interviews(2) copy

Interview Strategies

Topics Covered

i Strategies for Success ................................................................ 1 x Prior to the Interview ......................................................... 1 x During the Interview .......................................................... 5 x The End of the Interview ................................................. 10 x When You Leave the Interview ....................................... 10 x Final Tips for Making a Winning Impression ................... 12 x Sample Proposal Taken to an Interview .......................... 14 x Sample Thank You Email - General ............................... 16 x Sample Thank You Email - Clarification .......................... 17

i Behavioural Interviews ............................................................. 18 i Telephone Interviews ............................................................... 22 i Panel Interviews ....................................................................... 24 i 100 Typical Interview Questions ............................................... 24 i Mastering the Case Interview ................................................... 29

In terv iew St ra teg ies

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Strategies for Success How long does it take for an interviewer to decide if you are a good fit for the job? It takes less than 30 seconds to form a first impression, and that first impression will help form the basis of the decision about whether you are a good fit for the role. Typically, an interviewer will decide this within 3 5 minutes of the start of the interview. The following information will help you to make your best impression right away! Prior to the Interview 1. Be Prepared Know yourself and know the position. As with your cover letter, you need to identify:

What key competencies will my interviewer look for in an ideal candidate for this position?

Analyze the job posting to assess what key competencies (specific skills, strengths and abilities) the interviewer will be looking for. Knowledge of business practices and solutions, communication, leadership, initiative, decision-making, problem solving and/or IT knowledge are common examples of these competencies. Once you have analyzed what the interviewer is looking for, structure your answers to interview questions that youve anticipated to ensure that these key competencies are addressed. Along with anticipating possible questions, having an objective can help you to prepare for an interview. Knowing what you want to communicate to an employer is important, regardless of the questions that they ask. You already did this in your cover letter when you highlighted the key skills and experiences that make you a great fit for this role, so its important to include in your objective at least three things you want this employer to know about you before you leave. You may communicate these things throughout the question and answer part of the interview or you can offer a story, depending on how the conversation flows. Approaching your interview with a defined objective is a strategy that can also help calm your nerves! 2. Research the Company A well-prepared candidate definitely stands out over his/her peers. By researching the company and industry, and being knowledgeable about the line of work, you are able to:

x Talk-the-talk of the industry. Use industry related terms to show you know what the industry is about.

x Prove you are career-focused and want to establish a career within that industry.

x Show the interviewer you are interested in working for their particular company.

Be sure to be aware of the companys: x products/services x competitors x business or

distribution alliances x recent news briefings x names of key

individuals x import/export partners x locations

Practice and review your newly structured answers

24 hours prior to the interview.


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Resources you can explore to do company research:

x Career Insider (Vault) guides: As the worlds most comprehensive and up-to-date collection of guidebooks on career subjects, this resource gives you access to hundreds of guides for a range of different industries. You can also download guides for industry-specific interviews. Access Career Insider through the Resources section of Beedie Community (beediecommunity.sfu.ca)

x Datamonitor 360: This is a new information database available through the SFU Library. It includes 6,500 industry profiles, many of which include Porters 5 Forces analysis, over 30,000 company reports, SWOT analysis for 10% of the companies and hundreds of country reports and statistics. To access Datamonitor 360, please visit: cufts2.lib.sfu.ca/CRDB/BVAS/resource/11401

x Company Information Sessions: The Career Management Centre (CMC) hosts information sessions each semester with employers from various industries. This is an excellent forum for speaking directly with the firm and gaining insight into what qualifications companies are looking for.

x Business in Vancouver, BC Business and other local business magazines

x Information Interviews: This is an excellent way to gain valuable knowledge on careers, establish contacts in your fields of interest and get the inside scoop on your organization of interest. For more information, refer to the Information Interviews career management guide

Additional resources and information on how to research companies can be found in the Job Search Strategies career management guide. 3. What to Bring to the Interview Professional Folder or Portfolio Portfolios are excellent tools that can provide concrete examples of your work and accomplishments during an interview. Your portfolio is a collection of documents that provide additional information, including:

x Copy of your most recent transcripts x Letters of appreciation or recommendation x Summaries of professional training, including certificates and

diplomas x Project reports and other samples of business writing. If your

example is from a group project, make sure you can speak to the pieces that you were responsible for.

x Clientele lists (if appropriate) x Marketing materials you have created x Summaries of projects you have been involved with x Articles you have written x Articles in which your work was mentioned x Publications, patents x Extra copies of your resume, cover letter and list of

references

Be aware of current

events read the Globe and Mail newspaper prior to your interview or check out

www.cbc.ca for headlines.

A career portfolio places you

miles ahead of other job applications.


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Place all the materials in page protectors, within a high quality binder or leather portfolio. You may wish to organize sections using dividers. In addition to the above list, portfolios could include those documents listed below for the following areas:

Finance Portfolio x List of business deals you have closed or negotiated,

including the dollar value of each deal x Value and type of accounts that you have managed x Research reports you have completed Technology Portfolio x If you have an extensive amount of IT experience list

languages, platforms and applications x Detailed information regarding completed projects and

contracts Marketing Portfolio x Samples of marketing material and articles you have created x List of publications x Writing samples covering several different styles

Pen and Note Pad Have a pen and some paper ready so you can jot down notes throughout or at the end of the interview. Dont forget to ask permission from your interviewer before you start taking notes. Your professional folder or portfolio should contain some lined paper, but if not, you can bring a note pad in addition to those items. Proposal To really impress an employer, a past student prepared for the interview by reviewing the internship posting and developing a proposal which he brought to the interview (see page 14 and 15 of this guide). List of Questions When an interviewer asks Do you have any questions for me? at the end of the interview, you want to show that youve prepared by having a list of questions ready to refer to. More information about appropriate questions to ask can be found in the Key Interview Questions section. Business Cards Bring enough business cards for all your interviewers and use a card holder to ensure that they do not get bent or soiled. You can order SFU branded business cards from this website: beedie.sfu.ca/current-students/busCards/. Alternatively, you can create your own cards from an external source such as Staples or Kinkos.

Leave these awkward and oversized items at reception or in your car: x Backpacks x Overnight bags x Heavy coats

Fine-tune your portfolio for

each interview.

Karlo Avenido


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4. Interview Dress The majority of employers prefer that candidates dress in professional business attire; however, some high tech companies and small start-ups and agencies are more casual in their attire. It is important to do research beforehand and know what the industry norms are. The rule of thumb is:

x Match your attire to that of the most senior individuals with whom you will be interacting during your workday. If you are meeting with industry professionals or clients who dress professionally, model this in your interview.

x If in doubt, dress professionally. x If necessary, modify your dress for your second interview.

