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Surendra Singh Tomar sent in this excellent set of interview Q&A. 1. Describe a challenging work issue you had to face, and how you dealt with it Consider what would be the requirements of the new !ob"organi#ation and find something in $our %ast that highlights a s&ill' ex%erience or situation that might occur or be needed going forward. (t is alwa$s a good idea to ma&e lists in %re%aration for interviews) *ew !ob will need ( can %rovide +roof"exam%le ,or $our %roofs' list -for $ourself. exam%les of when $ou used the s&ill' exhibited the characteristic or handled the %roblem. This will not onl$ give $ou short stories to relate in an interview' it will also bolster $our confidence and target $our !ob search. /. If you were on a merry-go-round, what song would be playing If you were going to be an animal on the merry-go-round, what would you be ! Congratulations0 1ou have found the unusual interviewer as&ing a rare question. 2on t feel stu%id !ust feel li&e $ou have run into a ver$ unusual situation. (f $ou are interviewing for a creative %osition' then the question is most a%%ro%riate because the interviewer ma$ be attem%ting to evaluate $our creativit$ and $our abilit$ to deal with an offbeat question. have fun with it. 3ive the question $our focused attention and go with $our instincts. 4e read$ to sa$ wh$ $ou chose the tune $ou did. +erha%s tell a brief stor$ that reminds $ou of merr$ go rounds in $our own ex%erience. 5r if $ou are reall$ clueless give a song that $ou have alwa$s li&ed' has real meaning for $ou or is im%ortant for whatever reason and attach it to the merr$ go round but refocus the question to he im%ortance of the song and ma&e it brief but interesting 6words tell but stories sell.7 As for the animal' give the animal that $ou want to be -even if $ou thin& the question is ridiculous and $ou reall$ need this !ob. $our total attention and focus. 5n the other hand' the %erson $ou are dealing with ma$ not have a clue and !ust as&ed because he"she felt li&e it. 8e &now one %erson who as&s the question and feels it is meaningful. She is into 1oga and loo&s for the %erson to be thoughtful in res%onse. 8e have never heard her sa$ an$one was re!ected because of the animal selected. 9. "ow do you handle conflict 5n the !ob' there are man$ %ossible sources of conflict. Conflicts with) fellow em%lo$ees management rules' %rocedures clients' customers demands of wor& vs. %ersonal life' famil$ The best wa$ to a%%roach a good answer is to loo& at if from the em%lo$ers %oint of view:the$ want to be $our first %riorit$ and the$ want $ou to solve %roblems -not bring them an$.. 6( &now ever$thing cannot run smoothl$ at wor& all the time. 8hen there is a conflict ( usuall$ tr$ to determine the source of the %roblem and see if it can be solved. This might involve other members of the wor& team discussing the

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%roblem and offering %ossible solutions. ( would then tr$ to %ic& the solution which a%%ears to have the best outcome and %ut it into action.7 A natural follow; u% to this would be) Tell me when $ou solved a conflict at wor&. So' have a brief exam%le< a short stor$< to illustrate $our a%%roach. =ven if not as&ed' $ou can offer $our stor$0 (f it %roves $our %oint and accentuates a s&ill needed for the %osition' go with it. In what way do you think you can contribute to our company +re%aring to answer this question requires a /;ste% %re%aration) assessing $our s&ills and researching the needs of the com%an$. An integral %art of s&ill assessment -loo&ing at $our own ex%erience' education and talents. is to s&ill;match . Considering the !ob o%ening' what are the s&ills needed? @a&e a list of the requisite s&ills -in %riorit$ order. and then list concrete exam%les of $our %ossession of the s&ill. ,or exam%le) a sales re%resentative would need good inter%ersonal s&ills' the abilit$ to deal with difficult %eo%le. ,or %roof of this s&ill' $ou could list ex%eriences and exam%les of how $ou were successful in a difficult situation. These matched s&ills are $our &e$ selling %oints. *ext' what a%%ears to be the current %roblems at the organi#ation' based u%on $our research? 