Interview Role Playing

평소에 존경하던 교수님의 홈페이지에서 퍼온 글

Dear Students,

Here is some information about interviews that you will probably find
useful in the upcoming months.

John


Winning at the Interview Table

Arrogance and cockiness will get your butt tossed out of the room


Comments by the Director of Global Campus Recruiting, Citigroup, New
York, NY

Q: What is the first thing you look for when a candidate walks into a 
room?

A: I would say confidence and poise. Some people might think that's
redundant. With confidence, you can tell that they're prepared and ready
to interview. They're comfortable with that process. Poise is a client
skill. It's the way you present yourself.


Q: How does someone leave a positive impression with you?

A: There are many things. Being completely on target in their answers to
my questions. They've taken the question, delivered an answer that
incorporates their past experience, and clearly showed me the skills
they've developed. They're also concise in delivering that answer. They
are always looking to distinguish themselves beyond the easy answer.
With some interviewees you feel as if you're playing catch. I ask a 
question, they answer it, and throw it back. Others take the opportunity
with every question to showcase some quality or characteristic that
distinguishes them from the others.


Q: What's the best way to follow up after an interview?

A: It's always nice to send an email note, but I don't think enough
candidates pick up the phone and try to reach someone in person. Email
is the easy way out. Sometimes if you really want the job, the easy way
out is not the way to take.


Q: What's the one question to ask yourself about a candidate?

A: Do I see this person being not just a good associate, but a client
coverage officer down the road? Do I see them being a good citizen of
our firm? Yes, they've got all the skills but are they going to bring
something to the place that will make it a better institution? Do I think they
have the stamina to handle the junior years as an investment banker?



Q: How do you respond to someone who is overdoing it? Is that a couple
of strikes against him?

A: If you're describing overdoing it as overselling, absolutely. At the end
of the day, your job is to present the best case for your candidacy. But
we're trying to figure out who you are as a person, and if we can't chip
through the armor of the presentation to see who you are underneath, it
leaves us with reservations.

Q: Number of resumes you look at a year?

A: Twenty-five hundred.


Q: Number of interviews you conduct in a year?

A: Two hundred.


Q: What are the most important attributes Citigroup seeks?

A: Intelligence and teamwork.


Q: What about your turn-offs and turn-ons?

A: Turn-offs - when someone is leaning back in the chair and is a little
too comfortable. They should be selling themselves. I ask myself, "Is
that what you're showing me in terms of desire."

Turn-ons - confidence, professionalism, focus on Citigroup...a sense of
humor.


Q: What is the all-time favorite question you ask candidates?

A: I like to ask people, "If you could choose any job or career on earth,
what would you want to do?" I like to see what makes them tick. If you
could have any job, I'm not sure you would necessarily choose to work
120 hours a week in investment banking. You might choose to be Tiger
Woods. What's not on your resume that I should know about you?


Q: What is a deal breaker for you?

A: If they lack communication skills. They have to be articulate in
presenting their background, their experiences. If people's answers
seem canned or practiced, I try to change the questions. Some have
their set of answers ands stick to them. When I feel I'm getting rote
answers, I'll say, What's the last book you read for pleasure?


Q: What makes a solid lasting impression?

A: People who are extremely comfortable in their own skin. They
converse easily because they know why they want to do they job
they're applying for. They're not insecure about something that might be
different or unique about themselves. They're proud of it. They make the
interview a dialogue, not an interview.



Comments by a Staff Recruiter, Campbell Soup Company, Camden, NJ

Q: What do you look for first when a candidate walks into the room?

A: Energy - someone who's really 100 percent there for the interview.


Q: How does someone leave a positive impression with you?

A: There are many ways, but the strongest thing I can think of is to
reiterate their interest in the position at the end of the interview and then
follow up with a quick thank you note via email.


Q: You're not offended by a quick email?

A: Not at all. I recognize that candidates have very busy schedules.


Q: Do you have a surprise question you ask candidates?

