Skip to main content

Section - 9 - Interview and Interviewing skills.

1. "Tell me a little about yourself."

If you're the interviewer, there's a lot you should already know: The candidate's resume and cover letter should tell you plenty, and LinkedIn and Twitter and Facebook and Google can tell you more.
The goal of an interview is to determine whether the candidate will be outstanding in the job, and that means evaluating the skills and attitude required for that job. Does she need to be an empathetic leader? Ask about that. Does she need to take your company public? Ask about that.
If you're the candidate, talk about why you took certain jobs. Explain why you left. Explain why you chose a certain school. Share why you decided to go to grad school. Discuss why you took a year off to backpack through Europe, and what you got out of the experience.
When you answer this question, connect the dots on your resume so the interviewer understands not just what you've done, but also why.

2. "What are your biggest weaknesses?"

Every candidate knows how to answer this question: Just pick a theoretical weakness and magically transform that flaw into a strength in disguise!
For example: "My biggest weakness is getting so absorbed in my work that I lose all track of time. Every day I look up and realize everyone has gone home! I know I should be more aware of the clock, but when I love what I'm doing I just can't think of anything else."
So your "biggest weakness" is that you'll put in more hours than everyone else? Great...
A better approach is to choose an actual weakness, but one you're working to improve. Share what you're doing to overcome that weakness. No one is perfect, but showing you're willing to honestly self-assess and then seek ways to improve comes pretty darned close.

3. "What are your biggest strengths?"

I'm not sure why interviewers ask this question; your resume and experience should make your strengths readily apparent.
Even so, if you're asked, provide a sharp, on-point answer. Be clear and precise. If you're a great problem solver, don't just say that: Provide a few examples, pertinent to the opening, that prove you're a great problem solver. If you're an emotionally intelligent leader, don't just say that: Provide a few examples that prove you know how to answer the unasked question.
In short, don't just claim to have certain attributes -- prove you have those attributes.

4. "Out of all the other candidates, why should we hire you?"

Since a candidate cannot compare himself with people he doesn't know, all he can do is describe his incredible passion and desire and commitment and ... well, basically beg for the job. (Way too many interviewers ask the question and then sit back, arms folded as if to say, "Go ahead. I'm listening. Try to convince me.")
And you learn nothing of substance.
Here's a better question: "What do you feel I need to know that we haven't discussed?" Or even "If you could get a do-over on one of my questions, how would you answer it now?"
Rarely do candidates come to the end of an interview feeling they've done their best. Maybe the conversation went in an unexpected direction. Maybe the interviewer focused on one aspect of their skills and totally ignored other key attributes. Or maybe candidates started the interview nervous and hesitant, and now wish they could go back and better describe their qualifications and experience.
Plus, think of it this way: Your goal as an interviewer is to learn as much as you possibly can about every candidate, so don't you want to give them the chance to ensure you do?
Just make sure to turn this part of the interview into a conversation, not a soliloquy. Don't just passively listen and then say, "Thanks. We'll be in touch." Ask follow-up questions. Ask for examples.
And of course, if you're asked this question ... use it as a chance to highlight things you haven't been able to touch on.


Labels:

Comments

Post a Comment

Popular posts from this blog

Unit I - Management Accounting

1. Management Accounting: Management Accounting: Meaning, Nature, Characteristics, Objectives, Advantages and Limitations   Meaning of Management Accounting: The term Management Accounting consists of two words “Management” and “Accounting”. It is the study of managerial aspects of accounting. It is a tool in the hands of management to exercise decision making. The emphasis of management accounting is to redesign accounting in a manner which is helpful to the management in framing the policies and control of their execution. Management accounting is of recent origin. The term was first used in 1950 by a team of accountants visiting the U.S.A. under the auspices of Anglo-American Council on productivity. The terminology of cost accounting had no reference to the word ‘management accountancy’ before the visit by this study group. Intensive competitions, large scale production, dynamic developments in technology, and complexities of modern business have led to the deve...
Post a Comment
Read more

Company LAW – Index

Table of Content: Unit I - Introduction 1.1 – Introduction; definition, silent features of the company, Act 2013 1.2 – Formation of company, stages of formation 1.3 - Promoters, Functions of promoter, Duties and liabilities of promoter, 1.4 -Types of company Unit II Incorporation of company 2.1– Incorporation of company 2.2 – Prospectus of the company 2.3– MOA of company 2.4– Article of the company Unit III Share capital of the company 3.1 – Share capital of the company, Types of share and debenture 3.2 – Issue of shares, Allotment, calls and forfeiture share 3.3 – Transfer & transmission of share 3.4-Share certificate and share warrant UNIT IV - SECURITIES MARKET: ­4.1- Brief history of Stock Exchange, Study of functions of BSE and NSE 4.2- Stock Exchanges and its importance. 4.3 - Primary Market and Secondary Market: Components of Primary Markets 4.4 - D-Mat Account: Definition and Procedure. UNIT V COMPANY SECRETARY AND COMPANY MEETING...
Post a Comment
Read more

Unit II - Break-Even Analysis

Concept of Break-Even Analysis: Break-Even Analysis is a concept used very widely in production management and cost. It is an analytical tool which helps the firm to identify that level of sale where it will cover its cost of production. Any sale over and above the break- Even Point will accrue profits to the firm, while any sales less than it would put the firm into losses. The Break-Even Point shows the price at which the firm makes neither profit nor loss. Break-Even point is a very significant concept in Economics and business, especially in Cost Accounting. Break-Even point is a point where the  cost of production  and the  revenue  from sales are exactly equal to each other; which means that the firm has neither made profits nor has incurred any losses. The Break-Even Analysis is also known as the Cost- Volume- Profit Analysis and is used to study the relationship between total cost, total revenue, profits and losses. It also helps to determine tha...
Post a Comment
Read more