8hat are their needs that $ou can meet? (n other words' given the s%ecifics of the com%an$' what value can $ou add? After these two ste%s' $ou are in a great %osition to come u% with concrete exam%les of what $ou can offer the com%an$. This question' b$ the wa$' is !ust another version of 68h$ should we hire $ou?7. (n the interview' when as&ed this question' $ou could res%ond with) 6(n m$ ex%erience in sales' ( &now having the abilit$ to deal effectivel$ with all t$%es of %eo%le is not merel$ a %ositive element : it is an essential one. 8ith $our %lans to ex%and into AAAA mar&et' a sales re%resentative with a %roven abilit$ to meet with all t$%es of %eo%le and to be able to assess and meet their immediate needs would be a great asset. (n the %ast AA $ears' ( have increased sales AA< ..7 Tell me a story. @an$ interviewers li&e to hear stories or exam%les from $our wor& life. So %ic& something that is more usual than not -not the da$ of a %lant ex%losion and $ou saved 1C lives0. but a stor$ that shows how $ou handle $ourself' handle difficult %eo%le or situations. Can $ou thin& on $our feet? 2o $ou adhere to the rules? Consider the t$%e of organi#ation $ou are aiming at< each has its own culture. The 8orld 8restling ,ederation entertainment culture is different than the American 4ible Societ$ and also different from Ama#on.com. 3ear $our stories to give the listener a feeling that $ou could fit in< $ou could do the !ob here. Tell me about a time when you tried and failed Eas this ever ha%%ened to $ou? *o one ex%ects %erfection actuall$' em%lo$ers are more interested in $our abilit$ to co%e' to learn from mista&es' and to deal with others who are less than %erfect. (f $ou have an exam%le' certainl$ %ic& one that ha%%ened a while bac&' was not earth shattering in the results' and one which $ou learned and a%%lied this &nowledge recentl$. This is a version of damning with faint %raise b$ %ic&ing an incident that was minor in sco%e but' since $ou are so wise and are alwa$s willing to learn' has taught $ou a valuable lesson. Tell us about your analytical skills. This should be eas$ if $ou have done a realistic s&ill inventor$ for $ourself' listing what s&ills $ou do have and how $ou

can offer %roof of this s&ill -where $ou learned it' last used it.. 8or&ing off $our inventor$' focus on various anal$tical s&ills and match them to the s&ills $ou feel are most im%ortant for the !ob $ou are considering. 1ou can now give s%ecific exam%les of s&ills $ou can offer. -2o not neglect s&ills obtained in extracurricular activities' such as volunteer wor&.. G. #hat are some of the things you find difficult to do The interviewer is loo&ing to determine how well $ou &now $ourself' how $ou react to difficult situations"tas&s and credibilit$. Hoo& bac& over $our wor& ex%erience for exam%les of challenges< s%ea&ing in %ublic at a meeting' disagreeing with a manager over an im%ortant issue' being as&ed to use a software %rogram $ou have not had an o%%ortunit$ to learn< These stories should illustrate a lesson learned' a %roblem overcome or a wea&ness being dealt with. 6( alwa$s seem to need a da$ or two to %re%are m$self to give a %resentation to de%artment heads. 8hen ( &now ( have to give a re%ort on m$ %ro!ects' ( %lan out all the details in advance and rehearse. 5ne time' there was a %roblem with a su%%lier and ( was as&ed to u%date senior management< immediatel$. The su%%l$ chain was crucial to the com%letion of an im%ortant %ro!ect we had been wor&ing on for B months and decisions had to be made based on the information ( had to %re%are and %resent on a moment s notice. ( gathered the information and %resented it sim%l$ and in detail. (t was much easier than ( thought without the hours of concern and %ractice. The facts s%o&e for themselves. Since ( understood the situation' ( was able to ma&e it clear to management and get a ra%id decision. ( still %refer advance notice but ( &now ( can deliver when as&ed to.7 I. #hat are your short and long term goals *o one can ma&e goals for $ou. (t comes down to where $ou are in $our %rofessional life and what $ou want to do. @ost %eo%le have B;D careers in their wor&ing lifetime:some with / careers going at the same