Interviewing Process Selling Your Brand Interviewing is an essential part of presenting and selling the brand called “YOU.” You have already been introduced to the company through your resume, correspondence and any other personal interactions you have initiated. Despite all those things, the interview gives you the opportunity to best present yourself to the employer. Your goal is to:

• Gain a clear and accurate picture of the requirements of the position.

• Match your relevant skills, abilities and experience to the company’s specific needs.

• Highlight the value that you will add to that particular company.

Interview Rounds

The interview process has multiple rounds of interviews and is generally the same for most companies.

● The First Interview (Screening Interview—typically by phone) − Purpose: To see if you meet the basic job requirements and assess you for cultural fit

− Your Goal: Marketing yourself effectively and get asked back for a second interview

− Key Aspects:

• Most likely will be conducted by phone and often by someone in Human Resources • Typically a short interview to see if the company should consider you more seriously • Very few offers made after this interview, so don’t discuss salary or benefits (See the “Offers and

Negotiations” chapter BEFORE you interview.) However, do not be surprised if you are asked about salary expectations or most recent salary

• Enables you to collect information about job/company and begin evaluating position • Enables you to begin presenting yourself in relation to the position

● The Second and Subsequent Interviews

− Purpose: Further examining your skills and checking your compatibility with the company

− Your Goals: Directly showing how you will add value to the position; getting a job offer

− Key Aspects:

• You may be interviewed by more than one person or a group of people at once.

• Subsequent interviews on one day may have different themes (e.g., one stressing leadership skills, one stressing functional skills, one stressing team skills, approval interviews, etc.).

• Try to avoid discussing salary and benefits until after an offer is made. (See “Offers and Negotiations” chapter BEFORE you interview.)

• This may involve a stressful situation (e.g., interviewer asking sensitive questions or trying to contradict your answers).

• Use information gathered in previous interviews or discussions to develop a concise strategy of how you are the right person for the job.

Office Visits and Interviewing If your first round interview is successful, in many cases the company will ask you to visit their corporate office for further evaluation. The actual agenda and atmosphere of each office visit will vary from company to company and industry to industry. The following guidelines will help you prepare for a fairly “typical” visit. Structure In general, you can expect to spend half to three quarters of the day in the company office, spending that time in multiple interviews. Each interviewer may have specific information to convey as well as trying to evaluate you as a candidate. At some point in the visit, you likely will be asked to join staff members in a more casual setting—meals, usually. And even though formal testing during the office visit is becoming rarer, you can certainly expect that there will be subtle tests of your stamina, logic, academic strengths, poise and leadership ability. On the opposite side, prepare to answer questions more in depth than the screening interview allowed. The office visit the interviews may be longer, and you must be prepared to discuss yourself and your goals at length. Prepare for Your Visit Every company has a different policy about setting up the visit. Don’t be afraid to ask questions regarding hotel and flight reservations, reimbursement for other expenses, what clothes you will need, what your schedule will be like the day of the visit, etc. Have the company’s expectations about visit logistics clear in your mind before you go. The organization will usually provide you with an agenda of the day’s interviews and give the name, title and areas of responsibility of each person with whom you will be talking. If you are not provided with this information, ask for it. Try to understand how each person on your schedule relates to the others and to the position for which you are interviewing. Be sure to look up each interviewer on LinkedIn to become more familiar with them and their background. Make Sure You are Clear on the Following Areas:

Arrangements – fly, drive, hotel, taxi, parking, meals, credit cards, reimbursement (before/after), office location, maps, etc.

Agenda – how long, starting/ending times, how many interviews, simultaneous panel interviews vs. consecutive interviews, required tests or presentation, titles or departments involved in the interview, any Vanderbilt alumni to meet, tours, etc.

Materials – folder, extra resumes on quality paper, business cards, reference sheets, transcripts, copies of application forms, calendar for scheduling additional interviews, company literature/research/notes, etc.

Personal – appropriate clothes for the trip with backup essentials (carry-on luggage if at all possible), phone numbers of company contact, newspaper of city (to brush up on current events), umbrella

The Day of Your Office Visit

• Arrive on time with extra resumes, copies of any forms sent to the company in advance and receipts

requested.

• A word on note taking: Try to avoid taking too many notes during the individual interviews. It distracts both

you and the employer. Jot down the important information and your comments between meetings. You can use the back of the business card for notes about the interviewer.

• It is very important that you ask questions throughout the day. Questions will demonstrate your interest in

the organization, exercise your self-confidence and give you a chance to direct the focus of a conversation. You are also in an ideal position to learn more about your area of interest. Naturally, there are some questions that are not as appropriate as others. Focus on your contribution to the company rather than vice versa. Remember, in this aspect an office visit is just like a resume or initial interview—you are marketing your talents and skills to a prospective employer.

• The meal or “casual setting” you will most likely find yourself in at some point is not as casual as it may

seem. The interviewer is trying to judge how you will fit in with the organization and how you will represent it when you are on your own. Remain polite and responsive at all times.

• You should be prepared for the employer to bring up the salary issue. You should know in advance what

your range is. A helpful resource is www.rileyguide.com; go to the index and look up salary guides. In addition, www.glassdoor.com may be helpful to you in determining an appropriate salary range for your position and the market.

• Though it is not particularly common, some companies will be ready to make you an offer at the end of an

office visit. (Do not mistake a hypothetical remark for an offer—for example, “…when you are working, we expect…”). Give yourself some time to think over an offer before giving the company your decision. Make sure you have the terms of the offer in writing before accepting anything. See the “Offers and Negotiations” chapter.

• Last but not least, get names, correctly spelled, of the people with whom you interview and write prompt,

articulate thank-you letters. When competition is close, this attention to courtesy is another thing that may distinguish you from the other candidates. Always get a business card from everyone who interviews you.