At least one day prior to your interview, decide what you will wear and prepare your outfit. This avoids last minute problems such as a stained tie, torn nylons, wrinkled dress shirts and unpolished shoes. For more information about interview attire, refer to the Dress for Success section of the Business Etiquette career management guide. 5. Practice! Practice! Practice! There is no better way to increase your confidence and professionalism in an interview than to practice. Prepared candidates show an interviewer they are very interested in working for that firm and are prepared to go that extra mile to prove it. Keep in mind that the competition for jobs is high.

x Jot down notes When you are preparing to answer questions, jot down some notes for each one and highlight key items. Dont write out paragraphs you dont want to sound too rehearsed or robotic.

x Mock Interviews Request a one hour mock interview with the CMCs career advisors. To get even more comfortable with answering interview questions, you can practice with your peers and give each other feedback.

x Interview Stream This is a free interview resource for all SFU students. You can record yourself answering questions that you have pre-selected, or let the software generate randomly selected questions for you. You can also learn how to answer certain questions such as What is your weakness? and Where do you see yourself in five years? Register for Interview Stream through the Resources section of Beedie Community.

x Online Resources Monster Canada: interview.monster.ca Quintessential Careers: www.quintcareers.com/tutorials.html Management Consulting Case Interviews: www.consultingcase101.com/


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During the Interview First Impressions Count! Within seconds the interviewer has made a decision as to whether you are a potential candidate. This impression is based on your professionalism, confidence, and whether or not you are approachable. Verbal Communication Skills Richard H. Beattys book, The Interview Kit, suggests: Your verbal communication skills (or lack thereof) are going to be rather evident throughout the interview here are some basic guidelines to follow in communicating effectively:

x Be expressive: Use alive, animated speech. Avoid using a monotone voice.

x Articulate: Pronounce words clearly. Dont mumble or slur your speech. Be aware of your pace and dont speak too quickly or too slowly.

x Project your voice: You want to sound confident but not overly aggressive

x Be concise: Avoid being too wordy or rambling on. Stay focused and to the point.

x Be direct and forthright: Dont be evasive or beat around the bush.

x Focus on the positive: For example, in response to What do you think of your schools MBA program? you can answer, Im really enjoying the program, learning a lot and developing new skills in so many areas, specifically in the area of sustainability. Please avoid talking about how much work it is or how difficult and uninteresting your courses are.

Types of Interview Questions

x Situational: These types of questions force you to speculate on what you would do in a certain situation.

What would you do if your manager was out of town and left you a project that you didnt know how to do?

x Yes/No: Never answer a job interview question with only a yes

or no answer. Always justify a yes or no answer with substantial back up. Give examples and display your comprehensive knowledge on the matter. Do you have experience with SQL?"

x Technical: The questions are meant to see if you have the background and technical knowledge required to do the job. Dont underestimate the interviewers knowledge of that area.

What is your level of experience working with SQL?"


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x Brain teasers: These types of questions are often used during consulting interviews. There is no right or wrong answer; rather, the interviewer is looking to see what your thought process is

How many cell phone ring tones are downloaded each year in Canada?

x Behavioural: This involves candidates answering questions based on their previous experiences. Information about the behavioural interview can be found on page 18 of this guide.

x Conversational: The interviewer wants to gauge how well you would fit with the organization culture and team. As casual as the conversation may seem, dont forget that you are still being interviewed.

Key Interview Questions When answering any interview question, you must prove (through stating examples) that you have the skills and ability to do the job! When talking about your strengths and skills provide specific examples of when and how you developed those skills. Draw on experiences from work, school and your volunteer activities. Avoid talking in generalities and abstractions. Discuss your experiences and avoid overusing the pronoun we. The following key questions are often part of an interview in one form or another. They present an opportunity to sell your skills and abilities related to the position. Give concrete examples of how your experience, skills and/or interests make you a strong candidate. 1. Tell me about yourself.

Present your profile. Include 3-4 strengths you want to promote about yourself related to the job and provide examples. Your goal is to show the interviewer that you are credible, competent and compatible with the organization. DO NOT start with My name is. Launch straight into your experience that is relevant to the job you are interviewing for. The interviewer should never ask herself Why are you telling me this? The length of your answer can range from 1-2 minutes the key is making sure that you are engaging your interviewer with relevant information!

BBA Example: I am a recent BBA graduate specializing in Marketing. I completed four co-op work terms while I was at SFU, and this gave me two years of related experience as I was working as a Product Marketing Assistant at TELUS. In this role, I spearheaded a project to re-launch a remote monitoring service, which involved liaising with the sales department to identify gaps in the current process. I was able to enhance my project management and problem resolution skills. As an engaged university student, I was very involved with leadership roles throughout university, and I held the role of VP External Relations with the Student Marketing Association. I developed my communication and relationship building skills, as I was constantly reaching out to organizations and

Avoid the following: x My name is x I was born in x I went to XYZ high

school

Seize the opportunity to

practice interviewing skills with mock interviews.


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members of the SFU community. With my previous experience working in the telecommunications industry combined with my strong leadership and communication skills, I believe I will excel in the Leadership Development Program. MBA Example: I recently completed my MBA at SFU, and it was during an MBA conference in Dallas last year that I met the Director of your Partners Program, Julie Hummel. I have always been passionate about utilizing technology to meet the needs of the 21st century. I have over 6 years of experience in channel program management spanning North America, Asia, Europe and the South Pacific. I understand the importance of strategic partnerships as I was in charge of building long term relationships with Professional Conference Organizers, Travel Managers/Procurement Experts and Tradeshow Associations while working at One World Inc. In this role, I have a track record of closing six-figure technology solution deals in a B2B environment, and I developed a strategy for raising product awareness and engaging key trade partners in North America. As an experienced Client Relationship Manager, with a strong technical background and an in- depth knowledge of the buying behaviours for Mobile Points target market, I feel I could make a valuable contribution as your Senior Manager, Partnerships.

2. Why should I hire you?

As in #1, discuss your strengths related to the needs of the job, and support this by providing examples. Incorporate a mix of technical skills as well as a cultural fit.

I have a strong knowledge of SAP developed from my work with XAX. As well, at Simons I worked on a number of project teams, often as the project leader. As a result, I have developed strong people and project management skills. Also, the core values that your organization stands by is something that resonates with me, as I strongly believe in respecting the individual, collaborating as a team and striving for quality work.

3. Why are you interested in this job/role? (Why do you want to work for us?) The interviewer is trying to determine if you are really interested in working in that career area and for their company and if you have done your homework. In your answer explain why your skills are a strong match for that job.

To prepare for these interview questions thoroughly research the company. If you can show you are knowledgeable about their organizational history, needs, future potential, and industry information you will appear to be a stronger candidate.

I am interested in the Business Development Office position at Teleca because I started my career in telecommunications at your organization over five years ago during my undergraduate degree as a co-op student. I worked closely with the Consumer Solutions team, and from the beginning, it was clear the organization culture at Teleca is very supportive and embraces employee growth and

An excellent interview

preparation book is Richard H. Beattys The Interview Kit

Great resources to help you research companies are:

* Career Insider/Vault Guides

* www.quintcareers.com/ researching_companies.html

*SFUs library * www.glassdoor.com

* Annual reports


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development. I was very excited when my former supervisor reached out to me to let me know about this opportunity in your BD division. With your recent acquisition of XYZ Communications, you will have the ability to develop lines into Mainland China. This is of great interest to me as I spent the last two years working in a large teleco in Hong Kong. I am very interested in investing my skills in this project, with the long term prospect of working within your Asian Business Development division. What if the position that you are applying to is an entry-level role, or at a level lower than what the employer would expect you to apply to? Sometimes the best approach in this situation is to be honest and have a realistic approach to your answer. After analyzing the job posting and looking realistically at my 5-10 year goal, I feel I need to gain more experience in this aspect of the business, especially because my past experience has focused more on the operational side of things.

4. What do you see as a major challenge that our company is

going to face in the coming years? This is a great way for any interviewer to determine whether you have done your research. Do as much research as you can to learn everything about the company, industry and competitors. Doing a SWOT analysis (strengths, weaknesses, opportunities, threats) will also help you get a good understanding of what the company will be facing in years to come. Read the companys annual reports, related news articles and local business newspapers such as Business in Vancouver. Talking to people in the industry is a great way to get information that is not easily accessible.