time -li&e us.. The best advice is to be certain to relate $our answers to the organi#ation that interviews $ou. 2o not ma&e a %oint of having goals that cannot be reali#ed there -7( want to wor& in +aris.7 5rgani#ation is strictl$ domestic.. (f $ou do $our research into the organi#ation' and into what $ou trul$ want to do in the future' $ou will be able to come u% with reasonable res%onses. *o one is going to come bac& to $ou in five $ears and chastise $ou for not meeting these goals0 1ou will not be held to them< it is onl$ an interview and the$ are interested in how $ou see $ourself -and the$ want to see $ou in the !ob.. 1C. #here do you see yourself in five years This is the interviewer tr$ing to see how $ou are in ma&ing long range %lans and if $ou have goals that mesh with the organi#ation s. 5ne wa$ to answer this question is to loo& bac& on $our accom%lishments to date) 6( started out in m$ %rofession as a !unior cler& while ( com%leted m$ college studies during the evenings. 5nce ( had m$ degree' ( a%%lied for a transfer to a more advanced %osition' citing m$ on;the;!ob training. This has been m$ %attern for m$ career with m$ %ast / em%lo$ers. ( learn quic&l$ on the !ob and am willing to ta&e classes and wor&sho%s to augment m$ ex%erience. ( have been able to assume greater res%onsibilities and add more value to the organi#ation. ( do not thin& in terms of titles< ( thin& more in terms of 6Eow can ( solve this %roblem? Since this has been m$ career st$le to date' (

do not imagine it to change. (n five $ears' ( feel ( will have continued to learn' to grow into a %osition of more res%onsibilit$ and will have made a significant contribution to the organi#ation.7 11. #hat can you add to what we have already asked you that should make us want to hire you Thin& grocer$ sho%%ing< all those brands in the soa% aisle begging for $our attention. =ach one comes with its own &e$ selling %oints. Jemember the comics' Su%erman? 5n TK' he sold himself< stronger than a locomotive' faster than a s%eeding bullet' able to lea% tall buildings in a single bound. 8hat are $our &e$ selling %oints? +lan this out ahead of time for the next interview< or include in a than& $ou letter for this %ast interview. Thin& a 1 minute infomercial about $ourself. 8hat are $our core strengths? (s it communicating with children' being a mentor to other teachers' being able to &ee% to%ics current and interesting< . Thin& of what is needed to be successful in the !ob and how $ou s%ecificall$ meet those needs:%rovide exam%les. (ncreased reading scores b$ using< @ath scores !um%ed AAL due to m$ < 5ffer some %roof from $our %ast to su%%ort $our claims. 4ut it is $our abilit$ to assess the situation and anal$#e $our %otential contributions that will sell $our candidac$. 2o not thin& it too late : send a strong than& $ou and include in $our request for the !ob the &e$ reasons wh$ $ou are the best candidate. 1/. #hat does $customer service! mean to you Thin& of $ourself as a customer : what do $ou ex%ect from sales%eo%le < regardless of the circumstances and"or the %roblem. An exam%le ma$ be 6Customer service is a two;%iece reaction. ,irst :res%ectM second : %roblem solving.7 See if that ma&es sense and if $ou sound convincing when $ou do %ractice it. (f $ou can give a brief stor$ or two of what $ou have witnessed as extraordinar$ exam%les of customer service behavior. 4$ using $ourself as a focal %oint $ou will be able to enunciate clearl$ $our understanding of customer service. 19. #hat do you know about our company (f $ou can relate $our &nowledge to the area that $ou would be involved in' it would show that alread$ $ou have an active interest in the organi#ation. ,or exam%le' if $ou were interested in mar&eting' 6( understand that $ou are one of the to% 1C com%anies in sales to =uro%e but are currentl$ interested in ex%anding $our mar&et into Asia. Com%etition is &een in that area but $ou have an advantage in that $ou %roduct offers features that others do not' such as< ..7 (t is not onl$ showing that $ou have done the research but also that $ou li&e"&now what $ou have learned about the com%an$ and have a%%lied it to how $ou can add value in the %osition. 1>. #hy do you want to leave this %ob after only four months 8ell' wh$ did $ou? 8hat is the closest to the truth) 1. Nob was not as it was described to me /. 5rgani#ation changed its focus"goals 9. 5rgani#ation could not effectivel$ use m$ talents"s&ills >. Change in management< wanted to bring in own staff B. 2ownsi#ing' reorgani#ation All of these will %robabl$ %rom%t a follow;u% question. 2o not fabricate< but most interviewers have heard these stories before and reall$ are not interested in