Interviewing Fundamentals

What Interviewers Are Looking For The interviewer is evaluating you for two things: competency (Can you do the job?) and compatibility (Can you relate to and work well with current employees; is there a good “fit”?). While different companies and interviewers use varying styles and types of interviews (behavioral, case, functional, etc.), all recruiters tell us that they are looking for:

Bright candidates who are well-prepared Good, relevant backgrounds Strong behavioral answers using SOAR format (situation, obstacle, actions, results) Strong case preparation; the ability to frame a problem and solution The ability to identify relevant experiences and skills and link them to the position Candidates who listen well and answer the questions being asked High energy and enthusiasm for the position

Interviewer Evaluations Questions may vary for different positions, but they are designed to aid the interviewer in evaluating each candidate’s overall fit with the job. The evaluation is sometimes in the form of a numerical rating scale based on predetermined criteria. Examples of some characteristics often rated are the following:

Experience: quality, extent, how recent, stability, past record of achievement Appearance: dress, grooming, posture Attitude and Manner: poise, alertness, positive attitude, personality, presence Self Expression: voice, fluency, comprehension, persuasiveness, conciseness, written and oral communication skills Job Knowledge: duties, responsibilities (general, specific, complete) Motivation: goals, drive, initiative, sense of responsibility Judgment: tact, logic, soundness of reasoning Supervision and Planning: plan, organize, direct, coordinate, inspire confidence Enthusiasm: interest, sincerity, knowledge of company/industry Career Maturity: realistic, clearly defined goals, knowledge of strengths and weaknesses

Making a Good Impression During Your Interview

LISTEN carefully; wait for the full question to be asked. Be alert and make eye contact. Avoid awkward leg positions. Sit toward front of chair with a frontal orientation. Keep hands above the table. Ask for clarification of questions, if necessary. Assess the interviewer’s style and adjust accordingly. Make sure you ANSWER THE QUESTION. Ask good, RELEVANT questions, not fancy ones. Constantly stress strengths/skills and use a strong close.

The Interview—Potential Stages and Topics Covered First Impression

• Intro and greeting; “breaking the ice” with small talk (e.g., weather, sports, etc.) • Firm handshake, eye contact • Appropriate appearance and dress • Ease in social situations, manners

Your Record

Education • Reasons for choice of degree, school and concentration • Areas of special interest

Work Experience • Nature of jobs; why undertaken • Level of responsibility reached; duties liked most/least • Supervisory experience; relations with others

Activities and Interests • Role in extra-curricular, athletic, community and social service • Personal interests such as hobbies, sports, cultural interests

Intellectual Abilities • Breadth and depth of knowledge • Relevance of course work to career interests • Value placed on achievement; willingness to work hard • Reaction to authority; ability to cope with problems • Sensible use of resources (time, energy, money)

Your Career Goals

• Type of work desired • Immediate objectives; long-term objectives • Attitude toward relocation/mobility • Realistic knowledge of strengths and weaknesses • Preparation for employment; interests in line with talents

The Company

• Company opportunities where you might fit • Current and future projects • Major divisions and departments • Industry position; trends and issues • Informed and relevant questions; indication of interest in answers

Conclusion

• Further steps you should take (application form, transcript, etc.) • Further steps company will take (timetable, next steps, etc.) • Solid close; asking for the job; cordial farewell

Types of Interviews Different companies and interviewers will use a variety of interviews. It’s important to be familiar with them and practice answering the various types of questions. Behavioral Interviews These are the most common type of interviews, and all interviews typically include some behavioral component. Behavioral interviews are based on the premise that past performance (behaviors) is an indicator of future performance. The technique involves asking a series of questions designed to examine a set of desired competencies for the position such as leadership, initiative or critical thinking by having the candidate relate an example based on a previous experience. For example, if a company has a high-stress environment, the interviewer might ask a candidate to describe a stressful situation he or she has encountered and how it was handled to meet a performance expectation. Sometimes, after you have provided one example, you will be asked for another, just to test the depth of your experience. Sample Behavioral Interview Questions

Tell me about one of your past projects you have worked on that had a very tight deadline. Give me an example of an instance in which you had to get cooperation from a person or group of

people in order to achieve a goal or accomplish a task. Tell me about a time where you had to use creativity (initiative, strategic thinking, quantitative skills, etc.)

in your most recent job. Functional Interviews Functional questions are often combined with behavioral questions in an interview. Functional questions are designed to test the candidate’s knowledge, as opposed to a competency such as teamwork or problem solving. They focus on industry or functional areas such as finance, marketing, operations or strategy. Case Interview A case analysis interview is used to assess your analytical skills. You may be asked somewhat informally during an interview to figure out your approach to a problem (e.g., “Our profit margin has been decreasing at a steady rate the past three quarters. Why?” or “We want to start offering this new service. What are your thoughts?”). You may also be given a case to prepare ahead of time or work on with a group of applicants. The focus is on your thought process more than on your actual knowledge of the subject, so ask questions and take your time! Group (or Panel) Interview In these interviews, you are interviewed by more than one person. Tips for managing a group interview:

• Adopt more of a presentation style to your answers and questions. • Give each person some attention—both verbally and nonverbally. • Maintain good eye contact with each member of the group when answering questions.

Telephone Interview These interviews are typically used for initial screening; however, there are times when flying a candidate to the company site is not feasible and a phone interview is conducted. A face-to-face interview is best, but a candidate should not assume a lack of interest from the company if he or she only interviews over the phone. To make the most of this type of interview:

• Have your resume and the job description available. • You are relying on your voice to convey qualities—exhibit enthusiasm and emotion in your voice. • Make sure you remove background noise or distractions. • Make sure you enunciate and talk clearly. • It is best to use a landline rather than a cell phone.

Videoconference Interview Companies may opt for this type of interview to extend their recruiting budgets. Tips include:

• When you answer a question, look at the video camera, not at the monitor. • Keep expressive gestures to a minimum; avoid rocking in your chair or fidgety movements. • Be careful of how you dress; wear solid colors, not patterns. Unlike a personal webcam, the interviewer

will be able to see you completely, so don’t try to wear a suit jacket and tie with jeans. • Try to reduce your “uh-hmm” and “yes” responses while the interviewer is speaking. The microphone

can easily pick these up, and they may break up the transmission and prevent you from hearing everything the interviewer has said.

• There can be a transmission delay due to the type of connection used; make certain the interviewer has finished speaking before you start.