5. What is your weakness?

This question can be tricky to answer. Dont say you dont have any. Show the interviewer that you know yourself and can acknowledge what you need to improve on. Your response to this question will also let your future employer know how he can assist you in your new role. Try not to cite personal characteristics as weaknesses, but be ready to have one if the interviewer presses. Pick areas in which you are working on improving or have already shown an improvement (not areas that continue to be a problem). Another strategy is to talk about a weakness that you have learned from and developed stronger skills as a result of. Never pick items that could be detrimental to your candidacy. Never use I am a perfectionist or I am a workaholic; both are extremely overused and sound insincere. An area that I am working on is my time management skills. I am the type of person who loves being busy and I tend to take on more than I should. To ensure that my projects are on track, I rely on my favourite iPhone app, Trello. I lay out my projects in terms of daily requirements, and on Fridays, I evaluate my progress. Ever since I adopted this into my routine, I found that Im able to prioritize and manage my projects more efficiently.

NEVER ask questions

about salary or benefits in a first interview

wait until you have a job offer.

fir


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6. What would your previous manager say are areas you need to improve on? Think back to your previous performance reviews. As with the question about your weakness, you dont want to highlight something that will be raise a red flag and be detrimental to your candidacy. Choose an area that is truthful but perhaps not as crucial to the position you are applying for, and follow up by saying something positive about what you are doing to work on this.

7. What are your salary expectations?

You can choose to answer this question with a comment that your salary expectation is negotiable, but be prepared should the interviewer then request a specific salary figure. At that point, dont limit yourself to one figure, instead offer a salary range. Do your industry research to assess what salaries are applicable to that job and in that region.

8. The salary you are asking for is near the top of the range for

this role. Why should we pay you this? You need to know what your key selling points are and what sets you apart from other candidates. If you are asking for a salary on the higher end of the spectrum, do your research do you have experience or key competencies that other candidates may not? Please note that if your MBA degree was a requirement for this position, you cannot use that as your rationale.

9. Do you have any other interviews or have you had any job offers? This is not information that you need to share with the interviewers, so you can be slightly vague in your response. Strong candidates will have other interviews and employers know this, but always put the emphasis back on why you are interested in their particular firm. If this is in the only interview you have, you can mention that you are only seeking employers and positions where you see a good match, and follow that with why you are a great match for this position. A good response that does not disclose too much information is: I am currently looking at a few other opportunities.

10. Do you have any questions for me?

This interview question shows if the candidate is really interested in working with this company, or if the candidate is merely applying to any and every internship/job posting they see. If you dont have any questions for the interview, you will come across as unprepared or indifferent, so ALWAYS ask questions! Ask questions about the specific job, departmental structure or the people working in the department. General questions about the companys strategic direction or long term plans would not be typically discussed in the interview. This is strategic information and the interviewer doesnt know if you will decide to join their competitor instead. Also, questions about the industry or external events impacting the company are not appropriate since you should have found this information out before hand by doing your research. Questions to Avoid:

Prepare 6-10 questions for the interviewer(s), but be

prepared to ask your top 3-4 questions.

Refer to the Negotiating

Salaries & Work Conditions career

management guide for more tips on this topic.


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What does this position pay? NEVER ask about salary or benefits. The first interview is an opportunity to SELL yourself to an employer. How long would I need to stay in this position before I can apply to other opportunities? This makes it look like you want this job just for that foot in the door. Do you think Im the best candidate for this role? Dont put the recruiter on the spot. How many offices do you have in Canada? You should have researched this beforehand. The mandatory last question: Your very last question should always be Whats next? Will there be a second round of interviews? When can I expect to know your decision? When will you let the successful candidate know?

The End of the Interview After you have asked the interviewer your questions and he/she has indicated what the next steps are in the recruiting process, as a highly effective means to reinforce your candidacy for the position, it is strongly recommended that you: x Re-state your interest in the position. x Briefly summarize how your experience matches their needs. x Offer your business card. Often the recruiter will then offer their

business card. You should also ask for their business card (this way you have their contact info for the follow up).

Thank you for your time. I am very interested in this position. I feel that my marketing education and extensive experience working with social media has equipped me with the skills needed for this internship. I look forward to hearing from you. If you have any further questions please dont hesitate to contact me. (Hand them your business card).

When You Leave the Interview Within 24 hours, mail or email a professional thank you note to each of your interviewers. If writing to more than one interviewer, we recommend you make sure the letters are tailored to each. If you are going to write only one letter, address it to everyone who interviewed you, thus avoiding each individual receiving a form letter. Recruiters will check with each other to see if you took the time to tailor the thank you note to each interviewer or if you merely cut and pasted the same message.

A powerful closing to an interview includes: x a statement of your

interest in the position, and

x a summary of your skills and experience related to the job.

NEVER leave an interview

without asking whats next?


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Thank You Email Within 24 hours, email a professional thank you note to your interviewer. If you had more than one interviewer, we recommend you make sure the letters are tailored to each person. If you are going to write only one letter, address it to everyone who interviewed you, thus avoiding each individual receiving a form letter. Recruiters will check with each other to see if you took the time to tailor the thank you note to each interviewer or if you merely cut and pasted the same message. Thank You Card A thank you card is a great way to leave a lasting impression, as most students will opt to send a thank you email. Recruiters have indicated that a card will sit on their desk for over one week, and is a good way for a candidate to be remembered. There are a couple of options for when you can deliver the card to your interviewer. You can bring a blank card with you to the interview (have extras in case there happen to be multiple interviewers), leave the office and find a place where you can sit down and write your note, then bring it back to the receptionist. Alternatively, if there is a longer turnaround time before you will hear back from them, you can put some thought into the card and write it at home, and drop it off at their office the next day. In Your Message In your thank you message, revisit your key strengths related to the position, confirm your interest in the job, and if needed, dispel any concerns which you felt the interviewer had about you. Personalize your message by reflecting back to the interview and mentioning something that you learned, or something that will help them remember you. Ensure your message is professional, and without grammatical or spelling errors. Between equal candidates, a thank you letter can be what secures the offer. Please see the following pages for samples of typical thank you letters. Follow Up It is possible that you will not hear from the interviewer when they said you would. In this case, you will want to follow up with them after the timeline given to you. If you have not heard back after the first follow up, wait 3-4 business days before following up again. Use your judgement when deciding how many times you will follow up. 1-2 times is generally acceptable, unless otherwise directed by the interviewer. Different methods of communication should be used email is generally preferred by recruiters for the first follow up, and phone for the second.

A thank you note gives you an opportunity to highlight a strength or skill that you

deem appropriate to the job description, but perhaps

forgot to emphasize during the interview.

Tip: If you learned anything

personal during the interview, you can add a

note referring to that.

Example: Enjoy your trip to Venice. It was one of my

favourite cities in Italy when I was there last

summer.


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Final Tips for Making a Winning Impression It is important that you form a great first impression once you step into the door of the building..... Preparing for the Interview

x Prepare and rehearse your answers to common interview

questions, but dont sound automatic. x Ensure you are well groomed and presentable this means

that your breath is fresh, perfume and cologne is kept to a minimum and body odour is controlled. Refer to the Business Etiquette career management guide for more information.

