Interviewing Techniques Guide - Hire Our Heroes

Interviewing Techniques Guide

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Updated: January 3, 2012

VA for Vets Interviewing Techniques Guide 1

Welcome For Veterans and Military Service Members like you, the Federal government’s job-hiring process can be difficult. It

is a challenge to:

• Translateyourmilitaryskillstocivilianskills.

• Presentyouroverallmilitaryexperienceinawaythatcivilianrecruitersunderstand.

• Identifysuitablejobswhenthesamemilitarypositionmaybecalledsomethingdifferentincivilianterms.

The Internet contains many resources to help

navigate the federal recruiting process, but these

resourcescanbeconfusing.Manywebsitessimply

referyoutoadditionalwebsiteswithlinkstoother

websites.Themosthelpfulresourcesarethosethat

actuallyconnectyouwithjobopeningsthatfityour

background and skills and that honor the sacred

pledge that you made to protect our nation.

The Department of Veterans Affairs (VA) created the

VA for Vets program for just this purpose: to make

the process of finding, applying for and obtaining

federal civilian jobs easier.

ThisInterviewingTechniquesGuidepreparesyou

for one of the most important parts of the federal

recruitingprocess,thejobinterview.Itsuggests

stepsyoushouldtakepriortoaninterview,describes

differenttypesofinterviewsandoffersideasonhow

toeffectivelyanswerinterviewquestions.


Contents About VA for Vets ................................................................................................................................4

Introduction .........................................................................................................................................5

PhoneInterview ...............................................................................................................................6

IndividualInterview .........................................................................................................................6

GroupInterview................................................................................................................................6, 7

ObservationalInterview ..................................................................................................................7

Performance-BasedInterviewing(PBI) .........................................................................................7, 8

TheInterview .......................................................................................................................................9

PreparingfortheInterview ............................................................................................................9

DuringtheInterview ........................................................................................................................15

Nonverbal Communication .............................................................................................................17

Challenges ........................................................................................................................................17

InterviewConclusion .......................................................................................................................18

AftertheInterview ..........................................................................................................................18

Contacting the Employer ................................................................................................................19

IllegalInterviewQuestions .............................................................................................................20

HandlingIllegalInterviewQuestions .............................................................................................21, 22

Additional Resources ..........................................................................................................................23

Attachments ........................................................................................................................................25

AttachmentA–JobInterviewChecklist ........................................................................................26

AttachmentB–TypicalPhoneInterviewQuestions ...................................................................27

AttachmentC–“ProveIt”Method .................................................................................................28

AttachmentD–QuestionsYouMayWanttoAsk .......................................................................29

AttachmentE–JobInterviewDressCode ....................................................................................30

AttachmentF–TenQuestionsYouShouldNeverAskInaJobInterview ................................31

AttachmentG-PhoneCallforInterviewChecklist .....................................................................32

AttachmentH-InterviewsofTypes .............................................................................................33, 34

Attachment I - Military Terms/Civilian Equivalent ......................................................................35


Thebestwaytogetaninterviewis to have a solid resume.

Let the VA for Vets Career Center help you!


About VA for Vets VA for Vets is a comprehensive career development program that assist Veterans and service members to launch

or advance their civilian careers at VA. The mission of VA for Vetsissimple:tocreateaworld-classorganizationof

Veterans serving Veterans. To achieve this, the program‘s objectives are to:

• RecruitVeteranstoworkforVA.

• Retainthemorethan100,000+VeteranscurrentlyemployedatVA.

• ReintegrateVA’sservicememberemployeesseamlesslyafterdeployments.

• RecognizeandhonorVeterans’service.

• EducateVA’ssupervisors,hiringmanagers,HRprofessionalsandcoworkersaboutVeteran-specificissues

and support resources.

The program offers support services tailored to the needs of Veterans and service members like you, including:

• ACareerCentertohelptranslatemilitaryskillstoequivalentcivilianskills,assessyourskillsandjobinterests,

create easy-to-read resumes, apply for open VA positions and save all results into one profile.

• Professionaltrainingresourcestolearnmoreaboutdeploymentandreintegrationtopics.

• CoachestoaddressdeploymentandreintegrationissuesorquestionsrelatedtocareersatVA.

From dynamic job searches and military skills translation to professional development and deployment lifecycle

support—there is something for every Veteran at VA for Vets (VAforVets.VA.gov).

Our Mission:Tocreateaworld-classorganizationofVeteransservingVeterans


IntroductionAninterviewisaconversationinwhichthehiringmanagerandtheinterviewee(you)havesomegoals.

TheInterviewerwantstodetermine:

• Canthecandidateperformthedutiesassociatedwiththeposition?

• Howdoesthecandidatefitin?

• Isthisthebestcandidatefortheposition?

Youwanttodetermine:

• DoIwantthisjob?

• CanIdothisjob?

• DoesthisjoboffermetheopportunitiesIwantforadvancementorexperience?

Youmayencounterseveraldifferenttypesofinterviews.Youprobablywon’tknowinadvancewhichtypeyouwill

befacing,soyoushouldfamiliarizeyourselfwiththedifferenttypestobetterpreparefortheinterview.

Thethreemostcommontypesarephone,individual,andgroupinterviews;youmaywanttopaycloserattentionto

those descriptions.


Phone InterviewThetelephonerings.It’sforyou.Anunknownvoice

provides an introduction and begins a conversation. “I’m

pleasedtotellyouthatafterreviewingyourresume,you

wereselectedtobeinterviewed.”

Isthisamomentofexcitementoramomentofpanicfor

you?

Employersusetelephoneinterviewsasawayof

screening job candidates for employment in order to

narrowthepoolofapplicantswhowillbeinvitedforin-personinterviews.It’simportanttobepreparedforaphone

interviewonamoment’snotice.Youneverknowwhenarecruiteroranetworkingcontactmightcallandaskifyou

haveafewminutestotalk.Hereareafewtipsthatwillmakeyourphoneinterviewsmoresuccessful.

• Getahigh-qualityphone.

• Haveyourresumeandcoverletterinfrontofyou.

• Standoratleastsitupstraightatatableordesk.

• Treatthephoneinterviewseriously,justasyouwouldaface-to-faceinterview.

• Makeacheatsheetofquestionsaskedandanswersyouprovided.

• Bepreparedtowritedownthenameofthepersonwhocalled,date,timeandnextsteps.

Individual InterviewDuringanindividualinterviewyouareinvitedtomeetwithoneperson—whetherahumanresourcesprofessional,

hiringmanager,recruiter,yourpotentialboss,oracoworker—tospeak,indepth,aboutyourqualificationsandhow

youmightbenefittheorganization.Sometimescompaniesuseone-on-oneinterviewstofurtherdecreasethesize

of the applicant pool.

Group Interview Onewaycompaniescansavetimeduringthehiringprocessistoconductoneormoregroupinterviewswitha

candidate.Inagroupinterview,employersplaceyouinaroomwithseveralpeopleatatimeratherthanhave

youmeetindividuallywithmembersoftheorganization.Questionscancomefromanyoneatanytime,andeach

memberinthegroupwillevaluateyou.