all the gor$ details. -*ote that this !ob need not be included on $our resume since it was of such a short duration but ma$ have to be included in a a%%lication form if it loo&s to account for all $our time.. Circumstances also come to %la$< did $ou leave $our other !ob to ta&e this > month !ob? or did $ou tr$ it while alread$ unem%lo$ed< ho%ing for the best? (f $ou were recruited to change !obs' there is a lot of room for exaggeration in a sales %itch' and man$ em%lo$ees have been misled. (f $ou have held other !obs for substantial %eriods and $ou too& the other !ob in good faith' stress $our %ast %erformance. 1ou are not a ca%ricious %erson: !ob ho%%ing. 1ou have s&ills to offer and want to %ut them into good use. 1B. #hat do you wish to gain from our company =xcellent question0 Jesearch is the answer -&now ever$one is tired of hearing this but we feel this is one great wa$ for a%%licants to ma&e a difference in their candidac$.. 2etermine some of the &e$ elements in the cor%orate structure' %roduct base' em%lo$ees"management team or recent histor$. 8hat a%%eals to $ou about wor&ing at this com%an$? 3o with what $ou &now. 6(n the %ast' ( have had o%%ortunities to wor& on new %roducts being launched. ( am ver$ excited about $our %lans to start an entire new line of %roducts. 8ith m$ %rior ex%erience ( &now ( can %rovide insights and ma&e contributions immediatel$ and ( will also learn so much from the excellent team $ou have in %lace. Eaving done single %roducts' ( would love to be in on the give;and;ta&e meetings %lanning the new line< there is much ( can offer but also much for me to learn.7 ,inding something s%ecific< the o%%ortunit$ to use a new technolog$' a new s&ill' to wor& with ex%erts on their team7< are wa$s for $ou to find !ob satisfaction' which is another wa$ of as&ing this question 1D. #hat do you think the employee&s responsibilities are to the company As an em%lo$ee $ou have several res%onsibilities to $our em%lo$er. The$ are as follows) to %erform a good da$ s wor& to be lo$al to act as %art of the team to value the relationshi% to earn the em%lo$er s trust to grow with a %assion for the %roduct"service. 1F. #hy do you want to change %obs 8hen as&ed on an a%%lication' 6(f %resentl$ em%lo$ed' wh$ do $ou wish to change %ositions7' what do $ou %ut down. The reason ( am changing %ositions because the com%an$ ( am a%%l$ing at is &nown nationwide ( want to wor& for a com%an$ with their bac&ground and one that ( can retire from. This same question is sometimes as&ed on interviews as well so it is im%ortant to have a good answer. Additionall$' if $ou decide to leave $our current em%lo$er' it is also wise to have consensus as to the reasons that $ou are leaving. (t alread$ sounds li&e $ou have %ositive reasons for wanting to wor& for the national com%an$:go with that. Ose $our research to %ut forth several %oints about the com%an$ that $ou feel will be a great match -for the com%an$. and suit $our %articular s&ills and ex%eriences. =m%hasi#e the fact that this o%%ortunit$ to wor& for them is !ust what $ou have been loo&ing for because< .and then go into several wa$s $ou can add value to the organi#ation. Jemember' when as&ed wh$ $ou left' do not downgrade in an$ wa$ $our %rior"current em%lo$er< leave the interviewer with the feeling that $ou have onl$ been associated with winners0 2o not go into the ( can retire from this !ob as%ectM it can have negative connotations. +resent $ourself as a vital' enthusiastic em%lo$ee that can offer