• Speak clearly and enunciate your words to ensure that the interviewer can hear you—think “broadcast voice.” But be careful; “overdoing it” and being too conscious of your voice can lead to unnatural or awkward speech.

Interviewing Styles In addition to the various interview types, some recruiters will have different styles or approaches in an interview. The following are examples of common interview styles that you may encounter:

• A structured interview with standard questions: There is little eye contact because the interviewer is writing down your answers to the questions. In this interview, the content of your answers is important. However, do not neglect the affective side: interviewers will still note your friendliness and attitude, and they will “hear” a smile even when they don’t see it.

• An unstructured, open-ended interview that may seem to have little direction: It is important that you go into the interview knowing what you need to get across to the interviewer in order for him or her to want to take it to the next step. Sometimes this may mean saying, “Is this a good time for me to tell you a bit about myself?” or “Do you want to know why I am particularly interested in this position?” Do not walk out of the interview thinking that you never had an opportunity to tell the person important things about you: politely take charge and make it happen. Have a game plan for this type of interview just in case it happens.

• A stress interview that can take different formats: The questions are designed to put you on the

defensive and to evaluate your maturity in difficult situations. (“Well you’re here. Why should I hire you? What do you have that a student from Harvard doesn’t have?”) Another approach would be for the interviewer to sit back and ask no questions. Remain professional and polite while explaining exactly why you should be hired!

Getting Ready to Interview

Available Resources to Help You Prepare for Interviews Online Interview Workshops. There are five online workshops located in OAK that you can access at any time. The online workshops include:

Answering “Walk Me Through Your Resume” Understanding and highlighting your relevant competencies in an interview Using frameworks to answer behavioral interview questions Research before the interview How to effectively close the interview

Case Interviewing

The Walker Management Library has a number of case interview books available for checkout. Also, check out YouTube for information on preparing for case interviews.

Preparing for Interviews Preparation enhances your self-confidence, reduces anxiety and provides the substance for focusing on how your qualifications match the organization’s needs. Practice interviewing—how you present yourself and your responses to answers—before an actual interview to polish your ability to impress the interviewer and differentiate yourself from others vying for the position. Follow this checklist of general tips to be as prepared as you can be for every interview:

KNOW AND RESEARCH the Company/Industry Know how to speak the company’s and the interviewer’s language. Keep abreast of any recent news affecting the company or industry. Know the people involved in the interview process (name, title, division, line of authority). Know the specific qualifications for the position. Know the corporate attitudes/characteristics/culture. Know the company’s locations. Know whether the company has shown substantial and consistent growth. Know the company’s financial and competitive position in its industry and know its competitors. Know the breadth of the company’s products, programs or services.

KNOW Your Resume Know the details of stories related to the accomplishment bullets listed on the resume you used to

apply for the position. Know which bullets on your resume are most relevant to the position for which you are interviewing. Be prepared to answer very specific questions about your experiences and skills.

KNOW Yourself

Know how you can contribute to the organization. Know why you want the position and why you want to work for this particular company. Know your interviewing themes based on strengths, skills, values and career interests/goals. Know how your knowledge, skills, attributes and interests relate to the organization’s needs. Be prepared with at least three specific examples/stories in the SOAR format for each theme/skill.

PREPARE Specific Questions

Have several insightful questions (4 to 5) that you want to ask during the interview.

General Interview Tips What approach can you take to be most effective?

Think like a recruiter/hiring manager. Assume everyone else you are competing with has similar qualifications to yours or even better. What about your skill sets and interests would make you valuable for this position? Understand the position requirements and be able to articulate how you stand out and why.

Be focused. Know what you want and why. It’s very important that the company understands why you

specifically are interested in this company, industry and the job. Remember, it’s a multi-tiered decision consisting of what you want to do, where and for whom.

Convey enthusiasm and energy. This is done with both verbal (your voice and choice of descriptive

words) and non-verbal communications (use of hands, leaning forward, facial expressions). Students can also demonstrate this by asking insightful questions about the company and industry—showing you have done your research, contacting alumni at the company before the interview for more insights and finally asking for the job.

Listen attentively. Make sure you answer the question asked, not the question you want to answer.

React to ideas, not to the person. Ask for clarification if it’s needed. Keep good eye contact and good posture; these are prerequisites to good listening and to conveying interest..

Don’t forget to smile. It is amazing how a smile lights up your face and affects impressions of you.

Research the company and industry. Do more than read the company’s website. Conduct Internet

searches, perform research in the library and talk with people who work at the company.

Be prepared with questions. Show the recruiter intellectual curiosity and knowledge. If you have done your homework, you won’t be asking very basic questions. Interviewers enjoy talking with a person who seems like a professional peer.

Prepare for “tell me about yourself.” Definitely make it conversational. Practice until you are

comfortable with your answer, but not so much that it is memorized or feels canned. This answer will be slightly different for every company with which you interview.

Know your strengths (strategy/themes). Have between three and five strengths identified. Figure

out how to work them into the conversation. This is your differentiation! Be prepared with brief, specific examples to illustrate these strengths. Know how you have made an impact in jobs, schools, activities and formal or informal roles/situations. Use quantifiable or measurable results whenever possible. Highlight strengths that match the skills needed for the job.

Be prepared with two weaknesses. Avoid canned responses. The key is to focus on skills (not

personal attributes) and explain how you’ve overcome your weaknesses and what you learned from the process. They do not need to be work-related.

Ask for the job! Tell the interviewer if you would like to receive an offer, ask what the process is and

when the company will let you know the results. Practice all this in a mock interview.

Developing Your Strategy and Stories for the Interview The most important step in preparing for interviews is knowing yourself and your strengths relative to the position and creating a strategy to convey them. Your strategy should include:

What is your goal? (hypothesis) − Specific job? Job at a specific company? − “I want to be a Brand Manager in the consumer packaged goods industry…”

Why are you qualified to achieve this goal? (supporting reasons proving hypothesis) − What three or four strengths / skills do you possess? − “I know I will be a good Brand Manager because my strengths are X, Y and Z.”