Ifyouareaskedaquestioninagroupinterview,besurethatyoualwaysaddressthepersonaskingthequestion,

buttrytomaintaingoodeyecontactwithseveralmembersofthegroupwhenansweringaquestion.Thekeyto


succeedinginagroupinterviewistoremainfocused.

Don’tletthenumberofpeoplesqueezedintotheroom

intimidate you.

Observational InterviewPerhapsthemosttransparenttypeofinterviewis

onewhereyouareaskedtodemonstrateoneormore

taskstypicalofthejob.Thesetypesofinterviewsare

oftenusedwhenitisaprerequisiteforajobcandidate

tohavethenecessaryskillsorknowledgeinorder

performthejobandwhentheseskillscanbeeasily

andinexpensivelytested.Thismayincludegivingademonstrationofpublicspeakingability,answeringtelephone

callsoroperatingapieceofequipmentwhiletheinterviewerobservesyourperformance.

Performance-Based Interviewing (PBI)Inperformance-basedinterviewing(PBI)theinterviewerwillasksyouquestionsaboutyourknowledge,skills,

abilities, and other characteristics (KSAOs) that are important for you to do the job. This method is also referred to

ascompetency-basedorbehavioralinterviewing.

Thistypeofinterviewincludescompetency-based(“Howwouldyoudothis...?”)questions.Thesequestionsmake

youtelltheinterviewerhowyouwouldapproach,handle,dealwith,solve,etc.,aparticularsituation,problem,

projectorchallengethatisrelevanttothejob.Keepinmindthatyourinterviewerswillbeaskingyouquestions

thatprobedeeplyhowwellyouhavedealtwithsituationsandchallengesinthepast.

SolidpreparationisessentialtoasuccessfulPBIinterview.Followthesesteps:

• Findoutwhatskillsandattributesareimportanttotheorganizationconductingtheinterview.Talktoalumni,

readtheorganization’sliteratureandwebsiteinformationand,ifpossible,attendorganization-sponsored

events.Onceyouhavedeterminedkeyskillsandattributespreferredbytheorganization,youwillbeableto

tailoryouranswerstofocusonyoursuccessinthosesameskills.

• Thinkofthreetofourspecificexamplesthatyoucanusetoillustrateyouranswerstothebehavioral

interviewquestions.Thinkofsituationswhenyousucceededanddidn’tsucceed,asyourintervieweris

almostcertaintoaskyoutogiveexamplesofbothinstances.Itisokaytodiscussmistakesthatyouhave

madeinthepastaslongasyoucanillustratewhatyouhavelearnedfromthem.Theseexamplesshouldbe

frompastworkexperiences,andyoushouldbepreparedtoprovidesignificantdetail.

• Becomfortablewithyourresume!Interviewerswilloftenaskyoutoprovideadditionalinformation

pertaining to an activity or accomplishment that you have listed on your resume.


Itisveryimportantthatyouranswersbespecificanddetailed.Listencarefullytothequestionandaskfor

clarification,ifnecessary.Youshouldframeyouranswersinathree-stepprocess:

• Definethesituation

• Explaintheactionthatyoutook

• Providetheoutcome

ExampleofagoodanswertoaPBIinterviewquestion:

Q: “Give me an example of when you had to deal with a difficult customer. What was the problem and how was it resolved?”

A: “Ihadworkedatacarrepairstorethatwaspartofanationalchain.OnemorningwhileIwasatthecounterby

myself, a very angry customer came in and demanded that I give her a refund on a brake service that she’d had

doneatanotherstoreinanotherstate.EventhoughIwascaughtoffguardbyherrudeness,Iofferedtocheck

thecomputertoresearchwhathadbeendonetohercar.Ifoundoutthatshehadhadnewbrakesputonthree

separatetimesatoneofourstoresinNewJerseyinthepastyear.Ibegantosympathizewiththecustomer–of

courseshewasangry!Theonlyproblemwasthatmymanagerwasn’tatworkyetandIwasnotauthorizedtogive

refundswithouthispermission.IletthecustomerknowthatIunderstoodwhyshewasangryandinformedher

thatIhadtogetmymanager’spermissionbeforegivingherarefund.Iwrotedownhernameandphonenumber

andletherknowthatIwouldspeakwithmymanagerassoonashearrivedthatdayandwouldcallherassoon

as I talked to him about her situation. I also gave her my name and the store phone number just in case she had

anyquestionsbeforeIwasabletocallherback.ShewasveryappreciativethatItookthetimetogiveherallof

thatinformationandthankedmeforbeingsounderstanding.Asitturnedout,afterIexplainedhersituationtomy

managerthatafternoon,Iwasabletoextendafullrefundonhercreditcardandcallherwiththenewsthatsame

day.”

Noticeintheaboveexamplehowtherespondentdefinedthesituation,explainedtheactionshetookandtheend

result.TobesuccessfulinaPBI,youalwaysneedtoincludeallthreecomponents.


TheInterviewTheinterviewprocesshasthreephases:preparingfortheinterview,duringtheinterview,andaftertheinterview.

Eachphaseisimportant;however,preparingfortheinterviewcanmakeabigimpactonhowwellyoudoduring

theinterview.Youwillbelessanxiousthebetterpreparedyouare,whichwillgiveyouagreaterchancetohavea

positiveinterview.

Preparing for the Interview

1. Do Your Homework

Thoroughlyresearchtheorganizationandconsultyourjobdescription.Whatexactlydoesthismean,youask?

Yourprospectiveemployer’swebsiteisagreatplacetostartlearningabouttheorganization.Whileyou’reatthe

organization’ssite,lookforaPressRoomorOrganizationNewspagethatlinkstorecentnewsreleases.These

pressreleaseswilltellyouaboutthemostrecentachievementsoftheorganization.Makesureyouresearch

informationaboutyourinterviewers.Iftheorganizationsitehasasearchtool,useittosearchfortheirnames.You

may find a section containing employee biographies or press releases that give you insight into their most visible

activitiesattheorganization.ThendoageneralWebsearchtogetsomemorebackgroundinformationaboutthem.

Nowthatyou’vefoundouteverythingyoucanabouttheorganizationandthepeoplewhowillbeinterviewingyou,

Googleyourself–youcanbesuretheinterviewerswillbedoingthesame.First,makesurethateverythingaWeb

search reveals about you presents you in a good light.

2. Anticipate Interview Questions

Anticipate some common questions for

ajobinterview,andprepareimpressive,

believableanswers.Tomakesureyour

answersaresuccinctandcoverwhatyou

wantittocover,youshouldwriteout

youranswerbeforetheinterview,practice

it, time it and rehearse it until it sounds

natural. The goal is to tell enough to keep

theinterviewer’sinterest,notsomuch

thatheorshewondersifyouwilleverstop

talking.


Thefollowingaresomecommoninterviewquestionsforwhichyoushouldprepareanswers:

• Tell me something about yourself.