The Day Before

x Pick out what you will wear the night before to avoid headaches such as stained ties, torn nylons and wrinkled shirts. Refer to the Business Etiquette career management guide for information on appropriate interview attire.

x Prepare your portfolio and make sure you have enough copies of the documents you need.

x Map out your route to the interview and make sure you know exactly how long it will take to get there. Plan alternate routes or transportation options just in case there is a last minute road closure or SkyTrain delay.

When You Arrive

x The interview starts when you walk through the doors of the building. Be respectful to everyone you meet, including those in the elevator, waiting room and even the receptionist.

x Turn off all cell phones and electronic devices.

x Visualize success as you sit waiting for your interviewer. See yourself acing the interview and getting the job.

Plan to arrive at the

interview 10-15 minutes in advance. If you are very early for your interview,

grab a caffeine free tea or sit in your car until 10

minutes before.


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During the Interview

x Be present by putting away all other concerns and worries.

x Introduce yourself clearly with your first and last name. Ensure you have heard the interviewers name.

x Put forward a firm handshake.

x Keep in mind that eye contact conveys confidence. Also, make sure you are sitting faced towards the interviewer!

x Keep the tone your conversation positive; dont dwell on the gloomy weather or how difficult it was to find their office.

x Hand gestures can help to emphasize key points, but avoid overuse of the hands. Respect personal space.

x Taking and bringing in notes is okay, as long as you are not relying on your notes and remain engaged throughout. Make sure to ask the interviewer first, and then be sure to actually take notes!

x You can ask for a question to be repeated or for clarification if youre unsure of the intent of the question.

x SMILE!


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Sample Proposal taken to an Interview

Kurt Zang

1234 Maple Street, #207 (604) 555-5555 Vancouver, BC V6H 1P4 [email protected]

Initial Project Proposal The project could be divided into four phases:

Phase 1: Project specification and planning (weeks 1 and 2)

Objective of this phase is to create clear mutual understanding between the Deans Office management and project team regarding the goals and results of the project.

1. Initial project specification Define project boundaries and create realistic project goals and schedules Resources: Meetings with the management team

2. Office needs and stakeholder analysis Analyze current program (business activities and processes, users, functions, inputs and outputs,

related systems), identify problems with the present program and additional needs Stakeholder analysis: Identifying the groups and individuals to be consulted during the project Resources: Management team, relevant personnel, and office data (financial statements, facility

inventory data, floor plan records, etc.) 3. Project plan

Agreement of final project purpose and awaited results; project budget Project structure: Scheduled project activities and specific responsibilities Resources: One day workshop between Project Supervisor/Administrator and Research Assistant

Phase 2: Data collection and analysis of desired program (weeks 3 and 4)

The objective of this phase is to present management with a few feasible options. The final data collection and analysis structure will be defined in the planning phase. The following list is compiled based on the original scope of the project.

1. Program research Specify the currently available facilities management database programs on the market, their

respective functions, flexibilities, strength and weaknesses, prices, market segments, and warranty terms, etc.

Resources: business school, project supervisor, Internet, professional magazines, software dealers

2. Provider/manufacturer research Specify the providers, the companies reputation, product image, and technical support services

before/after purchase Resources: business school, project supervisor, Internet, professional magazines, software

dealers 3. Research of feasibility of internal developing

According to the complexity of the program, and the cost-benefit analysis of the previous analysis, decide whether it is feasible to develop the program by using internal resources

Resources: Beedie School of Business, project supervisor

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Sample Proposal taken to an Interview (continued)

Kurt Zang

Phase 2: Data collection and analysis of desired program (weeks 3 and 4) cont

4. Recommend alternatives

Alternative 1: recommend the office management with 2-3 programs to purchase which can satisfy the offices needs, and have relatively powerful functions as well as favourable pricing

Alternative 2: develop a database program internally Alternative 3: revise and enhance the presently used program

Phase 3: Development and testing of the program (weeks 5-10)

The objective of this phase is to implement one of the above alternatives chosen by the office management, install and pilot test the database, and assess the program.

1. Implement alternatives decided by management Purchase or develop the program, and install it Pilot test the database model Prepare data for the program

2. Evaluate the program, identify constraints and raise recommendations The real performance of the program, whether the efficiency is improved, cost is decreased, and

management needs are better addressed Identify the aspects which should be further enhanced

Phase 4: Project report compilation (week 11)

The objective of this phase is to present for the management a detailed report of the project.

1. The report will contain a brief summary of the project implementation course, a detailed introduction of the new program, and future recommendations for enhancements

2. 1 day workshop with the management team or project supervisor

Project skill requirements:

The research assistant should possess skills in the following broad topic areas: 1. IT systems for management (esp. good understanding of Database and Business Modelling) 2. Supply chain management: inventory management and control, forecasting and planning (floor plan) 3. Marketing: analysis (esp. in the high-tech market) 4. Communication skills, both oral and written

What I could contribute to the project:

According to my previous professional experience and my MBA studies, I would contribute in the following project areas: IT management: Analysis of current systems, development plan for company IT applications to support

the selected strategy, familiarity with database design and modeling Supply chain management: Analysis and development plan for supply chain, such as inventory control Marketing: Market and marketing analysis, strong market research skills

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Sample Thank You Email General

From: Caroline Linde [mailto:[email protected]] Sent: May-15-XX 9:00 AM To: Mariam Jones [mailto:[email protected]] Subject: Thank You Dear Ms. Jones, Thank you very much for the time you took to interview me today for the internship position. I appreciated the information you provided regarding the Maximizer CRM program and the duties the successful candidate will need to perform. I believe I have the necessary skills to excel at this position. My experience in building and maintaining databases and my attention to detail, as well as my strong organizational skills, will add value to the operations of your department. I look forward to hearing from you and the possibility of joining Ingenious Design Ltd. Sincerely, Caroline Linde Caroline Linde MBA Candidate, Class of 20XX Beedie School of Business Simon Fraser University

Note: Do NOT copy this sample word for

word. Remember, you have many classmates who could be doing the same.

An employer does not want to receive thank you letters that are identical.


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Sample Thank You Email Clarification

From: Carolyn Gump [mailto:[email protected]] Sent: May-15-XX 9:00 AM To: Michael Gold [mailto:[email protected]] Subject: Thank You Dear Mr. Gold, I'd like to thank you for talking with me about the summer internship project with Big & Bold. I truly appreciate all the time and care you took in telling me about the project and learning more about me. I dont feel that I gave you a clear answer during the interview to the question of my work style. I am a target-oriented and efficient team player with good analytical and communication skills, who always thinks outside the box and enjoys solving problems. I sincerely hope I will get the chance to work with you. I'm so pleased that Big & Bold is considering setting up a new diploma program in Human Resource Management, and treated me as a competitive candidate for the market research and feasibility study portion. I believe the knowledge and experience I've already cultivated makes me the best fit for your internship position. I also feel I could learn a great deal in this project and would certainly enjoy the opportunity of working with you. I am eager to bring my passion for people and human resource management, as well as skills in business development / market research to this position. I would very much look forward to working with Big & Bold this summer. Please feel free to contact me if you need further information. Thank you again for the interview. Sincerely, Carolyn Gump Carolyn Gump BBA Candidate, Class of 20XX Beedie School of Business Simon Fraser University

Note: Do NOT copy this sample word for word.