What stories do you have to clearly describe these strengths? (supporting evidence proving hypothesis) − How do they relate to the job for which you are interviewing? − “A time where I demonstrated my skill in X is….(using SOAR format).”

The strengths, transferable skills and values you identified through your self-assessment will form the basis for your interview themes. Make sure you do your investigation and read the job description so you will know which strengths and skills are most relevant for the position for which you will be interviewing. Themes can come from:

• Any work experience, even if it is not related to the job • Owen experiences, undergraduate experiences, personal experiences

Themes can feature:

• Explicit job knowledge • Related job knowledge • General skills (presenting, writing, communications) • Technical or specific skills for the job (web analytics, DCF analysis, global sourcing) • Personal and motivational characteristics

Your set of themes needs to answer the question: What can this person contribute to our organization? Once you have decided on your themes, you need to develop “stories” that will support those themes and answer the interviewer’s questions. Your stories should follow the SOAR format. The SOAR format allows you to tell the interviewer:

Situation – Set the scene by providing some background and context related to the job or situation. Obstacle – Describe the problem or assignment you needed to accomplish. Actions – Detail the actions you took to complete your project or solve the problem. Results – Highlight the results you created and how they impacted the organization.

Think up multiple stories for each strength/skill that companies are seeking in candidates:

• Leadership • Quantitative or analytical skills • Teamwork • Creativity/problem solving • Initiative • Etc., etc., etc.

Developing Questions to Ask in an Interview Interviewing is a two-way communication process. Asking questions demonstrates your interest in the company and helps you learn more about the company and position. Remember one of your goals of the interview is to gather information on the specific needs of the company and the desired qualifications of the position. This information helps you to market yourself later in the interview process. Also, asking appropriate questions gives you valuable information to help you evaluate whether the position is a good fit for you. Prepare questions that focus on these areas:

Responsibilities What qualifications does your ideal candidate possess? What are expectations beyond the job description? Resources How big is the department? Does it have its own budget? How much? What training programs are provided? Authority What are the reporting relationships? What are the major areas of accountability for this position? What attracted you to this company and what keeps you here? Performance What are the projected goals for this position? What are the opportunities for advancement within this organization? What metrics are used to evaluate my performance? Culture and Work Environment I have heard the culture of the organization is __________. Would you agree that accurately describes

the culture of the organization? Do employees socialize outside of work?

Decision Making What are the next steps in the interview process? When do you anticipate making a final decision?

When preparing questions, keep in mind that different levels of interviewers (staff, manager, executive, etc.) will demand a different focus and that your questions should reflect this. For example, at the staff level, you might ask whether the training program held any surprises, what the daily routine of the position is, whether the job is what was expected, etc. At the manager level, you want to address a broader scope: What type of employee does the manager look for, how does one position relate to the other? At the executive level, appropriate questions might range from the future of the company and the industry to who represents the company’s greatest competition and why. The more you have learned in advance about the company, the better your questions will be. Also, listen attentively during the interview for opportunities to ask a follow-up question to something a previous interviewer or recruiter stated earlier in the conversation.

A Strong Close to the Interview Demonstrating professionalism and appreciation is important in closing the interview. Follow these tips:

• Thank the interviewer by name. • Reiterate your interest in the position—ASK FOR THE JOB! • Reiterate your key strengths/skills, how they relate to the position and how you will add

value. • Establish a follow-up plan. • Leave additional materials with the interviewer. • After the interview:

− Follow up (that day!) on any promises made. − Create your own set of notes while the impressions are fresh. − Write a solid thank-you note—personalize it by reinforcing themes, your interest and skills that the

interviewer seemed to focus on. − Review and practice for future interviews.

Sample closing statement: Bob, thank you for talking with me today. I enjoyed our conversation. The more I hear about this position with XYZ Company I know that my project management experience combined with my knowledge of the retail industry would allow me to add value as you launch your new product line. I am really excited about this opportunity and would love to get an offer. You can reach me at the number listed on my resume if you have any additional questions. I know you are extremely busy, so if I don’t hear from in the next week as you indicated, I will contact you.

Sample Interview Questions—and Potential Answers

The following are examples of questions that are very popular in interviews, grouped by common categories of questions. You will not be asked all of these in an interview, but you will likely see some of them in every interview. Anticipating the types of questions you will be asked in an interview and sketching out answers prior to the interview will help you feel more confident. Remember that the best answer to any question is a concise and impactful one—do not let your answer to any question go on for more than two to three minutes!! First impression, icebreaker, overview The interviewer may lead with some small talk to “break the ice” and establish rapport. It is important to remain very positive regardless of the topic of this crucial introductory conversation. For example, do not complain about the rain, heat/cold, parking or the class you just left. The interviewer will quickly follow with a question as an overview to your background, such as “tell me about yourself” or “walk me through your resume.” These questions are very similar and the responses are very similar. Q: Tell me about yourself. This question gives you the liberty to add more personal information to your story. Stay focused on unique information about yourself or information that would be particularly interesting and relevant to the company and the position for which you are interviewing. If the interviewer does not ask you this question, you can conveniently lift out portions of your prepared response to answer other questions. If this question is not used, then the interviewer probably will start with “Walk me through your resume.” Your response to this question should:

• Tell your story. • Tell the truth. • Highlight what makes you unique, and focus on your KEY THEMES, but do not simply restate your

resume. • Explain why you are interested in the company and how your goals and background can be of benefit. • Mention aspects of your education and work life that you have decided will be of the most interest to

the employer. • Spend the greatest amount of time in the areas that sell knowledge, skills and attributes. • Be interesting. • Tell just enough information so that the interviewer will want to hear more, NOT give a date-by-date

chronological listing of your life. • Avoid anything that would be potentially biasing or negative. • Be cognizant of what the company needs. • Give accomplishments, not duties. • Be conversational.