Mostpeoplestartsayingthingslike,“Well,IwasborninBrooklyn,andwhenIwaseighteenIenlistedinthearmy…”

or“Whatdoyouwanttoknow…?”Thesearethewrongwaystorespondtothisquestion.Thistellstheinterviewer

youhavenotpreparedproperlyfortheinterviewandarelikelytobeequallyunpreparedonthejob.

Theinterviewerwantstoknowthatyoucandothejob,fitintotheteam,whatyouhaveaccomplishedinyourprior

civilianpositions,thatyourmilitaryexperiencehaspreparedyouforthisjobandhowcanyouhelptheorganization.

Inaddition,youshouldhighlightyourmostimportantaccomplishmentsthroughastory.Forexample,ifyoutellan

interviewerthatpeopledescribeyouaspersistent,provideabriefstorythatshowshowyouhavebeenpersistentin

achievingyourgoals.Interviewerstendtorememberstories.Justbesureitisabrief,succinctstory,notanovel.

• How has your military experience, skills and training prepared you for the job?

RetiredandtransitioningVeteransoftendownplaytheiraccomplishments,butyourmilitaryexperiencesshould

showcaseyourdedication,leadership,teamwork,positivework

ethicandcross-functionalskills—allthingsthatwouldinterest

a future boss. Make sure you tout your accomplishments

so an average civilian understands the importance of your

achievements.Mostemployersmaynotbefamiliarwithmilitary

ranks,acronyms,terms,awardsandbranchesofservice.

Therefore,itisimportanttodescribeyourmilitaryexperience

incivilianterms.Thefollowingisanexampleofademilitarized

accomplishment statement:

Increased employee retention rate by 16 percent by focusing

on training, team building and recognition programs. Earned

reputation as one of the most progressive and innovative IT

organizations in the Army’s communications and IT community. 1

Thefollowingisanexampleofincorporatingamilitaryawardso

employers understand its value:

Received the Army Achievement Medal for completing 400+

medical evaluations and developing patient database using

1 “OutofUniform:ResumeTipsforMakingtheTransition,”RetrievedDecember30,2011,fromhttp://www.military.com/veteran-jobs/content/career-advice/military-transition/military-to-civilian-transition-resume-tips.html


MS Access. The database improved reporting functions and tracked patient demographics, records, medication,

appointments and status 2

Toassistyou,itisgenerallyagoodideatostartbylookingatthecitationornarrativesummaryforyouraward.This

willlistwhatyouaccomplished;whatskills,traits,andqualitiesthatittooktoreachthatachievement;andhow

that achievement benefited the team, unit, command or branch of service.

Justremembertotranslatemilitarytermsintocivilianterms,e.g.,“NCOoftheQuarter”wouldtranslateto

“recognizedastheManageroftheQuarterforachieving....”

Ifyouwereinactivecombat,leaveoutthedetails.Defendingyourcountryanditsinterestsisamongthemost

admirable of pursuits, but the sad truth is actual references to the horrors of combat leave many employers

squeamish.Whileyoumighthaveworkedinashort-rangeairdefenseengagementzone,thisexperiencemightnot

relatetoyourfuturegoal.Tonedownorremovereferencestothebattlefield.3

Asmentionedabove,however,ifyoucan“civilianize”thetermsandfocusontheachievementandwhatittook,

youcanrelatetheseexperiencesandachievementstoaninterviewer.Forexample:“PlatoonSgt.orPlatoon

Commander that led his team on patrols through the streets of Fallujah (Iraq) searching for and disarming IEDs.

Successfullyidentifiedanddefused35IEDsduringthisperiod.”Thatcouldbetranslatedtociviliansas“Supervisor

or Team Leader that lead, trained, motivated and directed a team of 35 members successfully, under intense

pressure,toachievea92-percent(35outof38)successrateofeverytask.”

• How has any prior civilian work experience helped prepare you for the job?

Youshouldpresentyourcivilianworkexperienceinawaythatemphasizeshowitwillspecificallyand

significantlybenefitthehiringorganization.

• What are your strengths? What are your weaknesses?

Answerssuchas“myweaknessisthatIworktoohard”or“mystrengthisthatIhavenoweaknesses”arethe

wrongwaytoanswerthisquestion.Youneedtoassessyourstrengthsandweaknessesinordertoanswerthis

question.




Assessing Your Strengths 4

Assessyourskillsandyouwillidentifyyourstrengths.Thisisanexerciseworthdoingbeforeanyinterview.Makea

list of your skills, dividing them into three categories:

• Knowledge-BasedSkills:Acquiredfromeducationandexperience,e.g.,computerskills,languages,degrees,

training and technical ability.

• TransferableSkills:Yourportableskillsthatyoutakefromjobtojob,e.g.,communicationandpeopleskills,

analytical problem solving and planning skills.

• PersonalTraits:Youruniquequalities,e.g.,dependable,flexible,friendly,hardworking,expressive,formal,

punctual and being a team player.

Whenyoucompletethislist,choosethreetofiveofthosestrengthsthatmatchwhattheemployerisseekinginthe

jobposting.Makesureyoucangivespecificexamplestodemonstratewhythatisyourstrengthifprobedfurther.

Assessing Your Weaknesses

Thisisprobablythemostdreadedpartofthequestion.Everyonehasweaknesses,butwhowantstoadmitto

them,especiallyinaninterview?

Thebestwaytohandlethisquestionistominimizethetraitandemphasizethepositive.Selectatraitandcome

upwithasolutiontoovercomeyourweakness.Stayawayfrompersonalqualitiesandconcentratemoreon

professionaltraits.Forexample:“Ipridemyselfonbeinga‘bigpicture’guy.IhavetoadmitIsometimesmisssmall

details,butIalwaysmakesureIhavesomeonewhoisdetail-orientedonmyteam.”

• What are your long-term goals? What do you see yourself doing five years from now?

Saying“Idonotplanthatfaralong,mygoalsareshort-termonly”or“Idon’thaveany”arenotthebest

responsestothisquestion.Whenansweringthisquestion,keepinmindthatyourlong-termgoalsarenotyour

personalgoalsbutyourcareergoals,whichshouldrelatetoorsomewhatmatchthoseoftheorganization’s

open position or mission.

• Are you willing to travel?

Behonestoryoumayhaveajobwhereyoutraveltoomuchornotenough.

• Do you have any questions you would like to ask? 5

4 CaroleMartin,“WhatAreYourGreatestStrengthsandWeaknesses?”RetrievedDecember28,2011,fromhttp://career-advice.monster.com/job-interview/interview-questions/greatest-strengths-and-weaknesses/article.aspx

5 CaroleMartin,“WhatAreYourGreatestStrengthsandWeaknesses?”RetrievedDecember28,2011,fromhttp://career-advice.monster.com/job-interview/interview-questions/interview-do-you-have-any-questions/article.aspx..


Answering“no”isthewronganswer,andit’salsoamissedopportunitytofindoutinformationaboutthe

organization.Itisimportantforyoutoaskquestions–notjustanyquestionsbutthoserelatingtothejob,

theorganizationandtheindustry.

