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DOUGLAS PARTNERS

career transition experts

25 Difficult
Interview Questions...
And Some Answers
A D oug las Partn e r s i n fos h e et

Adapted from Parting Company: How to Survive the Loss of a Job and Find Another Successfully,
William J. Morin and James C. Cabrera Harvest Books, New York, 1984.

© Douglas Partners 2006


1. Tell me about yourself. and development,
4. What can you 6. Why
Since this is often the opening ques- say that you want should we
tion in an interview, keep your answer to create new hire you?
to a minute or two at most. Cover your things and that you do for us that Answer in terms
education, work history, and empha- know this is a place of your ability,
size recent career experience. Remem- in which such activ­
ber that this is likely to be a warm-up ity is encouraged. somene else can’t? your experience,
and your energy.
question. Don’t waste your best points If the organization (See question 4.)
on it. stresses financial
controls, your answer should mention 7. What do you look for
2. What do you know about a reverence for numbers. in a job?
our organization? If you feel that you have to concoct Keep your answer related to opportu-
You should be able to discuss products an answer to this question—if, for nities within the organization. Talk
or services, revenues, reputation, example, the company stresses an area about your desire to perform and be
image, goals, problems, management that really does not interest you—then recognized for your contributions.
style, people, history and philosophy. you probably should not be taking the Stress opportunity rather than personal
However, don’t act as if you know interview. You should learn enough security.
everything. Let your answer show that about a company to avoid firms where
you have done some research. Don’t you would not be able to or would not 8. Please give me your
overwhelm the interviewer; make it want to work. Since most of us are definition of (the position
clear that you wish to learn more. poor liars, it is difficult to deceive any- for which you are being
You might start your answer this one in an interview. Even if you should interviewed).
way: “In my job search, I’ve investigat- succeed at it, your prize is a job you Keep your answer brief and results-
ed a number of companies. Yours is don’t really want. oriented. Think in terms of responsi-
one of the few that interests me, for bilities and accountability. Make sure
these reasons...” Give your answer a 4. What can you do for us that you really do understand what the
positive tone. Do not say, “Everyone that someone else can’t? position involves before you attempt
says you’re in trouble, and that’s why Here’s where you can toot your own an answer. If you are not certain, ask
I’m here,”—even if that is true. horn and brag about your accomplish- the interviewer; he or she may answer
ments. Talk about your rec­ord of get- the question for you.
3. Why do you want to ting things done; mention specifics
work for us? from your resume or list of career 9. How long would it take
The deadliest answer you can give is accomplishments. Say that your skills you to make a meaningful
“Because I like people.” A good answer and interests, combined with this history contribution to our firm?
comes from having done your home- of getting results, make you valuable. Be realistic. Say that while you would
work so that you can talk about the Mention your ability to set priorities, expect to meet pressing demands and
company’s needs. You might say that identify problems, and use your expe- pull your own weight from the first
your research has shown that the com- rience and energy to solve them. day, it might a few months before you
pany is doing things you would like to could expect to know the organization
be involved with, and that it’s doing 5. What do you find most and its needs well enough to make a
them in ways that greatly interest you. attractive about this major contribution.
For example, if the organization is position? What seems
known for strong management, your least attractive about it?
answer should mention that fact and List three or four attractive factors of
show that you would like to be a part the job, and mention a single, minor,
of that team. If the company places a unattractive item.
great deal of emphasis on research
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Douglas Partners (925) 200-9702 www.Douglas-Partners.com