Here is one way to break down this question: 1. Education—15 Seconds

> If significant and especially relevant to the position, elaborate more here > Degree(s), honors, major awards to demonstrate work ethic and intelligence > Significant leadership, interests or community activity while in school because that indicates leadership,

time management and ability to prioritize

2. Work Life—45 Seconds > Overview: How did interests lead in this direction? > Key accomplishments: remember action verbs and accomplishment statements > Projects you were enthusiastic about and/or proudest moment, emphasize > Note job titles, dates and duties > What skills you gained that are relevant to the position

3. Current Status—45 Seconds

> What do you have to offer and why? > Key interests, activities and internships, academic achievement, leadership and interpersonal relationships > What you want to apply from “what you have learned” (i.e., key skills you want to use) > I want to work for (or I am considering) your company because... > Key traits and skills that make the fit

Q: Walk me through your resume. This question is very similar to and can be adapted from “Tell me about yourself” and needs to be answered very concisely. Avoid giving a restatement of what is exactly on your resume that the interviewer can read for himself or herself. Rather, provide a brief two- to three-minute statement that:

• Explains why you are interested in this position (state your hypothesis). • Starts with your undergraduate education and why you took your first job and subsequent

jobs. • Briefly hits the highlights of your jobs and experiences in business school

− Reveal information not necessarily found in your resume—highlight what makes you unique (your strengths/your skills and make sure they are ones valued by the company).

− When talking about your jobs, discuss key responsibilities, but more importantly talk about the applicable skills, knowledge and abilities that you gained there (highlighting your KEY THEMES).

− Stress your accomplishments, results and benefits to your employers—don’t give a summary of your job description.

− State why you changed jobs—what were you planning to gain/improve in your new position.

• Explain why you decided to go to business school. • Draw similarities between what you did before and what you would be doing in the job for which you

are interviewing. When walking an interviewer through your resume, don’t just deliver a “canned” pitch about your background. Instead, pay attention to the signals from your interviewer. Make sure it is conversational and pause at the career transitions to give the interviewer a chance to ask a probing question. Example answer: “For my first job after college, I took an analyst position with Accenture because I was eager to learn about solving business problems in a client setting. I have always been fascinated with understanding the needs of customers and what can be done to help them. While at Accenture I gained quite a bit of skill in performing data analysis, but I was constantly staffed on internal projects. I decided to take a job with Booz Allen Hamilton, because it was going to provide me the opportunity to get more customer experience, and they also promoted me to consultant. As a consultant, I was able to lead small client teams, specifically at the EPA. In this role I gained great leadership experience—learning how to set goals for and motivate teams. I also got my first exposure to marketing, because I was heavily involved in marketing our services to customers. I learned that the best way to convince customers to buy your services was to show them that you understood their needs and problems. After being at Booz for nearly two years, I decided that my true passion was marketing. In order to make a switch into that career, I knew I needed an MBA, so I came back to school and am now concentrating in marketing and plan to use my passion for marketing and understanding customer needs to become a Brand Manager at a company just like yours.”

Why you Q: What are your strengths?

Briefly outline your three or four key strengths relevant to the company’s needs. These strengths should be incorporated into your KEY THEMES.

Q: What can you offer us?

Be sure you know something about the position before you answer this. Relate some of your past experience in solving problems similar to those you may encounter. Highlight your KEY THEMES that most closely match the skills/strengths they are looking for.

Q: How long would it take you to make a meaningful contribution?

Be realistic; only in very rare instances will someone come into a new job and make a meaningful impact right away. Speak in terms of six months or so.

Your style, in relation to the job requirements Q: Describe what you believe would be an ideal working environment?

This is a situation where you can bring up some of your rewards and values from your self-assessment. But do not make the description sound too impractical.

Q: What did you like most, and least, about your last position?

Be careful; emphasize the positive. Do not carry on at length about the negatives and try to frame them in a positive light because you were able to learn from them.

Q: What is your biggest weakness?

Be honest with this question. When you identify your “weakness,” focus on a skill and not on a personal attribute or characteristic. Make sure you spend most of your time describing the steps you have taken to overcome it and what you’ve learned from it. Obviously, don’t describe a weakness that would come across as overly negative, e.g., “My quality of work isn’t very good.” Also, try to avoid calling it a weakness. Refer to it as something “you are working on” or “you are still developing.”

Some people when answering this question take a strength and try to turn it into a weakness. For example, “My desire to get the job done sometimes causes me to press a little too hard on my organization. I’m now aware of this problem and believe that I have it under control.” Many recruiters will see through this and ask the question again.

Example response: When I came to business school I know I lacked true marketing experience. Therefore, I have made it a point to learn as much as I can since coming to Owen. I have done this in several ways. First, I have increased my marketing experience in working on a collaborative group project during my second year for a local non-profit organization. In this project, I had to do a considerable amount of research on the educational books market and then take that analysis to develop a strategic marketing plan for a new software product being rolled out. I was able to identify key markets for them to target and the consumers they should target. The company implemented my plan and so far is beating its revenue expectations. I have also used my elective course options to take as many marketing classes I can prior to my internship. I think you will find that I am more than ready now to make a difference for you in a brand management internship.

Q: Describe a situation in which your work was criticized.

Be specific and brief; avoid getting emotional, defensive or bitter about the situation. This can be an opportunity to talk about your proven ability to use criticism as an opportunity to improve.

Q: Are you a leader?

Yes. Always give specific examples using the SOAR format. Think of your best examples of leadership, and they don’t have to come from previous work experience.

Q: How do you think that your subordinates perceive you? Don’t attempt to give a well-rounded answer to this question, since addressing negative perceptions will not help you. Only describe positive perceptions, but be honest. Use this answer to outline your management style, particularly your strengths.

Your career future Q: Where do you see yourself in your career over the next 5 to 10 years?

The interviewer is usually looking to see if your aspirations fit the realities of the organization. This can also be a way of gauging your ambition. Some companies want you to say that you’ll be their president in 10 years; others would immediately screen you out for that answer. A better approach is to mention career paths that you know are realistic and reasonable for the organization. Indicate your desire to concentrate on doing the immediate job well and your confidence that the future will follow from that as you take on new responsibilities.

Salary Q: How much are you worth?

BEFORE interviewing, read the “Offers and Negotiations” section. Try to delay answering questions about salary requirements until you actually have an offer. You may ask what is the typical range for similar jobs in the company. If none is stated, give the range that you had in mind, but qualify it by saying you hope to learn more about the responsibilities and scope of the job.