Dependingonwhoisinterviewingyou,yourquestionsshouldvary.

• Ifyouareinterviewingwiththehiringmanager,

ask questions about the job, the desired qualities

and the challenges.

• Ifyouareinterviewingwiththehuman

resourcesmanager,askabouttheorganization

and the department.

• Ifyouareinterviewingwithmanagement,ask

abouttheorganization.

• SeeAttachmentDforsomequestionsyoumay

wanttoask.

3. Practice Your Responses

Prepareandpracticeanswerstotypicalinterview

questions.Findsomeonetorole-playtheinterview

withyou.Thispersonshouldbesomeonewithwhomyoufeelcomfortableandwithwhomyoucandiscussyour

weaknessesfreely.Thepersonshouldbeobjectiveandknowledgeable,perhapsabusinessassociate.Ifyouare

practicingalone,itisagoodideatouseamirrorortorecordyouranswersusingavideocameraoravoicerecorder.

Thiswillhelpyouassessyourbodylanguageandthekindofimageyouproject.Then,workoncorrectingyour

weaknessessuchasspeakingrapidly,talkingtooloudlyorsoftlyandnervoushabitssuchasfidgetingwithyour

handsorinappropriatefacialexpressions.

4. Assess Your Overall Appearance

Ifyouaskjobrecruiters,theywillgiveexamplesofjobcandidateswearingjeans,purplesweatsuitsandspikeheels

orsneakers.Otherapplicantsweren’tafraidtoshowpiercedbodypartsandbodytattoos.Stillotherschewed

gumorshowedupinrumpledclothesorwiththeirpantsfallingdown.Quitesimply,ifyoumakethewrongfirst

impression,itdoesn’treallymatterifyouarethetopcandidate.Youaregoingtobeinitiallyjudgedsolelybyyour

appearance.Sinceyouareassumedtobelookingyourbest,ifyourbestisn’tuptoparwiththeorganization’s

standards, you’ll have a hard time convincing the hiring manager you are right for the job.

Dressingforsuccessdoesnotnecessarilymeanthatyoumustgooutandbuya$1,000suit.Yourinterviewattire


shouldbeappropriateforthejob,theorganizationandtheindustry.Eachorganizationhasitsowndresscode,and

itisessentialthatyouknowwhattheguidelinesarebeforestartinganewjob.

Fortheinterview,yourclothesshouldbecleanandpressed,andyourshoespolished.Youmustlooklikeyoubelong

intheposition,takeyourjobseriouslyandarecommittedtotheorganization.

During your military career you had to prepare your uniform for an inspection as matter of demonstrating your

discipline, attention to detail, personal and service pride. Take the same approach to your appearance in preparing

yourattireforaninterview.SeeAttachmentE,JobInterviewDressCode,foralistofwhatyoushouldorshouldnot

wear.


During the Interview

1. Promote Yourself 6

Althoughyoumaycringeatthethought,youneedtosellyourselfduringtheinterview.Youhaveaproduct

(yourself)toofferthisorganization,andyoumustmakesurethattheinterviewerunderstandswhatyouhaveto

offer.Ifyousitbackanddutifullyawaittheinterviewer’squestions,youmayneverhavetheopportunitytomention

yourbestskillsandqualities.Thisdoesn’tmeanthatyoutakeovertheintervieworignoretheinterviewer’s

questions.Rememberthatalthoughtheinterviewercontrolstheflowoftheinterview,youcontrolthecontent.

2. Set Yourself Apart from the Competition 7

Yourinterviewermaybeboredtotearsfrom

interviewingaseriesofcookie-cuttercandidates

whospeakinthesamegeneralitiesabouttheir

qualifications:“I’madiligentworker,I’mateam

player,I’maquicklearner.”

This doesn’t mean that you shouldn’t use those

termsindescribingyourself.Butyoushouldbeable

todescribe,indetail,previoussituationsinwhichyou

demonstrated those qualities.

3. Enthusiasm is Vital! 8

Demonstrateyourinterestinthejobandintheorganization.Enthusiasmworksbestwhenitis:

• Sincere.Don’tgushoverajoboranorganizationthatyoucouldn’tgiveahootabout.Infact,whyareyou

interviewingwiththisorganizationifyou’renotexcitedaboutthejob?

• Basedinyourdeepinterests.Ifyoustartyourcareerandjobsearchwithanawarenessofyourdeepest,

mostcompellinginterests,youshouldeventuallyfindyourselfininterviewsforjobsthatyoutrulyareexcited

about.

6 JobSearchOnlineDuringtheInterviewKeyConcepts,RetrievedDecember30,2011,fromhttp://www.jobsearchonline.bc.ca/Interviews/duringtheinterview.htm




In addition to those three things, try to:

• RELAX!

• Answerthequestionsusingthe“ProveIt”method(seeAttachmentC).

• Askintelligentquestionsabouttheorganization.

• Keepnegativeinformationaboutyourselftoyourself.

• Behonest.

• Maintaineyecontactwiththeinterviewer(s).

• Bebelievable,beyourself.

• Findwaystolettheinterviewerknowyouareateamplayer.


Nonverbal CommunicationResearchshowsthatthemajorityofthemessageswesendarenonverbal.Therefore,youneedtobeaware

of your nonverbal communication. Nonverbal communication, referred to as body language, includes our facial

expressions,handgestures,eyecontact,posture,handshakeandtoneofvoice.Usethefollowingbodylanguage

tips to ensure your nonverbal communication evokes the right message.

Handshake Eye Contact Facial Expressions

• Practiceyourhandshake

• Offerafirm,sincere

handshake

• Useafirmhandshakeand

adjust your grip to the other

person’s hand

• Smileandmakeeyecontact

as you shake hands

• Makeeyecontactwiththe

interviewer(s)

• Usenaturaleyecontact

• Donotstare

Yourfaceconveysyourattitude:

• Avoidfrowning

• Smilenaturally

• Showexpressionsofinterest

• Naturalexpressionsarebest

ChallengesSomeofthechallengesyoumayfaceduringyourinterview:

Stress 9

Oneofyourenemiesinaninterviewisstress.Stresscouldbecausedbyanythingbutisusuallytheproduct

ofyousimplybeingattheinterview.Stressusuallymakesithardforyoutofindfittinganswerstointerview

questions.However,themosteasilyavoidablereasonforyourstressislackofpreparation.Youwouldn’ttake

anexamunprepared,sowhycometoaninterviewunprepared?Doingyourhomeworkmeansmorethanjust

findinganswerstointerviewquestions.Learningabouttheorganizationwillpayoffattheinterviewbecausethe

employerwillknowyoutakeinitiativeandareseriousaboutthejob.

