Subhajit Mukherjee - Subu
INTERVIEW CHEAT SHEET
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INTERVIEW CHEAT SHEET - Subhajit Mukherjee

 INTERVIEW CHEAT SHEET
 

 
These tips are intended to serve as a quick reference tool for you!  They are not a substitute for solid training in the fundamentals of interviewing.  A more advanced treatment of interviewing is outlined in Interviewing 102, but if you want to discuss issues that concern you, remember that we’re available for a 1-1 regarding any staffing or organizational subject.
 

 
To assess a candidate thoroughly, we recommend that you interview him/her for 60 minutes.  45 minutes is bare bones minimum unless you are breaking the interview into two parts (not recommended).
 

 
INTERVIEW PREPARATION
 

 
1.         Go into every interview understanding what you’re probing for.  If you’re unclear about your role as an interviewer, ask the hiring manager to define it for you and to describe your assigned interview area(s).  Your approach and questions will vary according to your role, which will vary from interview to interview.
 

 
2.         Review the candidate’s resume.  (See Reading Resumes on our Intranet under Staffing.)
 

 
3.         Develop a short list of questions that will help you determine the candidate’s capabilities.  (See Interview Questions, also on our Intranet.)
 

 
For the purpose of offering helpful, practical tips, we’ve divided the interview into 3 stages.  These aren’t formal divisions within the interview but offer you guidelines as you move through the natural progression of the conversation.
 

 
GREETING
 

 
Goal:  To help the candidate feel welcome and reduce the formality and nervousness often associated with interviewing.
 

 
Ø         Greet the candidate with a firm handshake.
 
Ø         Ask how his/her drive or flight was (or other casual questions)
 
Ø         Tell him/her how happy we are that he/she has chosen to visit with us.
 
Ø         Describe briefly how you fit within the organization.
 
Ø         If you’re the hiring manager and/or the first interviewer describe how we’re structured
 
(The above should take 5 minutes or less.)
 

 
BEGINNING
 

 
Goal:  To provide context for the interview by briefly describing the position and your opinion of its significance within the group and the company.  After this point, the candidate will do the majority of the talking as he/she responds to your questions.
 

 
Ø         Describe the position and offer your opinion on why the role is important within the team and/or organization.  Tell him/her what is exciting to you about working at Netscape and why you joined.
 
Ø         Comment on his/her resume, like, “You’ve been at XYZ company a long time,” a question about how they found out about us, and general Valley news can soften some of the formality and resulting nervousness.
 
(This part takes another 5 minutes.)
 

 
MIDDLE
 

 
Goal: To learn as much as possible about the candidate’s ability to perform in the areas you’re probing.  
 

 
Ø         Gather general information about what he/she states in the resume, such as why he/she left a certain company or joined another.
 
Ø         Explore in some depth the experience described in the resume; be sure to ask, “Which part of XXX project was your work?” and, “Did you work on the product/project/implementation cradle to grave?”  Ask about his/her decisions, i.e. what other avenues were considered and rejected and why.
 
Ø         For suggestions on specific questions, please refer to Interview Questions on our Intranet.
 
Ø         Open the dialogue to answering the candidate’s questions. His/her questions can reveal a great deal about his/her ability to perform in the role s/he’s being considered for!  Other than confidential issues or questions premature for the stage of interviewing, be sure his/her questions are answered, even if you must point him/her to someone else.  Include a summary of these questions in your feedback to your manager and staffing.
 
Ø         Do not fall into the trap of answering questions about how you view the candidate.  (How am I doing?)
 
Ø         Allow the candidate to think about his/her answers
 

 
(This part must consume 25 minutes!)
 

 
END
 

 
Goal:  To conclude the interview describe next steps and make the candidate feel great about his/her experience at Netscape.
 

 
Ø         Describe next steps if you know and/or tell him who is managing the process.  An example might be, “We’re interviewing several people for this position. Doug/ John/Bill/Eric will be in touch with you.”
 
Ø         Thank him/her for having come in to interview with us.
 
Ø         Don’t forget the firm handshake when you turn the candidate over to the next interviewer or say goodbye in the lobby.
 
(Here goes another 5 minutes or so.)
 

 
DO
 

 
Ø         listen (you should have been listening 70% of the time!)
 
Ø         make sure you state everything briefly but accurately
 
Ø         ask questions that prevent yes or no answers unless the question is about a fact like dates
 
Ø         observe the law (see doc on Legal Interviewing on our Intranet).
 