Why us and why this job Q: Why do you want to work for us?

Indicate that from your research on the company, many of the activities and problems are the sort that would give you a clear chance to contribute to the company through past experience, education and skills. Explain your admiration for the company and what it is that appeals to you.

Q: Why do you want this job?

Describe your interest and enthusiasm in terms of a mutually beneficial relationship. Offer details on the compatibility of the position with your knowledge, skills and career goals and how you foresee your unique contributions advancing towards those goals, as well as those of the company. Having performed your research on the company’s values and environment, you will also be able to speak specifically to cultural fit.

Q: Please give your definition of a _____ (the position for which you are being interviewed).

Keep your answer brief and task-oriented and focus on the responsibilities and accountabilities. Demonstrate your knowledge of the job, why you are interested in it and how you are a good fit for it.

Why this industry Q: What important trends do you see coming in our industry?

Questions like this are why spending time on research is so important. If you haven’t researched the company, this type of question will likely get you eliminated from consideration. Pick two or three things that you see coming down the road. This is your chance to show that you have thought about the future, the economics, the markets and the technology of the industry—and that you have kept informed through journals, newspapers and magazines.

For more examples of interview questions and a list of function-specific questions, check out the Vault and

WetFeet guides to MBA Interviews.

Function-Specific Interviews and Resources

Delivering your personal value proposition through interviews requires being prepared for the different types of interviews you may encounter. While the interview process may be similar for most companies, the type of interview can vary depending on the company, the position for which you are vying or the interviewer. Anticipating these specific kinds of interviews will allow you to be better prepared.

Finance Interviews Finance career opportunities can be broadly divided into several categories:

• Investment Banking • Commercial/Corporate Banking • Private Wealth Management • Portfolio/Asset Management • Equity/Fixed Income Research • Venture Capital and Private Equity • Finance positions at a corporation or “corporate finance”

When you interview for finance positions, firms will use the interview to determine your interest and understanding of the role you are interviewing for and to test your knowledge of finance, accounting and financial markets. They also may use the interview to determine your tolerance for the work environment, as some of these roles (e.g., an associate in investment banking) can be quite demanding. There are generally two parts to a finance interview where prospective employers are evaluating:

• Personal presence, maturity and “fit”—The firm is trying to determine how you will survive in its culture and how you will present to its clients (internally or externally).

• Technical knowledge and analytical skills—The firm is trying to determine if you are analytically oriented and if you learn quickly.

The “Fit” Interview This is a behavioral interview. The interviewer tries to determine how well you would fit in with the personalities and work culture at the company. Three key questions to prepare for this part of the interview are:

1. Why banking (asset management, corporate finance)? 2. Why you? 3. Why our firm?

The goal of your interviewer is to evaluate many of the following: Are you a hard worker? The firm will be trying to assess if you are a hard worker, particularly in banking where you will work very long hours. The interviewer will be looking for evidence from your past that you are capable of taking on a lot of work and if you know what this means. Example: If you played football and had to do two-a-days in the summer heat of Texas, or if you worked three jobs to put yourself through college, tell your interviewer. Are you reliable? The interviewer will also want to determine if you can be trusted with the considerable responsibility of a finance job. This is called the concept of “safe hands.” You need to demonstrate that when given an analysis to do, you will execute it promptly and correctly. Provide examples from your experience of taking responsibility and getting complex, detail-oriented jobs done right.

Are you mature? The company is assessing your general comfort and composure in a stressful situation and your approach to meeting new people, as well as how you build rapport with co-workers and/or clients. To judge this, the interviewer will be evaluating: Are you excessively nervous? You will need to be able to “make conversation” and appear at ease, but not

seem too laid back. You should not project a style of conversation that is overly youthful or informal. You need to appear to be easy to work with, and you should be able to talk through examples of both teamwork and leadership.

Do you demonstrate a healthy sense of pride in your accomplishments and skills, but not superiority and cockiness? For example, you should have a cohesive story of why you want to pursue investment banking—and one that makes sense to a banker. Through the story you should be able to demonstrate that you understand the required attributes for investment banking and highlight them. Your goal is to know your relevant accomplishments and be able to present them with self-assurance.

Do you demonstrate self-awareness and can you show you are adaptable and reasonably risk-tolerant? Are you capable of making deliberate and thoughtful decisions which have allowed you to be successful in your past endeavors? These firms are looking for people who demonstrate these traits because the probability that you will continue to act this way is pretty high. Therefore, prepare stories that highlight these traits.

Are you genuinely interested in this career path? Can you demonstrate your interest based on the research you have done, and are you able to ask intelligent questions? Anyone interested in pursuing a path in capital markets and a role in research has to be able to demonstrate an aptitude for conducting research. Going into an interview without being conversant on the market and macro-economic trends as well as being able to talk about a specific security is unacceptable. You should be reading business press daily, following the market trends, have opinions on what is currently in the news and be up on relevant transactions.

Are you analytical and a logical problem solver? Finance involves a lot of number crunching and detailed analysis. Financial interviewers will want to assess if you have a logical, mathematical mind. Make sure you have examples of your problem-solving and analytical strengths, particularly any that involved quantitative analysis.

If you don’t pass the “fit” interview, it won’t matter how well prepared you are for the technical

interview. Don’t neglect preparation for the “fit” interview. The Technical Interview Some of the financial topics you may be asked about in the interview include:

• Accounting • Structure of the three financial statements • Relationships among the financial statements • Levers for improving return on equity (ROE) • Key balance sheet ratios • Inventory valuation • Lease accounting • Deferred taxes • Pooling and purchase accounting

• Valuation • Commonly used valuation techniques • Familiarity with financial models (Discounted cash flow) • Public comparables • Precedent transactions • LBO valuation

• Capital structure • Tradeoff Theory of capital structure • Equity offerings • Typical IPO timeline • Credit rating tiers • High yield bonds

• Mergers and Acquisitions • Key issues in an M&A transaction • Acquisition structuring (tax strategies, acquisition currency, accretive vs. dilutive mergers)

• Miscellaneous • Pitching a stock • Bond terminology • Derivative securities • Option pricing – Black Scholes • Key economic indicators • Strategic factors involved in transactions

Case Interviews Case interviews are commonly used when you are seeking consulting, operations and marketing positions. The interviewer is trying to observe your approach to the problem, evaluate your analytical abilities and appraise the conclusions you will draw from the facts chosen to consider. While there are typically no “right” answers for a case, you will need to be able to:

• Frame the problem and identify key issues. • Break the problem into workable components. • Identify a solution and communicate it concisely. • Generate thoughtful questions and clarification of case data.