Potential Stereotypes

ManyemployersworryaboutemployingaReservistorNationalGuardsmanbecauseofthepossibilityof

deployment.SomeemployersthinkthatallVeteranswanttobeinchargeorlackcreativitybecausetheyare

9 RobertSampson,“Answersof[to?]InterviewQuestions:KnowYourQuestionsandAnswers,”RetrievedDecember30,2011,fromhttp://business.ezinemark.com/answers-of-interview-questions-know-your-questions-and-answers-4f28f6c7bc9.html


usedtofollowingorders.Inaddition,somemaythinkVeteranscannotoperatewithinabudgetbecausethe

employerbelievesthatthemilitaryhasunlimitedfunding.Thebestwaytoovercomeanemployer’sstereotypeisto

reinforcewhatyoubringtotheorganizationandprovideexamplesofthinkingoutsideoftheboxorstayingwithina

budget.

Lack of Understanding

Many Iraq and Afghanistan Veterans, leaving the active-duty military, report that employers do not understand

theuniquestrengthsofVeteransbecauseVeteransfinditdifficulttoexplainhowtheirskillscantranslateintothe

civilianworld.Avoidthischallengeduringtheinterviewbymakingsureyoudescribeyourmilitaryexperiencein

civilian terms.

Interview ConclusionBeforetheendoftheinterview,makesureyouknowwhatwillbethenextstepsinthehiringprocess,e.g.,when

andfromwhomyoushouldexpecttohearandwhatactions,ifany,youshouldtake.Youshouldalsoofferafirm

handshakewhilethankingtheinterviewerforhisorhertime(makesureyouestablisheyecontactduringthe

handshake).

After the Interview

Theinterviewmaybeoverbutyouarenotfinishedyet.Aftertheinterviewyoushould:

• Writedownthenameandtitle(besurethespellingiscorrect)oftheinterviewer.


• Reviewwhatthenextstepwillbe.

• Noteyourreactionstotheinterview;includewhatwentwellandwhatwentpoorly.

• Assesshowyoucanimproveyourperformanceinfutureinterviews.

• Senda“thankyou”notewithin24hours;yourthankyounoteshould:

- Besimpleandbrief.

- Expressyourappreciationfortheinterviewer’stime.

- Showenthusiasmforthejob.

- Conveywhytheyshouldselectyouforthejob.

Mostpeopleknowthatathankyoulettershouldbesentafteraninterview,butveryfewactuallysendone.Sending

athankyounotecouldgiveyoutheedge,sobesuretowriteone.

Contacting the Employer 10

Iftheydidnottellyouwhenahiringdecisionwouldbemade,callafteroneweek.Atthattime,ifyoulearnthat

thedecisionhasnotbeenmade,findoutwhetheryouarestillunderconsiderationforthejob.Askifthereareany

otherquestionstheinterviewermighthaveaboutyourqualificationsandoffertocomeinforanotherinterview,if

necessary. Reiterate that you are very interested in the job.

Ifyoulearnthatyoudidnotgetthejob,trytofindoutwhy.Youmightalsoinquirewhethertheinterviewercanthink

ofanyoneelsewhomightbeabletousesomeonewithyourabilities,eitherinanotherdepartmentoratanother

organization.

Ifyouareofferedthejob,youhavetodecidewhetheryouwantit.Ifyouarenotsure,thanktheemployerandaskfor

severaldaystothinkaboutit.Askanyotherquestionsyoumightneedansweredtohelpyoureachadecision.Ifyou

knowyouwantthejobandyouhavealltheinformationyouneed,acceptthejobwiththanksandgetthedetailson

whenyoustart.Askwhethertheemployerwillbesendingaletterofconfirmation,asitisbesttohavetheofferin

writing.

10“EmploymentInterviewing,”RetrievedDecember30,2011,fromhttp://www.mcohio.org/services/layoffs/employment_interviewing.html


Illegal Interview QuestionsIllegalinterviewquestionsincludeverypersonalmatterslikeage,marital/familystatus,disabilities,citizenship,

arrest record, affiliations, and military service.

Examples of Illegal Age Questions• Howoldareyou?

• Whenisyourbirthday?

• Whatisyourdateofbirth?

• Inwhatyeardidyougraduatefromhighschool?

Examples of Illegal Marital/Family Questions• Areyoumarried?

• Withwhomdoyoulive?

• Howmanychildrendoyouhave?

• Areyoupregnant?

• Doyouexpecttohaveafamily?When?Howmanychildrenwillyouhave?

• Whatareyourchildcarearrangements?

Examples of Illegal Disabilities Questions• Doyouhaveanydisabilities?

• Haveyouhadanyrecentillnessoroperations?

• Pleasecompletethismedicalquestionnaire.

• Whatwasthedateofyourlastphysicalexam?

• How’syourfamily’shealth?

• Whendidyouloseyoureyesight,leg,hearing,etc.?

Examples of Illegal Citizenship Questions• Wherewereyou/yourparentsborn?

• Whatisyournativelanguage?

• Whatisyourcountryofcitizenship?

• AreyouaU.S.citizen?

Examples of Arrest Record Questions• Haveyoueverbeenarrested?

• Howmanytimeshaveyoubeenarrested?


Examples of Illegal Affiliation Questions• Whatclubsorsocialorganizationsdoyoubelongto?

• Doyougotochurch?

Example of Illegal Military Service• Whattypeofdischargedidyoureceive?

Handling Illegal Interview QuestionsMostinterviewerswhoaskillegalinterviewquestionsdosounknowingly.Therefore,anyattemptbyyoutoassert

yourrightnottoanswerthequestionwillmakeyoulookdefensiveandmayputanendtoanyfutureconsideration

for employment.

Beforeresponding,assessthesituation.Istheinterviewermakingsmalltalkandisnotlookingtousetheinformation

againstyou?Afteryouhaveassessedthesituation,youhavethefollowingresponseoptions:

Afteryouhaveassessedthesituation,youhavethefollowingresponseoptions:

• Answertruthfullyifyoufeelyourresponsewillnotruinyourchancesofgettingthejob.

• Informtheinterviewerinamannerthathastheinterviewerassessingthequestion,suchas:“Idon’tthinkthat

questionisrelevantfortheposition,doyou?”

• Keepyouranswerontherequirementsofthejobandyourabilitytoperformit,suchas:“Isthereanage

requirementforthejob?”or“Isthatinformationrelevantforthejob?”


Thefollowingareexamplesofcasuallyaskedillegalquestionsandsuggestedresponses:11

Q: Does your family mind the travel required for this position?

A: I am accustomed to significant business travel. In fact, I find being on the road invigorating, and my track record has

been very consistent under these conditions.

Q: Are you religious? Will your religion prevent you from working extra hours or on weekends when we have a big project?

A: Isupposeeveryoneisreligiousintheirownway.Idonotforeseeanycircumstancesthatwouldinterferewiththe

quality or commitment of my performance.

Q: You have a very unusual last name. What is its origin?

A: Itreallyisamouthful,isn’tit?I’vealwaysusedmyfirstnameandlastinitialinmybusinessemailaddress,asitis

easier.

Q: Are you planning a family in the near future?

A: Currently,Iamfocusedonmycareer,andalthoughhavingafamilyisalwaysapossibility,itisnotapriorityatthe

moment.

Q: How many more years do you see yourself in the workforce (before retiring)?