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Behavioural Interviews What is it? The behavioural interview involves asking candidates to reflect on their previous experiences and answer questions based on these experiences. Why is it used? The basic premise behind behavioural interviewing is based on your past behaviour as the best predictor of your future behaviour. In essence, if you ask behavioural-oriented questions, youre no longer asking questions that are hypothetical, but are now asking questions that must be answered based upon fact. The interviewer determines the capabilities and traits that are essential for success in a position. Each question is designed to determine whether the candidate has developed these competencies through their past experiences. A typical behavioural interview question starts with:

Tell me about a time when or Give me an example of With a behavioural question, the interviewer is looking for results and not just a list of responsibilities and activities. The interviewer listens for names, dates, places, the outcome and especially what the individuals role was in achieving such an outcome. Preparing for the Behavioural Interview Step 1 Prior to the interview, you need to identify: What are the key skills and competencies needed to be successful in this job? Key skills and competencies the interviewer will be looking for include:

Decision-making Relationship management Leadership Team player Strategic/creative thinking Initiative Analytical Communication Time management/organization Problem solving

Behavioural Interview

questions require you to answer based on YOUR PREVIOUS

EXPERIENCE.

Tell me about a time

when. Answer this question

referring to a SPECIFIC EXPERIENCE

you have had.


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Step 2 Prepare to answer questions that will require you to talk about specific experiences where you used the key competencies the position requires. Here is a list of related questions for each of the competencies mentioned above: Decision-making

x Tell me about a time when you had to make a decision with little or no background information.

x Give me an example of a time when you were told to do something in a way you know was wrong. What did you do?

x Tell me about a time when you were given a project to do and didnt fully understand the assignment. What did you do?

x Tell me about a time when you failed at something. Relationship management

x Tell me about a time you provided exceptional customer service. x Give me an example of when you had an unsatisfied client. What

did you do? x Describe a time in which you felt it was necessary to modify or

change your actions in order to respond to the needs of another person.

x Give an example of a time when you had to address an angry customer. What was the problem and what was the outcome? How would you assess your role in diffusing the situation?

Leadership

x Tell me about a situation when things got out of control. Why did it happen and what was your role in the chain of events?

x Tell me about a time when you demonstrated leadership. Team player

x Tell me about your most successful team experience. x Describe a time when you had to work with a team to achieve a

goal. x Tell me about a time you worked in a team that did not get along. x Describe a time when you had to work with strong-willed peers.

Strategic/creative thinking

x Describe an experience that involved creating a vision and implementing it.

x Describe the most challenging project you have been responsible for. What were some of the strategies you used to accomplish your goals?

x Tell me about a time when you had to think outside the box in order to get something done?


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Initiative x Give me an example of a time when you had to go above and

beyond the call of duty to get a job done. x What does initiative mean to you? Tell me about a time when

you demonstrated initiative.

Analytical

x Tell about a time when you needed to develop and use a detailed procedure to successfully complete a project.

x Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go through?

x Describe the project or situation which best demonstrates your analytical abilities. What was your role?

Communication

x Tell me about a time when you had to sell an idea to your colleagues to get buy in?

x Tell me about a recent successful experience in making a speech or presentation. How did you prepare? What obstacles did you face? How did you handle them?

x Tell me about a time when you had to use your verbal communication skills in order to get a point across that was important to you.

Time management/organization

x Tell me about a time when you had to manage a high volume workload. What did you do?

x Describe a time when prioritizing was essential to achieving your end goal.

Problem solving

x Give a specific example of a time when you used good judgment and logic in solving a problem.

x Some problems require developing a unique approach. Tell me about a time when you were able to develop a different problem-solving approach.

x Tell me about a time when you anticipated potential problems and developed preventative measures.

x Tell me about an ethical dilemma you faced.


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Step 3 When answering behavioural questions, we suggest you use the SHARE response:

S: Situation Describe the context in which the behaviour or action took place.

H: Hindrance Describe what the real issue was. What were the roadblocks and what needed to be solved?

A: Action Logically take the interviewer through the steps you took to handle the situation or resolve the problem. Keep your answer clear and concise.

R: Results Explain your results even if you werent as successful as you had hoped. Its important to make it clear that you understand the implications of the outcome and why it happened. E: Evaluate Sum up what you learned. If the result above was negative, briefly explain how youll handle future similar situations.

Tips when using SHARE: x Students often spend too much time on the situation and not

enough time on action and results.

x With questions that are negatively focused (ex: Tell me about a time when you failed to meet a deadline), its important to use the evaluate portion to show what you learned from the situation or what you would do differently in the future.

x Typically your answers should be approximately 1.5 to 2 minutes in

length. However, for multi-part questions, or for more detailed examples, 3 to 4 minutes is appropriate as long as the interviewer is engaged.

x Prior to the interview ASSESS the CORE SKILLS/COMPETENCIES

needed to be successful in the job.

x Prepare for questions that will require you to talk about experiences wherein you used these skills. AVOID talking in generalities or giving hypothetical answers.

x Provide SPECIFIC EXAMPLES from your previous experiences.

x Ensure that the interviewer understands YOUR contribution to the given question/scenario. Avoid too many references to group experiences, such as What we did was

AVOID giving a hypothetical

answer. The interviewer wants a

SPECIFIC EXAMPLE from your past experience.

Please see

www.quintcareers.com/ tutorials.html

for more hints on how to answer frequently asked

interview questions.

Be sure to use the

SHARE technique when

responding to behavioural interview questions.


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Telephone Interviews With telephone interviews, it is harder to build rapport with the interviewer and assess their reaction. It is therefore important to project your energy, enthusiasm and confidence through your voice. If you are in job-seeking mode, you should always make sure that the phone number you have provided has a professional voicemail message. If the interviewer calls you and wants to do the interview on the spot, try to reschedule to a later time when you are not rushed. You can say I am just on my way to an appointment now. Can we arrange a time to meet later today? Do your research Prepare for the phone interview as you would for an in-person interview. Analyze the job posting, identify key competencies, and conduct research on the company and industry. Prepare questions you want to ask in advance and write them out. Before the interview Determine if the interviewer will be calling you, or if you will be calling them, and keep regional time differences in mind. Anticipate the interview lasting anywhere from 15 to 45 minutes as they are generally shorter than in-person interviews. Find a room in your house (or school) that is quiet and free of interruptions. If you are going to be on campus during your phone interview and need a quiet space, contact the CMC at least one day in advance and we can book a room for you. Practice speaking clearly by answering your questions out loud. Do you mumble? Are you speaking too quickly? Is your voice loud enough? Are your sentences filled with ums, ahs and you knows? Does the word like show up frequently? You may not notice that you use these repetitive speech patterns, but over the phone, they can be particularly obvious. If you want to practice your phone interviewing skills, book an appointment with one of our CMC Career Advisors through Beedie Community (beediecommunity.sfu.ca). The day of the interview As you would for a regular interview, dress professionally for the telephone interview. The reason for this is we tend to project ourselves more professionally and confidently when we dress the part. Have your resume, cover letter, reference list, copy of the job posting and portfolio on hand to refer to during the interview. You may wish to have paper and a pen on hand to take notes, as well as a glass of water. The interview starts when you pick up the phone, so answer with a professional Hello, _______ speaking.