Ø         treat the candidate in a fashion whereby he/she will leave saying great things about Netscape whether hired or not.  Never forget that interviewing is a major contributor to building our reputation!
 
Ø         show appreciation and respect
 

 
DON’T
 

 
Ø         allow the candidate to take control.  Make a quick comment about his/her sidebar subject; then ask a question that requires him/her to change the subject and respond to you.  If that doesn’t work simply say that you need to stay on track.
 
Ø         ask leading questions
 
Ø         give information that allows the candidate to know what you want to hear and tailor his/her answers accordingly
 
Ø         ask discriminatory questions.  (See Legal Interviewing.)
 

 

 
2) Effective Interviewing
 

 
Preparing for the Interview
 

 
It is important for you to adequately prepare for the interview.  You will need to assemble the following information in preparation for the interview:
 

 
  1.  Position description   
  2. Candidate’s resume   
  3. Interview Schedule   
  4. Interview Team   
  5. Location for the interview
 

 
Position Description
 

 
Your first step is to develop a clear understanding of the job’s requirements.  Try not to put to much emphasis on irrelevant information.  Review the position instead of trying to fill the incumbent’s skills sets.  This is the best time for you to make a change in your team that will help in the future.  Analyze your current and future needs required for the position, and always remember that each position should be dynamic and changing.  Look for candidates that meet your needs today, but can grow for you tomorrow.
 

 
Candidates Resume
 

 
In preparing for the interview, it is important to carefully read and study each resume.  
 

 
  •  Use the resume to gain a better sense of the candidate’s skills and history.   
  • Make notes on a “Post-It” for follow-up questions that address qualifications.   
  • Do not write on the resume at any time.   
  • Look for any holes in timeline.   
  • Try to ascertain the reasons for major career changes.
 

 
Interview Planning
 

 
The interview schedule is an important aspect for any interview.  You will need to define what steps are needed in the interview process to make certain the candidate has the right qualifications.  Use the combination that best fits your needs.  
 

 
  •  Phone interviews are a great way to build initial impressions about qualifications.   
  • Face-to-face interviews allow you to evaluate the candidate’s interest and abilities.   
  • Homework or “hands-on” experience can give you the best idea of how well a candidate can handle the responsibilities.
 
Interview Team
 

 
Choosing the interview team is extremely important for successful interviews.  Focus on the skills and qualifications important to the position, and then invite members from your organization or within the company that can best identify these skills.
 

 
  •  Everyone should have a copy of the position description.   
  • Let each interviewer know what areas you would like for them to cover.   
  • Ask each interviewer to develop notes after the interviews that focus on strengths, concerns, and overall fit.   
  • Each person has a voice, but in the end, it is your decision to make.
 

 
Location for the Interview
 

 
Time and place have a dramatic impact on the interview.  
 

 
  •  Focus on a time and place convenient to you, the interview team, and the candidate.   
  • Allow adequate time so no one feels rushed.
 

 
Find a private location.
 

 
  •  Assure confidentiality and minimize interference.   
  • Eliminate as many distractions as possible.   
  • Turn off cell phones and pagers.  Stay focused on the interview and the candidate.
 


 

Structure the Interview


 



Build Rapport
 

 

  •  Start with offering a glass of water or coffee.   
  • Ask easy, non-threatening questions (“How was your weekend?”, “Did you have any trouble finding us today?”)   
  • Interviews which induce stress seldom work.
 

 
Explain the Process
 

 
  •  Explain the entire interview process to them.   
  • Tell candidates you will be taking notes to capture as much information as possible.
 

 
Approach the Candidate
 

 
  •  Ask the candidate what they know about Heska.  Fill in any blanks.   
  • Ask the candidate what they know about the position.  Fill in any blanks.
 

 
Conducting the Interview
 

 
  •  Ask open-ended questions based on SBO (Situation, Behavior and Outcome)   
    •  “Tell me about a time when you had to deal with an angry customer.  How did you handle this?  What was the outcome?”   
    • “Describe a situation where you had to work with a department within your company that was known as unfriendly.  How did you break the ice?  Were you able to work together, and what was the final result.”
     Avoid closed questions (a Yes or No answer)   
    •  “Do you have customer service experience?”   
    • “Do you enjoy selling?”
     Avoid Loaded or Leading Questions   
    •  “We really like self-motivated people on this team.  Tell me about yourself.”   
    • “Do you like working with people?”
     Focus on listening   
    •  Take notes.   
    • Ask drill-down questions to get more complete answers.   
    • Restate or clarify as needed.
     Be Wary of Non-Verbal Clues   
    •  Your body language will show disinterest quickly.   
    • Give the candidate the best chance possible to explain themselves.   
    • If you are certain this person does not fit the position, have no fear in ending the interview early.   