A: Intoday’sworldpeopledon’tretireliketheyusedto;somecan’t.Mycareerandmyneedtoearnanincomeare

priorities that I do not foresee changing in the near future.

11HeidiM.Allison,“HandlingIllegalInterviewQuestions,”RetrievedDecember30,2011,fromhttp://www.hcareers.com/us/resourcecenter/tabid/306/articleid/592/default.aspx


Additional Resources

• VA for Vets : http://vaforvets.va.gov

• One-Stop Career Center: http://servicelocator.org/

• My Next Move: http://www.mynextmove.org/vets/

• Veterans Job Bank: https://www.nationalresourcedirectory.gov/jobSearch/index

• National Resource Directory: https://www.nationalresourcedirectory.gov/

• O*Net: http://www.onetonline.org/crosswalk/


AttachmentsThefollowingattachmentshavebeenaddedtothisdocumenttosupportyouinpreparingforaninterview.

Attachment A –JobInterviewChecklist

Attachment B – TypicalPhoneInterviewQuestions

Attachment C –“ProveIt”Method

Attachment D – QuestionsYouMayWanttoAsk

Attachment E – JobInterviewDressCode

Attachment F –TenQuestionsYouShouldNeverAskinaJobInterview

Attachment G –PhoneCallforInterviewChecklist

Attachment H –TypesofInterview

Attachment I – Military Terms/Civilian Equivalent


Attachment A – Job Interview ChecklistThefollowingisbasedontheJobInterviewchecklistintheTransitionAssistanceProgram(TAP)participant

manual.

Job Interview Checklist YES NO

Before the Interview:

1. ThoroughlyresearchedtheorganizationandthejobwhichIaminterviewing.

2. Iamawareofthelogistics,parking,officelocation,paperwork,attire,andthetypeofinterviewthatwillbe conducted.

3. Ihavecalledtoconfirmtheinterviewtime.

4. Preparedtotalkaboutmyaccomplishmentsinnon-militaryterms.

5. ReviewedthequestionsIthinkImaybeaskedintheinterviewandpracticedmyresponsestothem.

6. Ihavecomposedmyresponsesinwriting.

7. Plannedinterviewattirethatisappropriateforthejob,theorganizationandtheindustry.

8. Bringpens,notepadandextracopiesofmyresume.

9. OtheritemsImightneed:extrapairofpantyhose,spot-removerwipes,tissues,combandbrush,hairspray or gel, makeup for touchups, breath mints, and an umbrella.

Day of the Interview:

1. Got a good night’s sleep.

2. Bathedandputondeodorant.

3. Stoppedsmoking2hourspriortointerview(ifapplicable).

4. Plantoarrive15minutesearly.

5. Turn off my cell phone.

6. Speakwithastrong,forcefulvoicetoprojectconfidence.

7. Ensurethatmystrongpointscomeacrosstotheinterviewerinafactual,sinceremanner.

8. Thanktheinterviewer(s)fortheirtime.

9. Request business cards from each person or get the correct spelling of their first/last names.

After the Interview:

1. Assoonaspossible,writedownthenotesfromtheinterviewsonocrucialdetailsaremissed.

2. Writeandsend“thank-you”letterswithin24hourstoeachpersonwithwhomIinterviewed.

3. Followupwithinaweek


Attachment B – Typical Phone Interview Questions

1. Are you currently employed?

2. What are your salary expectations?

3. Will you relocate?

4. Will you travel? What percentage of overnight travel would you be willing to do on a monthly basis?

5. On a scale of 1 to 10, how would you rank your skill level of_______________? (fill in the blank)

6. What are your career goals?

7. What are your greatest strengths?

8. What was your greatest accomplishment?

9. When could you start working here?


Attachment C – “Prove It” Method Usethe“ProveIt”methodtodisplayyouraccomplishmentsthatarepertinenttothejobforwhichyouarebeing

interviewed.

The “Prove It” method:

1. Pickaskill.

2. Explainhowyouusedit,givingspecificexamples,i.e.,quantifyandqualifytheskill.

3. Useaccomplishmentstatementstodescribehowyouusedthisimportantskill.

4. Explainhowitlinksuptotheinterviewer’sneeds.Explainhowthisskill/accomplishmentwillbenefitthe

office/organizationwhereyouwouldliketowork.


Attachment D – Questions You May Want to Ask

Sincetheinterviewisatwo-wayexchange,youmaywanttobepreparedwithsomequestionsofyourown.

Considerthequestionsthatfollowbutbesuretoidentifyotherquestionsthatareimportanttoyou.

1. What would you consider the ideal job experience for this position?

2. If you had an ideal candidate, what skills and personal qualities would that person have?

3. What are the primary results you want to see from this position in the next year?

4. What are the criteria for measuring success for this position?

5. In what way does this position fit into the broader mission of this office?

6. Tell me about the reporting relationships involved with this position. To whom will I report and, in turn, to whom would they report?

7. What is the next step in the hiring procedure?

8. When can I expect to hear from you?

9. When will a decision be made?

10. When would you want me to begin working in this position?


Attachment E – Job Interview Dress Code12

Thefirstimpressionyoumakeiswhenyouwalkintotheroomwiththeinterviewer.Theinterviewerwillmorethanlikely

makesomeassumptionsaboutyoubasedonhowyoulookandwhatyouarewearing.Therefore,itisimportanttodress

professionallyforajobinterview.

Do:• Wearneutralcolors–black,white,brownandgrayarestaplecolorsthatwillcarryforwardeachseasonregardlessof

thepositionforwhichyouareapplying.Formen,asuitjacketanddressshirtwithacolorfultiewillworkwonders.Full

button-up suits are needed only if you are applying for a position requiring full-business attire.

• Wearlayers–thisallowsforcomfortifgivingapresentationorcoolingoffwhenyougetnervous.

• Wearcomfortableshoes–Heelsshouldbenomorethan2inchesandcanbeanycoloraslongasitmatches

appropriatelywithyouroutfit.

• Accessorizelightly–goodqualityearringsoranicenecklacecangofarifbalancedrightwithyouroutfitdependingon

length of skirt or the lapel of a suit jacket.

• Smallbagorportfolio–thiscanbeofanycoloraslongasittiesintoyouroutfitandthejobforwhichyouareapplying.

• Neutralmakeup–alittlegoesalongway.Wearsimplecolors,lightontheeyelinerandshadowforoptimalappearance.

• Cleanyourhairandnails–unkempthairanddirtyfingernailswillmakeyoulooksloppyandunorganized.

Don’t:• Wearjeans–nomatterwhattheprofession,thisisnotsuitableforaninterview.Savethisforwhenyoulandyourperfect

job.Formen,asuitjacket,dressshirt,tie,andcomfortablepantswillworkformostinterviews.

• Overdoit–lessismore.Watchhowmuchyouaccessorize.Bracelets,multiplenecklacesandpiercingshouldreflectyour

stylebutnotinexcess.Wewanttheinterviewertopayattentiontoyou,notwhatyou’rewearing.