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During the interview Smile and introduce yourself. Be sure to speak clearly and slowly, enunciating your words. When the interviewer is introducing him/herself, ensure you hear the full name. If there is more than one interviewer, ask for each persons name. Better yet, find out who will be interviewing you beforehand. The interview will progress as if it were an in-person interview. You may find that the silences seem longer as you cant see what the interviewers are doing (they usually are writing notes or referring to your resume). If you need more time to think about the answer to a question, communicate this by saying Let me think about this for a moment If you dont understand a question, ask the interviewer to repeat it and listen carefully, or ask for clarification on a point. Even if you have taken notes beforehand and prepared some answers by writing them down, NEVER READ YOUR ANSWERS ALOUD. THE INTERVIEWER WILL SPOT THIS IMMEDIATELY! Rather, make bullet points to cover each topic. Be careful not to shuffle your papers around! At the end of the interview Just as you would for an in-person interview, ask questions that demonstrate your research and interest in the position. You may not be able to ask all the questions that you prepared, so listen for signals that the employer is trying to interrupt you. Thank the interviewer(s) for their time. Do not forget to ask what the next steps are in the process! After the interview Follow up with a thank you letter or email. If you dont know the interviewers email address, you can ask is there an email address that I can reach you at in case I have any questions? If you had more than one interviewer, you can address the email to all of them, instead of emailing them individually with the same message.

Speak clearly and

slowly when answering questions in a phone

interview.

NEVER read answers off a script!


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Panel Interviews A panel interview involves two or more interviewers. Each interviewer is assessing your fit for the position you are applying to. Keys to Success

x Consider all interviewers (despite their titles) to be assessing your suitability for the position.

x When answering questions, use the sprinkler technique. Start

with the interviewer who posed the question and as you answer the question move your gaze from one interviewer to the next. Your final comments should be directed to the originator of the question.

x Prepare targeted questions for each person at the end of your interview. This shows that you have done your research.

x At the conclusion of the interview, shake hands with everyone and thank them for their time.

x Send an individualized thank you letter to everyone on the

panel. This means you should not send an identical letter to each person. Employers will compare to see if you took the time to customize each letter.

100 Typical Interview Questions (by Ron Fry) The Killer Question 1. So, tell me a little about yourself.

What have you done with your life? 2. Why are you thinking about leaving your current job? 3. Are you still employed at the last firm listed on your resume? 4. After being with the same organization for so long, dont you

think you might have a tough time getting accustomed to another?

5. Youve changed jobs quite frequently. How do we know youll stick around if we hire you?

6. Youve been with your current employer for only a short amount of time. Is this an indication that youll be moving around a lot throughout your career?

7. Have you managed people in any of the positions youve held?

Remember to establish the

same amount of eye contact with all

interviewers on the panel.

Practice your

interviewing skills during a mock interview or

during a career advising appointment.


Page 25

8. Have you been in charge of budgeting, approving expenses and monitoring departmental progress against financial goals? Are you very qualified in this area?

9. How long have you been looking for a job? 10. Why havent you received any offers so far? 11. Who made you an offer? For what type of position? Work - and the real you 12. What are your strengths as an employee? 13. Why should I consider you a strong applicant for this position? 14. Name a weakness as an employee and what you plan to do to

work on it? 15. What are the biggest failures youve had during your career?

What have you done to make sure they wont occur again? 16. What are the skills you most need to develop to advance your

career? 17. What do your supervisors tend to criticize most about your

performance? 18. How did you do on your last performance appraisal? What were

the key strengths and weaknesses mentioned by your supervisor?

19. Tell me about the best/worst boss youve ever had. 20. Looking back on the experience now, do you think there was

anything you could have done to improve your relationship with that one boss?

21. Are you an organized person? 22. Do you manage your time well? 23. How do you handle change? 24. How do you go about making important decisions? 25. Do you work well under pressure? 26. Do you anticipate problems well or merely react to them? 27. Would you describe yourself as a risk-taker or someone who

plays it safe? 28. If you could start your career all over again, what would you do

differently? 29. What is the biggest mistake youve ever made in choosing a job?

Why? 30. Do you prefer to work with others, or by yourself? 31. How do you get along with supervisors? 32. How do you get along with co-workers? 33. How do you get along with people youve supervised? Why are you here? 34. What were your most memorable accomplishments in your last

job? Of your career? 35. Was there anything your company (or department) could have

done to be more successful? 36. Did you implement any new procedures (or systems or policies)

in any of the positions youve held?


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37. Describe the way your department is organized. Also, what is the title of the person you report to, and what are his or her responsibilities?

38. If you dont leave your current job, what do you think will happen to you in your career? How far do you expect to advance with your current company?

39. If youre so happy at your current firm, why are you looking for another job? Will they be surprised that youre leaving?

40. If you have these complaints about your present company, and they think so highly of you, why havent you brought your concerns to their attention?

Okay, off with your defences 41. What interests you most about this position? This company? 42. What have you heard about our company that you dont like? 43. This is a much larger (or smaller) company than youve ever

worked for. How do you feel about that? 44. What are you looking for in your next job? 45. What aspect of the job appeals to you the least? 46. Based on what you know about our industry right now, how does

your ideal job stack up against the description of the job youre applying for?

47. What do you feel an employer owes an employee? 48. What types of people do you find it most difficult to get along

with? 49. Are there any people who have trouble getting along with you? 50. Have you hired anyone? Why did you choose him or her (or

them)? 51. Have you ever fired anyone? Why? 52. What does the word success mean to you? 53. What does the word failure mean to you? 54. What do you want to be doing five years from now? What are

your most important long-term goals? 55. Have you recently established any new objectives or goals? 56. How would you describe your management philosophy? Lets get personal 57. What do you do to maintain balance in your life? 58. Do you have any physical problems that may limit your ability to

perform this job? 59. What do you like to do when youre not at work? 60. How would your co-workers describe you? 61. How do you generally handle conflict? 62. How do you behave when youre having a problem with a co-

worker? 63. If you could change one thing about your personality with the

snap of your fingers, what would it be? Why? 64. Describe your best friend and what he or she does for a living.

In what ways are you similar or dissimilar to your best friend?


Page 27

What if everyone called in sick, and? 65. Say your supervisor left an assignment in your inbox, and then

left town for a week. You cant reach him and you dont fully understand the assignment. What would you do?

66. The successful candidate for this position will be working with some highly trained individuals who have been with the company for a long time. How will you fit in with them?

67. Your supervisor tells you to do something in a way you know is dead wrong. What would you do?

68. If your supervisor unfairly criticized you, what would you do? 69. Would you like to have your boss job? Why or why not? 70. How will you handle the least interesting or least pleasant tasks

of this job? 71. Youve had little experience with budgeting (or sales or

marketing or whatever). How do you intend to learn what you need to know to perform well in this job?

72. What extracurricular activities were you involved in? What made you choose those? Which of them did you most enjoy, and why?

Getting into the school of hard knocks 73. What led you to select your major? Your minor? 74. Which of your courses did you like most/least? 75. If you were to start college over again tomorrow, what are the

courses you would take? Why? 76. What did you learn from the internships/co-ops you completed? 77. In what courses did you get your worst grades? Why? How do

you think that will affect your performance on the job? 78. Why are you applying for a job in a field (or working in a field)

other than the one in which you have your degree? There are no innocent questions 79. How are you today? 80. Did you have any trouble finding us? 81. Do you know much about our company? 82. What is the last book you read? 83. What is the last movie you saw? Are there any wrong questions? It is illegal for Canadian employers to ask the following questions. If you are asked an illegal question you have the right to not answer. You can choose to politely deflect the question with another question, Can you tell me how that might impact the job? If you are asked whether you have kids, you can respond with if you are concerned about my ability to travel, I can assure you that it will not be a problem for me. 84. Is that an Irish (or Italian or Vietnamese or whatever) name? Is it

a Christian (or Jewish or Muslim or whatever) name? 85. Are you married? Do you have kids?