 
Answer the Candidate’s Questions
 

 
  •  Answer any questions they may have regarding the position or the company.   
  • Leave plenty of time to answer all of their questions.
 

 
Sell Heska
 

 
  •  Talk about the culture, work environment, training and future opportunities.
 

 
Close the Interview
 

 
  •  Give a Five Minute warning to allow adequate closure.   
  • Review the next steps in the interview/hiring process.   
  • Be careful not to make statements that may construe definite plans to hire them.   
  • Make certain candidate is aware of any issues they need to follow-up on.   
  • Thank the candidate for their time.   
  • Walk the candidate to their car (car’s are a great representation of the person!)
 

 
After the Interview
 

 
  •  Complete your interview notes on the candidate.   
  • Avoid personal comments.  Record only relevant information.   
  • Meet with interview team to gather feedback.   
  • Remember the legal aspects of your decision.  When in doubt, ask Human Resources for assistance.   
  • Work with management and Human Resources to develop an offer letter.   
  • Conduct thorough references.  Keep in touch with Human Resources regarding the application, background investigation and motor vehicle report.
 


 

Interview Guide for All Positions


 



Below you will find questions which can be asked of any candidate.
 

 
Background/History
 

 

  •  Please summarize your Professional Experience for me in less than five minutes.   
  • Describe your typical workday/week.   
  • What experiences led you to choose this occupation?   
  • What experiences led you to choose your career path?   
  • What experiences have helped you the most in your career?
 

 
Performance Characteristics
 

 
           Motivation (Drive, Initiative, Results Orientation)
 
·        Tell me about a time when you went beyond your call of duty.
 
·        Tell me about an accomplishment you are most proud of.
 
·        Tell me what initiatives you have taken on recently.
 
·        What challenging accomplishments have you had?
 
·        What are some of the most recent accomplishments you were recognized for in your current position?
 
·        What about yourself would you like to improve most?
 

 
Thinking (Innovation, Problem Analysis, Decision Making)
 
·        What are some innovations you are particularly proud of?
 
·        What are some of the most creative things you have done?
 
·        What is the most creative thing you did at your last company?
 
·        How do you analyze problems?
 
·        Describe how you solve difficult problems.
 
·        What difficult decisions have you made?
 

 
Administrative (Time Management, Project Management, Follow-Up)
 
·        How do you determine priorities?
 
·        How do you organize your time?
 
·        How do you organize your workload?  Can you describe it?
 
·        How do you plan for large projects?
 
·        How do you plan your day? Week?
 
·        How do you keep track of projects?
 
·        What happens when two priorities compete for your time?
 
·        What tools do you use to manage your day?
 
·        
 
Interpersonal (Warmth, Sensitivity, Teamwork, Customer, Conflict)
 
·        Describe the most difficult manager or co-worker you’ve ever worked with, and tell me how you coped with the situation.
 
·        How do you resolve conflicts?
 
·        Tell me about a particularly difficult conversation you had to have with someone.
 
·        Tell me about a time where you ad to stand firm and make a tough or unpopular decision in order to maintain the standards you set.
 
·        Tell me about a conflict with a co-worker, and how you resolved it.
 
·        Tell me about the last situation you had with an unhappy customer.  How did you resolve it?
 
·        Have you ever had a customer get mad at something that was not your fault?  What did you do?
 
·        At what point in a conflict do you escalate the issue to your manager?
 
·       What have you done to ensure that employees in your organization are treated fairly?
 
·        What would your co-workers say about you?
 
·        What makes you lose your temper?  Tell me about the last time this happened.
 

 
Communication (Oral, Written, Listening)
 
·        What is the toughest communication problem you have faced?
 
·        Tell me about a time you used your spoken communication skills to get a point across.
 
·        How would you compare your written skills to your verbal skills?
 

 
Balance (Comfort with Ambiguity, Flexibility, Stress Management)
 
·        Describe the biggest change you have brought to your company.
 
·        Describe the most difficult problem on your last job, and how you overcame it.
 
·        What is the most difficult change you have encountered in your career?
 
·        How have you handled difficult changes in your working situation in the past?
 
·        How do you cope with stress on the job?
 
·        Tell me about a time when you had a tight deadline to meet.  What did you do?
 
·        Describe a time when you had an unclear assignment.  What did you do?
 