Many people find case interviews to be more fun than general resume questions or behavioral interviews. Having a case interview is like solving a problem, and it enables you to show your imagination and creativity. Keys to Doing Well in Case Interviews Prepare

This cannot be emphasized enough. Do not limit preparation to reading through some sample cases. You must practice, practice and practice some more. You should do mock case interviews with a CMC Coach and your Peer Coach. Case preparation events are also a great resource and are available through the year.

Listen

Interviewers will guide you through a case. If they tell you to avoid or skip a topic, do it. Do not dwell on issues or discussions just to prove you are smart and/or knowledgeable.

Focus on the thought process, not answers

Except in rare situations, interviewers are assessing how you approach a problem rather than if you reached the right answer. A candidate can get the “answer” wrong in a case interview, but still receive an offer because he or she followed a logically structured framework to get there.

Start broad, then quickly narrow

After receiving the first case information, describe your perceptions of the big picture and list two or three key issues that you believe are most important to solving this problem. Then, start to delve into each issue in detail in an exhaustive approach. For example, run out of things to say on that issue before you move on to the next one. One caveat: sometimes the interviewer will give you information during your discussion that makes one issue stand out. If that happens, go right to that issue.

Do not make this painful for the interviewer

Remember that the interviewer has to repeat the same case many, many times. You do not want to be one of the boring times. Try to engage him or her in a dialogue and let your personality shine throughout the interview. Humor, if tasteful, is perfectly appropriate and useful.

Antagonism is not always what it seems

Sometimes the interviewer will act as if you are asking dumb questions or are wasting his or her time. Do not let this phase you—this is most likely just a test to see how you hold up under pressure. Remain polite and focused on the case. Do not become rude or verbally abusive; instead, think of the person as a client who is forced to work with consultants despite his or her protests. That type of client is, unfortunately, fairly common.

Always articulate your assumptions

By telling the interviewer what you are assuming, you accomplish two things. First, you clear up any potential misunderstandings. The interviewer will tell you if you are making an assumption that will hurt your analysis. Second, you are helping the interviewer understand your thought process behind any conclusions you eventually make.

Remember that X should mark the spot

Just like a good treasure map, your progression during a case should lead you somewhere. Make sure that you can wrap up the case in a few sentences that tell the interviewer how you see all of the pieces fitting together.

Criteria for Evaluating Case Interviews One of the fundamental elements to performing well in a case interview is to understand the criteria that interviewers likely are using to evaluate you. The following list applies to case interviews in general. Some companies may rate the criteria differently in terms of importance to the firm, and some do not use all of the criteria. • Analytical Skills

Consulting is about problem solving, and analytical skills are the minimum basic requirements to creating solutions. Frameworks such as NPV and the 3Cs and 4Ps can help you decide on the right questions to ask. Avoid relying solely on models (such as Porter’s Five Forces) as an approach to every case you receive. This can make you seem too rigid. Remember: When you use these models, do not announce that you are using them.

• Creativity No one is looking for creativity to match Van Gogh. Just show that you can look beyond obvious issues and solutions. Of course, you do not want to sound off-the-wall, but you do need to display creative abilities.

• Intellectual Curiosity The firms want to see that you genuinely seem interested in tackling challenging problems. You can demonstrate this curiosity by taking the initiative and asking probing questions about the interviewers of the companies even when they are asking you questions about your resume. This approach also makes you appear enthusiastic, but make sure that your questions are well thought out. Of course, answer all questions asked of you and never interrupt.

• People Skills Clients and other consultants will work closely with you during consulting projects. At times, you will be the sole representative of your firm during client interactions. As such, the interviewer must be certain that you will work well with both clients and other associates. Sometimes referred to as “The Airport Test” or “Stuck in Toledo Test,” interviewers also want to leave the interview feeling that you would be a fun person with whom to spend several hours a day. Thus, be personable or you probably will not make it past round one.

• Structured Thinking This quality is very important to demonstrate during the case interview. Do you present your thoughts in a clear, organized manner? Can someone follow your train of thought by listening to both your analysis, as well as the questions you ask? If your questions appear to come out of left field, then the interviewer might answer “no,” which is not the answer you want.

• Quantitative Skills Being able to think analytically is different from being comfortable with numbers. Many firms will want to see that you are at ease with numbers and equations; they may ask you to perform simple financial or business calculations to prove it. Numbers can also tell stories, and people who can “see” those stories by looking at the numbers will demonstrate solid quantitative skills. Therefore, never ignore numbers if an interviewer provides them to you, but do not dwell on them if they do not tell you anything about the problem.

Marketing Interviews Most marketing interviews include a mix of four types of questions:

1. Behavioral questions 2. General marketing or company-related questions 3. Marketing case 4. Crazy marketing questions

Behavioral Questions You already know all about these as they were discussed earlier in this chapter. General Marketing or Company-related Questions These are designed to test your general marketing knowledge and to assess your passion for this type of work and your excitement about the company or industry. Make certain you understand the company’s products, categories, competitors, etc. Some questions you can expect to answer are:

• Why do you want to pursue a career in marketing/brand management? • Why are you interested in our company? • Describe a good or bad advertising campaign (or commercial) and why. • What are the 3Cs and/or 4Ps? (Some marketers have moved on to the 4Cs and/or 5Ps). Be prepared to

give examples of products or companies that use each C or P in their marketing strategies. • Tell me about a great ad you saw recently; what made it great? (Hint: You want to address effectiveness

of the advertising, not just why you like it.) • Tell me about a bad product that is marketed well or about a good product that is marketed badly. • What was your favorite product or service launch in the last few years? What did you like about it?