No question is innocent! You are being assessed

the second you open your mouth to speak!

Are you complaining about

how hard it was to find them? You could be

labeled as a complainer!


Page 28

86. What is your birth date? 87. Do you belong to any organizations? 88. Do you have any physical disabilities? 89. What is your economic status? 90. Have you ever served in the military? 91. Have you ever been arrested? Wrapping things up 92. Do you have any questions? 93. Are you willing to travel? 94. Are you willing to relocate? 95. May I contact your current employer? 96. May I contact your references? 97. Is there anything else that I should know about you? Money talks 98. What sort of salary range are you expecting? 99. The salary youre asking for is near the top of the range for this

job. Why should we pay you this much? 100. When can you start? And here are a few more questions to consider:

x Why did you choose to do your MBA/BBA at this school? x Do you prefer numbers or words? x What are the things that bore you? x How do you respond when your ideas are rejected? x Which of your achievements gave you the greatest sense of

accomplishment? x I now have three candidates, including you. What criteria should

I use to select the one to fill the job? x Have you had any other firm job offers? x Would you be willing to undergo psychological testing? x Why did you quit your last job? x How would you describe your ideal work conditions?

Always give a salary range

to leave room for negotiation.


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Mastering the Case Interview Definition of a Case Interview The Case Interview is a scenario-based, problem solving activity. It is essentially a word problem based upon a real life (or simulated) consulting situation. Cases come in all shapes and sizes, from the simple, straight forward questions designed to see how you think about a problem to the highly complex business strategy issue. They all have one thing in common: it is an excellent way to test a candidates analytical abilities, his/her resourcefulness and way of thinking about problems. The following areas of your performance are evaluated during the case interview: 1. Logical Thought Process

x Can you follow a logical line of reasoning? x Can you formulate the problem and then proceed in an

analytical or structural manner? x How well do you identify key concepts? x Can you identify and extract the most important issues related

to the problem? x Can you prioritize?

2. Comfort with Quantitative Analysis

x Can you follow a logical line of reasoning when numbers are involved?

x Are you good at making quick calculations on your feet? x How well do you structure your answer? x Can you make assumptions when all information is not readily

available? 3. General Business Knowledge

x Can you utilize the most common business frameworks outside of theory books?

x Can you recognize which type of business analysis is appropriate for each case?

x What degree of industry knowledge and background can you potentially bring in?

4. Creativity

x Can you bring a new approach to solving problems? x Can you recognize obstacles that no one else notices?

5. Communication Skills

x Do you express yourself clearly? x Are you a good listener? x Do you ask good and pertinent questions? x Do you adapt to whatever information you are given? x How well do you explain and defend your ideas? x How well do you handle pressure? x Do you have a high energy level and strong sense of self?

Key to case interview

Success:

PRACTICE! PRACTICE! PRACTICE!

For case interview practice, refer to the Career Insider

(Vault) guide Ace the Case.


Page 30

6. How you handle stressful situations x Do you draw a blank when the pressure is on? x Are you able to remain focused on the task at hand?

What Are Interviewers Looking For? The purpose of the case interview is not to find the perfect solution but for you to demonstrate the steps you would take to solve the given problem/scenario. The interviewer will also be assessing the rationale behind your strategy. Interviewers are looking for five main thinking skills: 1. Breadth can you think with a broad scope? 2. Depth can you dig deep into the issue? 3. Numbers can you assess or analyze the quantitative data

presented? 4. Integration can you pull all the pieces together? 5. Creativity can you generate new ideas (dont overdo this piece)? Keep in mind the interviewer is using these cases to assess your problem-solving abilities. Practice case interviews among your colleagues who are interested in working in the field of consulting and other areas mentioned below. What Companies/Industries Use Case Interviews? Traditionally, case interviews were only seen in the consulting industry. If you are considering the field of consulting, you will always be faced with case interviews and should be prepared. However, more and more areas are beginning to use cases as a means of assessing applicants. Case interviews have been seen in the areas of marketing, non-profits, finance, oil and gas and healthcare. Closer to home, TELUS has been known to use case interviews in their Leadership Development Program hiring process. The Case Interview Process Part 1: Getting to Know You The first portion of the interview is focused on finding out more about you. You may be asked a variety of questions such as: Why did you choose the school you did; what are your interests; how are your classes going? The recruiter is assessing whether you are personable, fun and easy to talk with.

Some companies assess Part 1 during a lunch, dinner or casual drink

event.

www.casequestions.com

and the Career Insider (Vault) Guides are excellent resources to assist you in

preparing for the case interview.


Page 31

To succeed, show: x you are very interested in working for that firm x you are solely focused on becoming a consultant (and provide

reasons for your career choice) x you radiate high energy/excitement about the consulting field x you are excited about being at the interview.

As consulting is a high energy career that requires long hours, the recruiter needs to ensure you have what it takes to be a successful consultant. Part 2: Assessing your Analytical Skills using the Case Interview (From www.wetfeet.com - Ace Your Case) Through a case problem solving exercise, whether analyzing a Market Sizing Problem, Brainteaser, Business Operations Problem, or a Business Strategy Problem, the recruiter is assessing:

x Do you listen carefully? x If you are unclear, do you ask questions? x Do you think before you speak (do you write notes to keep you

focused)? x What framework are you applying to solve the case? x Is your thinking methodical? x Do you pick up hints or extra bits of information that the recruiter

offers throughout the interview? Types of Case Interviews Business Problems These case questions start with a brief description of a typical client problem (often involving market analysis or new product development), or can be drawn from your own resume.

The interviewer will typically provide background information about the company, the industry, and a problem. Then you will be asked: What would you do now?

Keep in mind that the interviewer is not looking for the right answer, but is assessing your: 1) analytical/problem solving abilities, 2) ability to communicate your ideas, and 3) poise and self-confidence.

1. The Process:

You will be expected to analyze and provide solutions based on assessing issues of profitability, industry analysis, market expansion, pricing, and/or impact of market consolidation.


Page 32

Although you will need to make some assumptions, dont hesitate to ask questions of your interviewer. Then move step-by-step through the case to ensure that you have covered the main points. As you work through your answer, the interviewer may continue to provide more details about the case, and ask questions to probe your thought processes. You may be asked to provide a rationale for your approach.

2. To Prepare:

REVIEW BUSINESS CASE FRAMEWORKS. Refer to the following page for a summary of the most popular frameworks. Also reacquaint yourself with any cases you studied during your BBA or MBA degree, as well as those noted on www.wetfeet.com and www.vault.com.

PRACTICE is the best way to prepare for the Case Interview. Many consulting firms have on-line interactive practice cases such as:

x www.mckinsey.com/careers - click on Apply, then Interview Tips

x www.bcg.com - click on Join BCG, select MORE under Practice Cases and then select one of these or click MORE under Interactive Cases and then Start the case

Brain Teasers (From Boston Consulting Group) These types of questions assess your creative problem solving skills. Example:

You and I are sitting in an empty room with no telephone, reference books, or computers. Can you tell me how many disposable diapers were sold in the US last year? Why are manhole covers round?

How to answer: You are working with assumptions. If you are unsure about an assumption or unsure about what is being requested of you, do not hesitate to ask questions of the interviewer. Take notes as necessary. Be creative in your problem solving. Check out Boston Consulting Group (www.bcg.com) for sample brain teasers.