·        What is the most frustrating thing about your job?
 
·        If you could suggest two changes to the CEO of your current company, what would they be?
 

 
Leadership (Setting Direction, Managing Performance, Assertiveness, Influence)
 
·        How do you influence someone to agree with your idea?
 
·        How do you persuade people to see your point-of-view?
 
·        Describe an incident where you had to discipline a subordinate.
 
·        Describe the (best/worst) manager you have ever had.
 
·        Describe the (best/worst) subordinate you have ever had.
 
·        What are the steps you have taken to help a poor performer become a better performer?
 
·        Explain a situation when you had to use your leadership skills to solve a problem.
 
·        Explain how you have used your skills to resolve a conflict between your manager and a co-worker.
 
·        Explain how you have previously supervised others.
 
·       Explain how you motivate others to work more effectively.
 
·        Tell me about a co-worker/subordinate you had to train.  What was your approach, and the final outcome.
 
·        How do you communicate business priorities to your team?  Give an example.
 
·        How do you ensure that your team meets its business objectives?
 
·        Describe your leadership style.  Has it changed over time?
 
·        How do you track, evaluate and reinforce performance in others?
 
·        How have you dealt with an employee who has met or exceeded performance expectations?
 
·        Tell me about the most difficult decision you have had to make in your career.
 
·        What have you done to rescue a failing business situation?
 
·        How do you balance the needs of your company/department with the needs of your customers?
 
·        How do you recognize incompetence?  What do you do with it?
 
·        How do you recognize excellence?  What do you do with it?
 


 

Questions to be Prepared For


 



Below are tough questions you may encounter.  Try to have straight answers available.  If you can not answer a question, let the candidate know how and when you will follow up.  Do not make promises or commitments that you or Heska can not live up to.
 

 

  •  Why Heska?   
  • What sets Heska apart from their competitors?   
  • I’ve heard about recent lay-offs.  Is the company in trouble?   
  • I’ve reviewed the financial statements online.    
    •  What is the outlook for this year?   
    • When is the company expected to hit profitability?   
    • What happens if the company does not become profitable?
     Why is this position open?   
  • What skills make a great ______?   
  • When do you expect to make a decision for this position?   
  • What other opportunities for growth will I have?   
  • What does the position pay?   
    •  What did your best team member make last year?   
    • What did your lowest performer make last year?   
    • What was the average for the team?
     Can you describe the benefits to me?  (Send to Human Resources)   
  • What are the expected hours of this position?   
  • If I drive by at 7pm, what will the parking lot look like?   
  • What type of manager are you?  What is your style?   
    •  How did you become manager over this department?   
    • How long have you been with Heska?   
    • Where were you before Heska?   
    • What is your career plan for the next five years?
     How will I be measured?    
    •  What are the steps taken if my performance is below par?   
    • What recognition will I receive for accomplishment exceeding expectations?
     What other business units will I be interfacing with?   
    •  Are there any issues I should be aware of?   
    • Is this a team oriented company, or are we working independently?
     Is relocation available for this position?   

    •  What is the policy?   

 
 
3) http://www.colorado.gov/dpa/dhr/select/docs/hiring.pdf#search='interview%20guide%20for%20hiring%20managers'
 

 

 
4) WARM UP QUESTIONS
 
What made you apply for this position?
 
How did you hear about this job opening?
 
Briefly, would you summarize your works history and education for me?
 

 
WORK HISTORY

What aspects of your work history have prepared you for this job?
 
Describe for me one or two of your most important accomplishments.
 
How much supervision have you typically received at your previous (current) job?
 
Describe one or two of the biggest disappointments of your work history.
 
Why are you leaving your current (or your last) job?
 
What is important to you in a company?
 

 
JOB PERFORMANCE
 
Everyone has strengths and weaknesses. What are your strong points for this job?
 
What would you say are areas needing improvement?
 
How did your supervisor at your last job evaluate your performance? What were some of the good points and bad points of that rating?
 
When you have been told about (or discovered) a problem with you performance, what have you typically done? Can you give me an example?
 
What kind of people do you find most difficult to work with?
 
Do you prefer working alone, or in groups?
 
Tell me about some of your achievements that were recognized by your superior.
 
Can you give me an example of your ability to supervise/manage others?
 
What are some things you’d like to avoid in a job? Why?
 
In your previous job, what were some of the pressures you encountered?
 
What would you say is the most important thing you’re looking for in a job?
 
What are some things you particularly liked at your last job?
 
