limited opportunity Changes in management/corporate restructuring/downsizing

Never apologize, speak poorly of former employers, or bring up negative points that can be used against you.

Watch for nonverbal cues (finger tapping, eyes wandering) to check how you are viewed. To recoup, change the subject or ask a question.

At the closing, make sure that you ask when a decision will be made so that you are not stuck sitting at home waiting for the phone to ring.

Immediately after the interview, write a “thank you” letter to everyone with whomyou interviewed.

References

InSites Tips for Conducting Interviews CP.07.dld.M4110.AtC.8-14.doc/pdf

How to Conduct an Interview Edited by Tamanna, Zannubasaf, Colecrane

Successful Interviewing Strategies Career ServicesCenter for Experiential Learning Keuka College pdf file