ex%erience to their organi#ation< for man$ $ears to come. *ote) (f a%%ro%riate' %oint out that $ou are not !ust loo&ing around but are sincerel$ interested in wor&ing for this %articular com%an$ and that $ou are not a !ob;ho%%er but are interested in a long;term career move. 1G. #hat motivates you 5ther than loo&ing into $our %ast ex%eriences< .times when $ou were motivated and times when $ou were not< no one but $ou has this answer. ,ind concrete exam%les when $ou had to %ull it all together and get motivated to get the !ob doneM what does it for $ou? 1I. #hat things make a good team member Consider first the situational context of the question. 8hat is the team environment of the organi#ation that $ou are interviewing:do the$ have a strong' organi#ed team;based wor& environment or is it based on informal authorit$ and fluctuating teams? (deall$' $ou should have had an o%%ortunit$ to research and as& some questions about the organi#ation to determine how the$ o%erate -and if indeed $ou want to wor& in that environment.. @odel $our res%onses to the organi#ation. 5bviousl$' $ou are describing $ourself P good team member. @$ ideas of what ma&es a good team member ma$ be ver$ different from $ours:and from the organi#ation. Also de%ends on where $ou are in the team:new member' leader' su%%ort. Eow do $ou see $ourself? Eow do $ou ma&e $ourself fit into a new team? Eow do $ou elicit coo%eration from other team members? 8hat do $ou thin& the organi#ation s biggest %roblem is relative to teams and team;building? And' what solution could $ou %rovide? /C. #hy do you feel we should hire you for this position 4efore $ou submit a resume or draft a cover letter and certainl$ before $ou go to an interview $ou should do / things) Jesearch the !ob and the organi#ation. 8hat do the$ need? 8hat are the requirements for the %osition? 8hat role does this !ob %la$ in the overall goals of the organi#ation? Jesearch $ourself. 8hat s&ills and ex%eriences and interests can $ou offer? Eow will $ou add value to the organi#ation? Eow can $ou %rove that $ou have the required s&ills and ex%erience needed for the !ob? 2o a s&ill matching exercise) The organi#ation"!ob needs ..-s&ill"ex%erience. and ( have it because ( did < .. The organi#ation needs< .. and i can %rovide< .. 4e certain to have s%ecific exam%les of how $ou have added value in the %ast and be enthusiastic on how $ou can add value to this organi#ation. 2o not forget< the organi#ation is loo&ing to solve a %roblem and $ou are selling $ourself as a solution. /1. #hy do you want to change %obs 8hen as&ed on an a%%lication' 6(f %resentl$ em%lo$ed' wh$ do $ou wish to change %ositions7' what do $ou %ut down. The reason ( am changing %ositions because the com%an$ ( am a%%l$ing at is &nown nationwide ( want to wor& for a com%an$ with their bac&ground and one that ( can retire from. This same question is sometimes as&ed on interviews as well so it is im%ortant to have a good answer. Additionall$' if $ou decide to leave $our current em%lo$er' it is also wise to have consensus as to the reasons that $ou are leaving. (t alread$ sounds li&e $ou have %ositive reasons for wanting to wor& for the national com%an$:go with that. Ose $our research to %ut forth several %oints about the com%an$ that $ou feel will be a great match -for the com%an$. and suit $our %articular s&ills and ex%eriences. =m%hasi#e the fact that this o%%ortunit$ to wor& for them is !ust what $ou have been loo&ing for because< .and then go

into several wa$s $ou can add value to the organi#ation. Jemember' when as&ed wh$ $ou left' do not downgrade in an$ wa$ $our %rior"current em%lo$er< leave the interviewer with the feeling that $ou have onl$ been associated with winners0 2o not go into the ( can retire from this !ob as%ectM it can have negative connotations. +resent $ourself as a vital' enthusiastic em%lo$ee that can offer ex%erience to their organi#ation< for man$ $ears to come. *ote) (f a%%ro%riate' %oint out that $ou are not !ust loo&ing around but are sincerel$ interested in wor&ing for this %articular com%an$ and that $ou are not a !ob;ho%%er but are interested in a long;term career move. //. I will need to take a step back in salary. I don&t know how to handle the question ! #hat is your current salary! (f $ou have %roceeded along interviews to the %oint when an offer is going to be made' that is the %ro%er time to discuss salar$. 