• Wearstiletto’s–nomatterhowfashionableyouareorwanttoshowyouare,thereisnoneedtotriponyourfaceinfront

ofyoursoontobeboss.Theonlyexceptionisamodelingjob,andthenyouwillneedtobringthesealongwithyou.

• Wearheavyeyemakeup–thesmokyeyeisagreateveninglookbutshouldn’tbeusedfortheinterviewprocess.No

matterwhatthesizeorshapeofyoureye,thiswillhinderyourchanceofgettingin.

• Useoversizedbags–takingabeachbagorlargecouturebagwithyouwon’tcountinyourfavor.Keepingitneutralor

small is one less thing you have to keep your eye on.

• Teaseupyourhairoraddtoomuchhairgel–itmakesyourhairlookgreasy.

• Wearhats.

12byKrystalKochendorfer,“Gettingthejob:Dressingdo’sanddon’ts,”RetrievedDecember30,2011fromhttp://www.examiner.com/fashion-in-sacramento/getting-the-job-dressing-do-s-and-don-ts


Attachment F – Ten Questions You Should Never Ask In a Job Interview13

1. What does your organization do?Ifyouaskquestionsabouttheorganizationthatcouldhaveeasilybeenansweredwitha

smallamountofresearch,you’llcomeacrossasunprepared,unmotivatedandlazy.

2. What benefits do you offer? Youdon’twanttoaskaboutbenefitsatthisstage,andyoudefinitelydon’twanttoaskabout

thenitty-grittydetailsofthosebenefits—whothehealthcareprovideris,ifdentalcoverageisoffered,howmanyvacationdays

employeesreceive,andsoforth.Thetimetoinquireaboutbenefitsiswhenyou’renegotiatingthedetailsofanoffer.Atthis

stage,yourquestionsshouldcenteronthejobitselfandtheorganization.

3. Can I leave at 3:00 on Thursdays? Ifyoustartaskingforspecialtreatmentbeforeyouevengetthejob,employerswillassume

you’regoingtoberegularlyaskingforexceptionstobemade.Whetherit’srequeststoworkdifferenthours,haveaspecificday

offortelecommute,now’snotthetimetobemakingrequests.Onceyouhaveajoboffer,thenyoucannegotiateforwhatyou

want.

4. Do you drug test? If they do, you’ll find out soon enough. Asking about it raises some obvious red flags.

5. Would I be able to play a role in [something unrelated to the job you’re applying for]? Youmightbereallyexcitedaboutthe

organization’ssocialmediaoperationorthatbigeventtheythrowinHollywoodeveryyear,butifitdoesn’trelatetothejob

you’reapplyingfor,don’timplythatit’smoreexcitingtoyouthantheworkthatyou’reactuallyinterviewingtodo.

6. Do employees get a discount on your product? Thisstageoftheconversationisaboutwhetheryou’llbeagoodfitforeach

other.Theanswertothisquestionisunlikelytodeterminethatforyou,andyou’llcomeacrossasinterestedonlyinwhatthey

can do for you.

7. Do you check references? Assume that most employers do check references. Asking about it implies that you have

something to hide.

8. How long do you get for lunch? Anythingthatimpliesthatyou’refocusedongettingawayfromworkratherthanexcellingat

the job itself is going to reflect badly on you.

9. Why should I take this job? Ifyoucan’tfigureoutonyourownwhetherornotthejobisoneyouwant,theintervieweris

unlikely to try to figure it out for you.

10. How did I do? Thisquestionputsyourintervieweronthespot.Goodinterviewerswillbetakingtimetoprocessyour

conversationandcompareyoutoothercandidates.Don’tendtheinterviewonanawkwardnote.

13AlisonGreen,“QuestionsYouShouldNeverAskinaJobInterview,”RetrievedDecember30,2011,fromhttp://money.usnews.com/money/blogs/outside-voices-careers/2011/11/09/10-questions-you-should-never-ask-in-a-job-interview


Attachment G – Phone Call for Interview ChecklistRemember,thisisyourfirstchancetomakeagoodimpression.Yourinterviewbeginshere.Whenyoureceiveacallfor

aninterview,besuretofindoutthefollowinginformation.

Organization name:

Position you are interviewing for:

Name(s) and title(s) of person(s) conducting the interview:

Where and when to report:

Anything special to bring to the interview:

Who is calling:

Position of caller:

Return phone number:

Additional information:


Attachment H – Types of Interviews

Individual Interview

Anindividualinterviewislikeanin-depthconversation.Theinterviewermaybethepersonwhowillbeyoursupervisor.Hiringdecisionsareoftenmadebasedonthistypeofinterview.Countondiscussingyourskills,experience,trainingandhowtheyallrelatetothedutiesandopportunitiesofthejob.Therewillusuallybetimeforyoutoaskquestions.Youmustsellyourskills,enthusiasm,interestandunderstandingof the job.

Structured Interview

Astructuredinterviewformatisastandardizedmethodofcomparingjobcandidates.Astructuredinterviewformatistypicallyusedwhenanemployerwantstoassessandcomparecandidatesimpartially.Ifthepositionrequiresspecificskillsandexperience,theemployerwilldraftinterviewquestionsfocusingexactlyontheabilitiestheorganizationisseeking.Byrequiringtheinterviewertofollowaspecificlistofpre-determinedquestions,thefocusoftheinterviewwillbeonwhatisrequiredfortheposition.Withinterviewsbasedonspecificquestions,there should be a greater chance of the employer being able to select the best candidates based specifically on qualifications, rather than on other factors like personality.

Unstructured Interview

Anunstructuredinterviewisajobinterviewinwhichquestionsmaybechangedbasedontheinterviewee’sresponses.Whiletheinterviewermayhaveafewsetquestionspreparedinadvance,thedirectionoftheinterviewisrathercasual,andtheflowofquestionsisbasedonthedirectionoftheconversation.Unstructuredinterviewsareoftenseenaslessintimidatingthanformalinterviews.Becauseeachintervieweeisaskeddifferentquestions,however,thismethodisnotalwaysreliable.

Multiple Interviews

Duringamultipleinterviewprocessanemployerislookingtoanswerthreequestions.First,canyoudothejob?Doyouhavethenecessarycombinationofexperienceandeducationtodothework?Secondly,areyoumotivated?Willyoucompletethetaskyou’vebeenaskedtodoinatimelymanner?Andthirdly,areyougoingtofitin.Thisisaboutanalyzingifthereisagoodmatchbetweenyourvaluesandworkstyleandtheorganization’scorporateculture.

Thefirstinterviewisreallytodeterminetheanswertoquestionone.Often,theinterviewquestionsfocusonhavingyoudescribehowyourpastworkdemonstrateswhatyou’llbringtothecompany.Thisisusuallydonebyconductingabehavioral-basedinterviewwithquestionssuchas,“Tellmeaboutatimewhen…?”Generally,adecisiontohiresomeoneisnotmadeafterthefirstinterview.Rather,thedecisionismadetocreatea“shortlist”ofasmallgrouptobringforwardtothenextround.Usually,ashortlistconsistsofthreeorfourcandidates.