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10. How long would you 13. Are you a good 17. What important trends
stay with us? manager? Can you give me do you see in our industry?
Say that you are interested in a career some examples? Do you Be prepared with two or three trends
with the organization, but admit that feel that you have top that illustrate how well you understand
you would have to continue to feel managerial potential? the industry. You might consider tech-
challenged to remain with any organi­ Keep your answer nological challenges
za­tion. Think in terms achieving results or opportunities,
and solving problems.
achievement and
­results-oriented.
15. Have you ever economic condi-
Rely on examples tions, or even reg-
11. You’re over-qualified
for this position.
and tell stories from had to fire people? ulatory demands
your career to but- as you collect your
Emphasize your interest in establishing thoughts.
tress your argument.
a long-term association with the orga-
Stress your experience and your energy.
nization. Say that you assume that if 18. Why are you leaving
you perform well in this job, new 14. What do you look for (did you leave) your
oppor­tunities will open up for you. when you hire people? present (last) job?
Mention that a strong company needs Think in terms of skills, initiative, and Be brief, to the point, and as honest
a strong staff. Observe that experi- the adaptability to be able to work as you can without hurting yourself.
enced employees are always at a pre- comfortably and effectively with others. If you were laid off in an across-the-
mium. Suggest that since you are so Mention that you like to hire people board cutback, say so; otherwise, indi-
well qualified, the employer will get a who appear capable of moving up in cate that the move was your decision,
fast return on his investment. Say that the organization. the result of your action. Do not men-
a growing, energetic company can tion personality conflicts.
never have too much talent. 15. Have you ever had to The interviewer may spend some
fire people? What were the time probing you on this issue, particu-
12. What is your reasons, and how did you larly if it is clear that you were termi-
management style? handle the situation? nated. The “we agreed to disagree”
You should know enough about the Provide enough broad information to approach is useful. Remember that
company to know that your manage- explain the situation but don’t go into your references will be checked, so do
ment style will complement it. Possible details. Admit that the situation was not concoct a story.
styles include: task oriented (“I’ll enjoy not easy; say that it worked out well
problem-solving: identifying what’s both for the company and, you think, 19. How do you feel about
wrong, choosing a solution, and imple- for the individual. Show that, like any- leaving all your benefits to
menting it”), results-oriented (“Every one else, you don’t enjoy unpleasant find a new job?
management decision I make is deter- tasks but that you can resolve them Mention that you are concerned, nat-
mined by how it will affect the bottom efficiently and—in the case of firing urally, but not panicked. You are will-
line”), or parental (“I’m committed to someone—humanely. ing to accept some risk to find the right
taking care of my subordinates and job for yourself. Don’t suggest that
pointing them in the right direction”). 16. What do you think is security might interest you more than
A participative style is currently the most difficult thing getting the job done successfully.
popular; this is an open-door method about being a manager or
of managing in which you get things executive?
done by coaching and motivating peo- Mention planning, execution, and cost-
ple and delegating responsibility. control. The most difficult task is to
As you consider this question, motivate and manage employees to get
think about whether your style will something planned and completed on
let you work happily and effectively time and within the budget.
within the organization.
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Douglas Partners (925) 200-9702 www.Douglas-Partners.com