Believe it or not, if you are truly passionate about marketing it can be fun to prepare for a marketing interview. You need to watch television (the advertising, not necessarily the shows), surf the Internet and visit the retail outlets where the company’s products or services are sold. Look for insights into advertising

• Why does a company create a particular advertisement? • Where and when are you seeing the advertisement? • What is the company’s strategy for this product or service? Does the advertisement support the

strategy? What is the brand personality and position? • Who is the target customer for the product or service? • What is the positioning of the product or service?

Don’t just consider television advertising; brand messages are everywhere

• Listen to the radio. • Surf the net, look at and follow the company on Twitter. • Check out magazine advertising. • What about billboards, shopping carts at the grocery store and graffiti ads on bathroom stall doors?

Don’t forget to visit the stores where a product is sold • How is the product positioned in a store? Is it different in different types of stores? • What kinds of stores sell this product? What does that tell you about the brand strategy? • What is the pricing strategy relative to the competition? • What is the packaging like? Does it stand out on the shelf compared to its competition? What does it

communicate about the brand? • What is the shelf position? • What new products are available? • Are there any promotions going on in the category?

What if the company markets a service If you are interviewing with a company that provides a service instead of a product (restaurants, retail, mobile phones, coffee), apply the same approach as visiting a store.

• Experience the service. • Check out the competition. • How is the service marketed, positioned, priced? • If it’s retail, what’s the location strategy for the store? • What is happening competitively for the brand?

Evaluating advertising in the interview Think of multiple examples of both good and bad advertisements. Pick categories of products or services that really interest you, where you understand consumer motivations and the relevant brand set. When you have to answer a question regarding advertising or a marketing campaign in the interview, make sure you take into consideration all the different factors mentioned above to create a succinct and insightful analysis: I think that a great example of an effective commercial is XXXX because it:

Convinces: (XXXXX target) That: (XXXXX benefit) Because: (support provided) Through: (character / tonality / story told)

Don’t pick Apple or Nike (or whatever commercial is “hot” at the moment), or products from the company with which you are interviewing or its competitors. Be original. The Marketing Case Marketing interviews sometimes involve case questions. The interviewer wants to assess your analytic capability, your knowledge of and comfort with marketing concepts and frameworks and your problem-solving skills. The interviewer wants to hear what questions you will ask, the hypotheses you might create and what plan of action you will suggest. When answering a case question, you will have to reason out loud. Take a minute or two to map out the question and to organize your thoughts. It’s ok to use a piece of paper to collect your thoughts as you discuss your approach. Use one of the key marketing frameworks to guide your conversation, but don’t refer to the framework (Well, using the 4Ps I would …..). Just use the framework to structure your dialogue. As you work your way through the case, voice your approach, ask for the data and information you need to answer the question and relate your assumptions out loud. Types of marketing cases

• Today is your first day at work as a brand manager for Brand X. What are the 10 most important questions you would ask to find out about the brand?

• You are considering launching a new product. What types of things do you need to consider? • Pick a product that you like. Pretend you are the Brand Manager. How would you create your brand

strategy and what would it be?

• If you were the CEO of our company and thinking of pruning our product line, what would you prune and why?

• You are the Brand Manager for a product that is rapidly losing sales. You could maintain profitability by increasing the price of your product by 10%. What would you consider before doing this?

• How would you grow the market for Brand Y? Tips for success

• Restate the problem you are trying to solve to make certain you understand the question. • Take a few moments to gather your thoughts and determine what questions you need to ask. • Remember that marketing is much more than advertising and promotions. There are many other levers

you can use in marketing a brand. • Use marketing frameworks to structure your answers:

• 3Cs (Company, Consumers, Competitors) • 4Cs add Customers (the middlemen for many products) • 4Ps (Product, Pricing, Promotion, Placement) • 5Ps add Product Life Cycle • STP (Segmenting, Targeting, Positioning) • Profit = Quantity X (Price-Variable Costs) – Fixed Costs • AIDA (a simple model for breaking down the buying process and thinking about consumer

behavior) Attention, Interest, Desire, Action • Break-Even Volume = Fixed Costs/(Price-Variable Costs)

Crazy Marketing Questions Some marketing companies will ask unusual questions such as:

• Sell me this bottle of water. • Create a billboard advertising you. • If your personality was a song, what would it sound like? • If you were a vegetable, what vegetable would you be?

You may think the interviewer is trying to make you uncomfortable, but using these types of questions helps to assess your creativity or innovation, your understanding of marketing concepts and your ability to analyze an unstructured problem. Have fun with these questions, but make certain to apply marketing frameworks to your answers. Corporate Finance

• What is the current long-bond? • Explain DCF analysis. • What is our current stock price? Market value? • Our division is thinking about introducing a new widget product. How would you determine if this

is a good idea? I-Banking / Capital Markets

• Why investment banking? Why this bank? • What is a precedent transaction analysis? • What was the close yesterday of the Dow, NASDAQ and S&P ? • What stocks do you follow and why? • Where is the _____ industry going? Marketing

• Give me an example of a good commercial and why. • Which of our products is your favorite? Why? • Give me an example of a good new product introduction. • What are the attributes of a successful marketing campaign?

HOP

• What are the most significant challenges facing the HR function in the next five years? • Describe a change effort you have undertaken. • If you were responsible for picking your successor, what would you look for in that person? What skills

should he or she have? • How would you evaluate the value of HR to a business?

Best Walker Library Resources for Conducting Company Research:

Business Source Premier Factiva Hoover’s OneSource

Resources to Help You Prepare for Case Interviews

Read the WetFeet guides “Ace Your Case.” Conduct informational interviews with consultants. Consider purchasing several books or guides on case prep:

− Crack the Case by David Ohrvall − Case in Point by Marc Cosentino − http://jobjuice.com − http://bschooljobs.com

Resources to Help You Prepare for Finance Interviews:

• Read the Vault and WetFeet Guides for Finance. • Conduct informational interviews. • Consider purchasing practice guides from http://jobjuice.com/ and http://bschooljobs.com.