Major consulting firms websites often contain practice cases to help

prepare you for the interview.

The classic type of case for

BCG involves volume issues. One point to

consider here is whether or not the mix is different or

the same.


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Examples of Processes McKinseys Process: Clarify

Structure

Analyze

Conclude

A.T. Kearneys Process:

1. Listen to the case as presented 2. Choose framework and organize into issues 3. For each issue develop a hypothesis 4. Ask questions to validate each hypothesis then reformulate 5. Summarize conclusions

Case Frameworks and Categories There are several frameworks that you can apply to solving the Case. To prepare for the interview, find out what type of case framework the consulting firm prefers to use. The following highlight some of the more popular frameworks. Consult with Career Insider for a summary of case frameworks. Case Frameworks and Categories

x Basic Accounting Concepts x The Income Statement x The Statement of Retained Earnings x The Statement of Cash Flows x Advanced concepts and frameworks: Net Present Value x The Capital Asset Pricing Model (CAPM) x Porter's Five Forces x Product life cycle curve x The Four Ps (produce, price, place, promotion) x The Five Cs (customer, competitor, capacity, cost, channel) x Value Chain Analysis x Core competencies x Benchmarking and "best practices" x The 2x2 matrix or sometimes called the BCG Matrix x 7 Ss Frame:

Soft: (style, staff, skills, shared values) Hard: (strategy, structure, system)

x SWOT analysis x Growth Tree x Profitability Analysis: (Profits = Revenues Cost)

Review Business Case

Frameworks by using the Career Insider (Vault)

guides

McKinsey is now more standardized in their approach. It is very common to hear the

question What else?


Page 34

x Mergers and Acquisition cases: determining the value of an acquisition; data gathering and analysis

x Market research (How attractive is market X?) x Cost / revenue (Cost structure of producing X / Sales) x Profitability

Industry Analysis Brain Teaser / Derive an estimate (How many rats in

Idaho?) New product introduction / market expansion Academic (derive theory of comparative advantages)

Strategies for Approaching Cases (from VAULT guides) There are four approaches to analyzing a business problem: cost-benefit analysis, internal vs. external market factors, fixed vs. variable costs, and opportunity cost. 1. Cost-Benefit Analysis Case interviews often require you to make a recommendation to a hypothetical consulting client. Cost-benefit analysis is just another way of saying weigh the pros and cons of a decision before making a recommendation. For example, if your interviewer asks you to determine whether your client should close a plant, you can begin your answer by saying, First I would look at the costs and benefits of this course of action, and then proceed to discuss them. 2. Internal vs. External Market Factors This basic framework reminds you that a company's performance is affected both by its own actions and by external market factors. For example, let's say your interviewer asks you: Our client is a major airline whose profits have fallen by half this year. Why? You should discuss both the firm's own actions as possible causes for its drop in profitsas well as external market forces. 3. Fixed Vs. Variable Costs There are two types of costs: fixed costs and variable costs. Fixed costs are those incurred by a company month after month regardless of what it does or how much it producesso they do not vary with production levels. Variable costs, on the other hand, are expenses which rise or fall depending on the company's level of production. When making decisions in the short run, only variable costs should be considered since the company can't change its fixed costs in the short run. A related concept is sunk costs, or expenditures that have already been made and are not recoverable. Since sunk costs can't be recovered, they should not be factored into your decision-making.

Start with the basics, and

then move to the more advanced.

Remember the formula: Profit = Revenue - Cost


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4. Opportunity Cost Every decision has an opportunity cost. This means simply that if you choose to do one thing, it may preclude doing something else. For example, if you stand in line for three hours to get a free CD, you have in actuality spent on that CD whatever three hours of your time is worth. When analyzing a possible decision in a case interview, try to examine all possible opportunity costs that the subject of the case might incur by making or not making a particular decision. Case Interview Cheat Sheet (amended from www.wetfeet.com) If you're applying for a job at a consulting firm, chances are you'll be confronted at least once with the dreaded case interview. In it you'll be asked to analyze a hypothetical business problem and come up with solutions. Case interview questions are designed to test your ability to think analytically under stress, with incomplete information. While case interviews rarely have just one right answer, there is a right way to approach them. Practice the sample questions with friends. While you're thinking through the problems, concentrate on the three Ps: Presentation, Poise, and Persuasiveness. Tips to help you crack the case every time Listen carefully as the case is presented. In fact, as they begin, you

should ask for permission to take notes as the case is read. Then, take notes as the case is being presented, not at the end! Ask questions to clarify any ambiguities. Before moving ahead, repeat back to the interviewer a shortened version of the case as you understand it.

Listen carefully to the underlying question. For example, if the

question asks you to indicate some potential causes for the issue at hand, you are not expected to launch into potential solutions for the issue. Doing so would demonstrate that you did not listen to the question. At the end, if there is still time, you can ask if they would like you to suggest some recommendations to solve the issue.

Have a calculator handy as some companies may allow you to use

one. If a calculator is not allowed, you can round numbers up. Be sure to indicate that is what you are doing! For example, you would say, Net profits were $100,102 so lets call that an even $100,000.

Ask to take a minute to gather your thoughts on paper and develop

your structure before launching into your solution. Almost always, the interviewer will be expecting you to take some time to collect your thoughts, and will be glad to give you time to structure your framework. DO NOT start talking about the analysis right away.

Take your time. You're not expected to have a brilliant solution to a

complex problem on the tip of your tongue.

It is better to use plain or graph paper versus ruled

paper as it is easier for note taking when laying out your

structure.


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Offer a general statement or framework up front to serve as an outline for your answer. Although the framework can be something as elaborate as a 3C (customer, company, competition) model, it need not be anything more than something like: If you're asking about declining profits, then I'd want to check into factors affecting cost, and factors affecting revenues. On the cost side... As you proceed with your answer, draw on the outline of your framework.

Focus on key issues. Many interviewers will check to see if you

operate the 80-20 rule; you should first address the broader issues that will get you 80 percent of the way to a good solution.

As you drill down into each issue, use a separate page for

each on your note paper. Dont try to fit everything on to the same page that outlines your framework and the overall issues.

Orient your answer toward action. Theory is good for the classroom,

but it won't fly in a boardroom. Clients want to know what steps they can take to solve a problem.

Ask relevant questions to gain further insight. Remember, asking the

right questions is key. You are only given information to the questions that you ask, and if you make assumptions, state them clearly.

Think out loud. You are being evaluated, most importantly, on your

logic and the process of your analysis. The recommendation you give at the end is only as sound as the thought process you used.

Be conscious of resources. A lot of consulting work involves figuring

out how you are going to collect the information you need to answer a questionwithout costing the client a fortune. If it relates to the problem, ask your interviewer about the budget, capital, and other resources that the client can allocate to the solution.

Remember the following five-step structure that is helpful when you

solve cases:

1. Identify the problem 2. Analyze the problem 3. Formulate the options 4. Develop selection criteria 5. Make clear and decisive recommendations

At the end, do a summary from start to finish as a means of closing

off your presentation. The more cases you practice, the more you will be exposed to the different problems and the more you will be prepared. Above all, have fun with the case! Consulting is really like a steady succession of case interview questions. To do well, you need to enjoy the intellectual challenge of analyzing tough problems and coming up with reasonable solutions.

Seek out reference books from SFUs library and at the CMC office. Complete

Case Interview Preparation, by Marc P. Cosatino

www.casequestions.com.

Think out loud and

verbalize your thought process, including your

assumptions!

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