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20. In your current (last) don’t you?” Remember that the act But whenever possible, say as little
position, what features do of taking a new job does not, in and of as you can about salary until you reach
(did) you like the most? itself, make you worth more money. the final stage of the interview process.
The least? It’s the skills, experience, and amount At that point, you know that the com-
Be careful and stay positive. Describe of responsibility you’ll be handling pany is genuinely interested in you and
more features that you liked than dis- that relates to the market value of that it is likely to be flexible in salary
liked. Don’t cite personality problems. the position. negotiations.
If you make your last job sound terri- If a search firm is involved, your
contact there may be able to help with 24. What are your long-
ble, an interviewer may wonder why
the salary question. He or she may range goals?
you remained there so long or how you’ll
even be able to run interference for Refer back to the planning phase of
feel about his/her organization if you
you. If, for instance, he tells you what your job search. Don’t answer, “I
take this job.
the position pays, and you tell him want the job you’ve advertised.” Relate
21. What do you think of that you are earning that amount now your goals to the company you are
your boss? and expect to do better, he might go interview­ing: ‘in a firm like yours, I
Be as positive as you can. A potential back to the employer and propose that would like to...”
boss is likely to wonder if you might you be offered
25. How
talk about him/her in similar terms. more.
If no price range 24. What are your successful
22. Why aren’t you earning is attached to the do you feel
more at your age? job and the inter- you’ve been
Say that this is one reason that you are viewer continues to
long-range goals? so far?
conducting this job search. Do not be press the subject, Say that, all-in-all,
defensive. you can point out you’re happy with
that the person seems concerned the way your career has progressed so
23. What do you feel this about money. Reassure him or her that far. Given the normal ups and downs
position should pay? you’ve always accepted a fair deal, but of life, you feel that you’ve done quite
Salary is a delicate topic. If at all pos- it’s premature to talk about pay until well and have no complaints.
sible, defer tying yourself to a precise it’s clear exactly what the full job will Present a positive and confident pic-
figure or range until you are offered the entail. Or you can ask if she is offering ture of yourself, but don’t overstate
job. You might answer the question you the job. If this is an offer, proceed your case. An answer like, “Every-
with a question: “Perhaps you can help with the salary negotiation. If not, thing’s wonderful! I can’t think of a
me on this one. What’s the range for stand your ground politely. You cannot time when things were going better!
this job in your organization?” leave the impression that it does not I’m overjoyed!” is likely to make an
If you are asked the question during really matter, that you’ll accept what- interviewer wonder whether you’re
an initial screening interview, you can ever is offered. trying to fool him or yourself. Quiet
say that you need to know more about Don’t sell yourself short, but con- confidence is the most convincing. You
job responsibilities before you could tinue to stress the fact that the job it- can add a forward-looking ending such
give a meaningful answer. You can ask self is the most important thing in your as “And I’d love to continue building
the interviewer or search executive/ mind. The interviewer may be trying on my successes with a career with
recruiter (if one is involved). It pays to to determine just how much you want you here at this firm!”
be prepared; before you participate in the job. Don’t leave the impression
an interview, do some research to that money is the only thing that is
determine whether there is a salary important to you. Link questions of
grade attached to the job. salary to the work itself.
If the interviewer continues to
probe, you might say, “I expect to be
paid market rate for the quality work
I’ll do for you. You do pay market rate,
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Douglas Partners (925) 200-9702 www.Douglas-Partners.com


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DOUGLAS PARTNERS
career transition experts

MB Deans, Douglas Partners: The Clear Choice in a Murky World


principal of
Douglas Partners, Douglas Partners is a global specialty firm with a 21st-century
is a workforce worldview of economics and work. We’re talent matchmakers
matchmaker
and optimizer. and staffing optimizers with deep experience working from both
She has an acute sides of the desk: job-seeking professionals and employers; internal
ability to quickly assess critical issues.
recruiters and external recruiters. Get the edge that true
She’ll match talent with need, transform
potential into production, and custom- expertise, insight and leadership deliver.
ize solutions to individual situations.
Neat. Simple. S e r v i ce s f or Job- S e e k e r s S e rv i ce s f or E m p loye r s
Her business experience is global in Interested in making a mark rather Our services help you hire and retain
scope and practical in execution. She’s than marking time? top talent, maintain your reputation
worked with major businesses through Get one-to-one expertise crafting and keep morale and focus up.
downsizing, reorganizing, merging and your resume and career strategy. • Want to hire .300 hitters consistently?
rapid growth challenges. Solutions she’s Shorten your job search, raise your We can help with coaching and
designed and implemented allowed each earnings. workshops that sharpen interviewers’
organization to transition successfully • Professional resumes, CVs, and skills and improve the selection
and move forward. cover letters process.
She’s worked with individual profes- • Interview skills coaching •A  re your managers giving employ-
sionals crafting resumes and coaching
• 21st century job-search strategies ees the information they need to
them on job search strategies, interviewing
achieve peak performance? We can
and negotiating.
hone managers’ feedback skills and
MB speaks to packed rooms of pro-
teach them how to deliver produc-
fessional groups, industry associations,
tive performance evaluations.
and the state government on topics that
include economic trends, labor economics, •N  eed to re-align your staff for the
and job search skills. future? Our consultants assess
She’s a member of Women in Consult- staffing needs and match individual
ing, the National Association of Women skill sets with positions. We can also
Business Owners, and the Northern prepare terminated employees for
California Human Resources Association their upcoming job hunt.
She has earned a Master’s degree in
Computer Science from Fairleigh Dick-
inson University and a Bachelor’s degree
in Biochemistry from Rutgers College.
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Douglas Partners (925) 200-9702 www.Douglas-Partners.com


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