5therwise' if %ressed to disclose salar$' tal& in term of ranges< and a com%ensation %ac&age. 6+resent com%ensation %ac&age is high five figures7 gives a lot of leewa$ $et is not in error. (t is rare but some em%lo$ers as& for 8;/ forms or last salar$ stub to verif$ salar$. 1ou do not want to get caught in a lie -credibilit$ is ver$ im%ortant. so being u%;front about willing to ta&e a ste% bac& in order to invest in a new career can be im%ressive to an em%lo$er. Shar%en $our sales s&ills< %oint out all the reasons wh$ $ou are suited for the !ob' wh$ $ou are ma&ing the move to a new career and wh$ $ou want to wor& there. Com%ensation is a necessit$ but not $our %rime motivator. /9. #hat do you e'pect your starting salary to be 2iscussions of salaries and com%ensation should not be held until an offer is made. 8ith that said' let s loo& into the real world when this is not the case most of the time. =m%lo$ers are sho%%ing' tr$ing to guess $our %rice tag. This is one of those screening questions used to either screen in or screen out< so a res%onse is im%ortant. Eave $ou done $our homewor&? 8hat is the %rice for this !ob in the mar&et%lace? Eave $ou chec&ed out classified ads or online ads for similar %ositions? Are $ou within the range' given $our level of ex%erience? +egging $ourself mentall$ to the right %rice is the first ste%. Second ste% is sharing this information correctl$. 2o $ou have enough information about this new !ob to determine $our salar$? (f not< state it and as& for the information that is needed. 64efore ( can discuss salar$' ( would li&e to &now the re%orting requirements and how man$ %eo%le ( would be su%ervising. (n addition' what are the s&ill levels and ex%erience of m$ staff?7 1ou can also as& 68hat are others in similar %ositions being %aid?7 8hen $ou can no longer stall or see& additional information< 64ased on what $ou have told me and exclusive of other com%ensation elements ( feel that the %osition would warrant a salar$ range of QAAAAAAA to QAAAAAAAAAAA7 *ame a range such as Q>C'CCC to Q>B'CCC to give both sides some wiggle room and allow for some give; and;ta&e when benefits and other com%ensation is considered. (f $ou &now what $ou are willing to acce%t as salar$ and what the mar&et %a$s' using a salar$ range should %ermit $ou to be negotiable. />. #hat can you add to what we have already asked you that should make us want to hire you Thin& grocer$ sho%%ing< all those brands in the soa% aisle begging for $our attention. =ach one comes with its own &e$ selling %oints. Jemember the comics' Su%erman? 5n TK' he sold himself< stronger than a

locomotive' faster than a s%eeding bullet' able to lea% tall buildings in a single bound. 8hat are $our &e$ selling %oints? +lan this out ahead of time for the next interview< or include in a than& $ou letter for this %ast interview. Thin& a 1 minute infomercial about $ourself. 8hat are $our core strengths? (s it communicating with children' being a mentor to other teachers' being able to &ee% to%ics current and interesting< . Thin& of what is needed to be successful in the !ob and how $ou s%ecificall$ meet those needs:%rovide exam%les. (ncreased reading scores b$ using< @ath scores !um%ed AAL due to m$ < 5ffer some %roof from $our %ast to su%%ort $our claims. 4ut it is $our abilit$ to assess the situation and anal$#e $our %otential contributions that will sell $our candidac$. 2o not thin& it too late : send a strong than& $ou and include in $our request for the !ob the &e$ reasons wh$ $ou are the best candidate. /B. () *teps to a *uccessful Interview 1. Arrive on time. /. (ntroduce $ourself in a courteous manner. 9. Jead com%an$ materials while $ou wait. >. Eave a firm handsha&e. B. Histen. D. Ose bod$ language to show interest. F. Smile' nod' give nonverbal feedbac& to the interviewer. G. As& about the next ste% in the %rocess. I. Than& the interviewer. 1C. 8rite a than&;$ou letter to an$one $ou have s%o&en to. /D. +ey people in the organi,ation @a!or %roducts or services Si#e in terms of sales and em%lo$ees Hocations other than $our communit$ 5rgani#ational structure of the com%an$ @a!or com%etitors Kiew of the com%an$ b$ clients' su%%liers' and com%etition Hatest news re%orts on the com%an$ or on local or national news that affects the com%an$. Categories) 3eneral