Atthisstageintheprocess,anemployerhasdecided(atleastinapreliminaryway)thattheshort-listedcandidateshavethenecessaryskillstodothejob.Thismeansthatfollow-upinterviewsnowbecomeanissueofdeterminingtheanswerstoquestionstwoandthree.Anycandidatewhoisinvitedbackforadditionalinterviewsshouldgoinwiththeconfidenceofknowingthatthepotentialemployersthinktheyhavewhatittakes.Soyourjobistoconvincewhomeveryoumeetnextthattheirinitialimpressioniscorrect.Focusonbuildingapersonalconnectionwiththoseyoumeetandemphasizeyourwillingnesstobesuccessfulinthenewrole.

Multipleinterviewsalsoallowforanumberoforganizationrepresentativestobeinvolvedinthedecision-makingprocess.Insomecases,initialinterviewsmaybewithahumanresourcesrepresentative,oryoumaymeetwiththehiringmanagerrightaway.Follow-upinterviewsusuallymeanyou’remeetingmorepeople.Itmaybeyourpotentialcoworkersorperhapsseniormanagers.Insomeorganizationsthefinalhiringdecisionrestswiththepresident.

Stress Interviews

Stressinterviewsareanotherformatthatsomeemployers,frequentlylawenforcementorganizations,usetoevaluatecandidates.Theinterviewers’jobistointimidateyou.Theywanttofindouthowyouhandlestress.Therationalebehindthetacticisthatifyou’reunableorunwillingtohandleconditionsofimposedstress,it’sunlikelyyou’llhavetheabilitytomaintainyourcomposureunderconditionsofrealstress. In response to this tactic, it’s important that you don’t react defensively, but remain calm and respond appropriately.


Targeted Interviews

Targetedselectionisabehavioralapproachtoimprovedhiringdecisions.Thegoalofeverytargetedselectionintervieweristocollectjob-relatedbehaviorfromanapplicant’spasthistory.Interviewersaretrainedtofocustheirinterviewskillsandselectiondecisionsonfivebasicinterviewprinciples:

• Usepastbehaviortopredictfuturebehavior

• Interviewforthecriticaljobrequirements

• Organizeyourinterviewintoasystem

• Applyeffectiveinterviewingskillsandtechniques

• Exchangeinformationwiththeothermanagersinvolvedininterviewing

Phone Interview

Thephoneinterviewisanotherstrategythatsomeemployersuse.Inthissituationthehiringmanagerorselectioncommitteeinterviewsjobapplicantsoverthetelephoneasascreeningtechnique.Phoneinterviewsareusedtomakeafirstroundofcutstotheapplicantpool.Iftheemployersareinterestedincandidates,theywillthenscheduleface-to-faceinterviews.Remember,assoonasyoupickupthetelephoneyouare making an impression.

Observational Interview

Anemployermayusetheobservationalinterviewformat.Inthisformatthecandidateisaskedtodemonstratehisorherabilitieswithsomeoftheskillsrequiredfortheposition.Thismayincludegivingademonstrationofpublicspeakingability,answeringtelephonecallsoroperatingapieceofequipmentwhiletheinterviewerobservesyourperformance.

Panel Interviews

Apaneljobinterviewtakesplacewhenanapplicantforemploymentisinterviewedbyapanel(group)ofinterviewers.Insomecasesthecandidatewillmeetseparatelywiththepanel.Inothercasestherewillbepanelofinterviewersandmultiplecandidatesallinthesameroom.

Duringatypicalpanelinterviewwheretherearemultiplecandidatesinterviewingforthesamejob,theapplicantssitbehindalongdeskandtheinterviewerssitfacingthedesk.

Eachintervieweraskseachcandidateseveralquestionsandpossiblyasksafollow-upquestion

Situational Interviews

Interviewingtechniquethatplacesanapplicantinaconflictorproblematicsituationinwhichheorshehastomakeassessmentsanddecisionstoresolveit.Thejobseekerisplacedinahypotheticalsituationsothattheinterviewerisabletojudgehisreaction.Thisissometimesreferredtoasascenario-based(problem-solving)interview,wherethejobseekermayhavetohandleahypotheticalsituationsuchasdealingwithanirate customer.

Group Interviews

Agroupinterviewtakesplacewhenacandidateisinterviewedbymorethanoneintervieweratthesametime.Alternately,itcanmeanthatagroupofcandidatesareinterviewedatthesametimebyahiringmanger.Thefirsttypeofgroupinterviewiswheneachjobapplicantisinterviewedbymultipleinterviewers.Thegroup(orpanel)ofinterviewerstypicallyincludesaHumanResourcesrepresentative,themanager,andpossiblycoworkersfromthedepartmentinwhichtheapplicantwouldbeworking,ifhired.Theothertypeofgroupinterviewiswhenagroupofapplicantsforthesamepositionareinterviewedtogetherbythehiringmanager.Inthisscenario,youandothercandidateswouldbeinterviewedtogetherasagroup.

Behavioral Interview

Behavioralinterviewsarebasedonthepremisethataperson’spastperformanceonthejobisthebestpredictoroffutureperformance.Whenanorganizationusesbehavioralinterviewing,theywanttoknowhowyouactandreactincertaincircumstances.Theyalsowantyoutogivespecificreal-lifeexamplesofhowyoubehavedinsituationsrelatingtothequestions.Inabehavioralinterview,anemployerhasdecidedwhatskillstheyneedforthejob,andthequestionsyouwillbeaskedwillbegearedtowardfindingoutifyouhavethoseskills.Theinterviewerwantstoknowhowyouhandledasituation,ratherthanjustgatheringinformationaboutyou.

Attachment H – Types of Interviews


Attachment H – Types of Interviews Attachment I – Military Terms/Civilian Equivalent

Military Term Civilian Equivilant

NCOIC Supervisor, Manager, Coordinator

TDY/TAD BusinessRelatedTravel

PCS Relocation

NCO Academy Leadership or Management Training

WarCollege ExecutiveMilitaryLeadershipSchool

Command and Staff College Senior Military Leadership School

BasicOfficersCourse Entry Level Officer Leadership Course

BasicTraining Introductory Military Training

O7 and above President,SeniorDirector,ChairmanoftheBoard,ManagingDirector

O5 and O6 ChiefExecutiveOfficer,ChiefOperatingOfficer,ProgramDirector

O4 SeniorAdministrator,DepartmentHead,ProgramManager

O1 to O3 Executive,Administrator,Manager,ProjectOfficer

WO1toWO5 Director, Specialist, Facilitator, Technical Manager, Technical Specialist

E7 to E9 Director, Supervisor, Department Manager, Operations Manager, Senior Advisor

E4 to E6 Assistant Manager, Line Supervisor, Section Leader, Task Leader, Supervisor, Foreman

E1 to E3 ProductionWorker,Assembler,Technician,Assistant,Apprentice,TeamMember

Interviewing Techniques Guide - Hire Our Heroes

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