How do you feel about the way others in your department were managed by your supervisor?
 
If I were to ask your present employer about you abilities as a _____________, what would he/she say?
 

 
EDUCATION
 
What special aspects of your education have prepared you for this job?
 
What courses in school have been of most help in doing your job?
 

 
CAREER GOALS
 
What is your long-term career objective?
 
What kind of job do you see yourself holding five years from now?
 
Do you feel that you need development in term of skill and knowledge in order to be ready for that opportunity?
 
Why might you be successful in such a job?
 
How does this job fit in your overall career goals?
 
What in your life has most influenced your career objectives?
 
What would you like to accomplish if you had this job?
 
What might make you leave this job?
 

 
SELF-ASSESSMENT
 
What kind of things do you feel most comfortable doing?
 
Can you describe for me a difficult obstacle that you have had to overcome? How did you handle it? How do you feel this experience affected your personality or ability?
 
How would you describe yourself as a person?
 
What do you think are the most important characteristics that a person should have to be a successful (job title)? How do you rate yourself in those areas?
 
Do you consider yourself a self-starter? If so, explain and give examples?
 
What do you consider your greatest achievements to date? Why?
 
What things give you the greatest satisfaction at work?
 
What things frustrate you most? How do you usually cope with them?
 

 
CREATIVITY
 
In your work experience, what have you done that you consider truly creative?
 
Can you think of a problem that you have encountered when the old solutions didn’t work and you came up with a new solution?
 
Of your creative accomplishments big or small, at home or work, what gave you the most satisfaction?
 
What kinds of problems have people called upon you to solve? Tell me what you have devised.
 

 
DECISIVENESS
 
Do you consider yourself to be thoughtful and analytical or do you usually make up your mind fast? Give an example.
 
What is the most difficult decision you had to make in the past six months? What made it difficult?
 
The last time you did not know what decision to make, what did you do?
 
How do you go about making an important decision affecting your career?
 
What is the last major problem you were confronted with? What action did you take on it?
 

 
RANGE OF INTEREST
 
What professional organizations do you belong to?
 
Do you participate in any civic activities? What is your role?
 
How do you keep up with what’s going on in your company/industry/profession?
 

 
MOTIVATION
 
What is your professional goal?
 
Can you give me examples of experiences on the job that were satisfying?
 
Do you have a long/short term plan for your department?
 
Did you achieve it last year?
 
Describe how you determine what constitutes top priorities in the performance of your job.
 

 
WORK STANDARDS
 
What are your standards for success in your job?
 
In your position, how would you define doing a good job? On what basis was your definition determined?
 
When judging the performance of a subordinate, what factors / characteristics are most important to you?
 

 
LEADERSHIP
 
In your present job, what approach do you take to get your people together to establish a common approach to a problem?
 
What approach do you take in getting people to accept you ideas or department goals?
 
What specifically do you do to set an example for your employees?
 
How frequently do you meet with your immediate subordinates in a group?
 
What sort of leader do your people feel you are?
 
How do you get people who don’t want to work together to establish a common approach to a problem?
 
How would you describe your basic leadership style? Give examples of how you practice this.
 
Do you feel you work more effectively in a group or one-on-one?
 


ORAL PRESENTATION SKILLS
 
Have you ever done any public or group speaking?
 
Have you made any individual presentations lately? How did you prepare?
 

 
WRITEN COMMUNICATON SKILLS
 
Would you rather write a report than give a verbal report? Why?
 
What kind of writing have you done? For a group or individual?
 
What is the extent of your participation in major reports (RFP’s, ) that have been written?
 

 
FLEXIBILITY
 
What is the most important idea you have recently received from your employees? What happened as a result?
 
What do you think about the continuous changes in company policies and procedures?
 
How effective has your company been in adapting to its policies to fit a changing environment?
 
What was the most significant change made in your company in the last six months, which directly affected you? How did you adapt?
 

 
STRESS TOLERANCE
 
Do you feel pressure in your job? Tell me about it?
 
What is the highest-pressure situation you have been under in recent years? How did you cope?
 

 
STABILITY & MATURITY
 
Describe you most significant success and failure in the past two years?
 
What do you most like to do?
 
What do you least like to do?
 
What in your last review did your supervisor suggest needed improvement? What have you done about it?
 

 
INTEREST IN SELF-DEVELOPMENT
 
What has been the important person or event in you own self-development?
 
What kind of books and other publications do you read?
 
Have you taken a management development course?
 
How are you helping subordinates develop themselves?

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