A: I ask mainly behavioral-based questions, but one of my favorites is
the ethical dilemma question. Did they have such an experience, what
was it, and how did they handle it? It tells me how their mind works.
Depending on the position we're recruiting for, ethics may play a 
stronger role. I'm interested in seeing how a candidate processes the
question.


Q: Can you think of a candidate who went over the top to impress you?

A: Yes, candidates can try too hard. Some of them can show so much
enthusiasm about the position and the company that it really takes away
from their qualifications. I try to calm them down, but sometimes they
have in their minds that they must impress 100 percent of the time with
their enthusiasm and energy. Sometimes that energy can be a double-
edged sword. I ask myself, "Is this person going to drive the team
crazy?"


Q: What's a deal breaker for you?

A: If they say that their dream location is San Francisco - we are in
Camden, New Jersey - that probably would be an issue. Or if I 
ask, "What's the dream company that you'd like to work for?" If they
name a competitor, well, that's not good.


Q: Number of resumes you see a year?

A: Three thousand


Q: Number of interviews you conduct in a year?

A: Three hundred fifty.


Q: Immediate turn-offs?

A: A candidate who comes in with arrogance. There is a fine line
between confidence and arrogance. I really enjoy the confident
interviewee because I want to learn about them. But when they take it
over the line to the arrogant side, the interview goes downhill. A couple
of weeks ago, an interviewee said, "I want to work at Campbell Soup
and show the company how to do it right." He didn't even have relevant
work experience. We're looking for a touch more humility than that.



Q: What is the most important attribute that Campbell Soup is seeking?

A: A can-do mindset. Somebody who is willing to roll up his sleeves \
and learn about the business, so we can help grow him into a future
leader of the company.


Q: What makes a solid last impression?

A: Positive energy coming through in the interview - and being able to
answer the questions in a way that I get the information I'm looking for.



Comments by Program Manager, University Recruiting Team, IBM,
Orlando, FL

Q: What's the first thing you look for when a candidate walks into the
room?

A: That certain presence. Their confidence level. Once they open their
mouths, though, I'm looking for strong communication skills.


Q: How does someone leave a positive impression with you?

A: When they talk about their work experience, you get a sense that they
have the ability to work effectively within a team. Also, passion. If
someone has skills that are close to what you're looking for, they can
often sell you based on their passion and motivation.


Q: What's the best way of following up after an interview?

A: Send an email thanking the recruiter for the opportunity to interview.
Also let them know that you're looking forward to a positive response.


Q: Does a handwritten letter help a candidate's chances?

A:  A letter always make someone standout, but an email gets there
quicker, it's recognized quicker and is well received by IBM managers.


Q: What the one question you ask yourself about a candidate as he or
she is sitting on the other side of the table?

A: Does this person display the traits that we're looking for in an IBM
employee? Another question: Is this person a match? Does this look like
an opportunity that the interviewee would be interested in?


Q: What is a turn-on during an interview?

A: I look for candidates who take the initiative to do a little research on
my company before an interview. Not all candidates do this, do those
who do have an opportunity to shine through thoughtful discussion and
questions.


Q: How many resumes do you read a year?

A: Twenty-five hundred.


Q: Can you think of a candidate who overdid it in trying to impress you?

A: You sometimes run into candidates who are overzealous. They
consistently contact you. They keep following up, follow-up after follow-
up.


Q: What's a deal breaker for you?

A: Cockiness. Confidence is outstanding. But overconfidence can turn
into cockiness or arrogance. That doesn't help a candidate.


Q: What's the most important attribute IBM is looking for?

A: The ability to think analytically. It also helps if an individual has
participated in an internship or co-op position at IBM or with another
company. It provides prospective hires with hands-on, real-world
experiences in their area of expertise.


Q: What makes a solid lasting impression?

A: The ability to articulate your desires and interest in why you're the
best match for the position.


Comments by Director, Talent Acquistion, McGraw-Hill, New York, NY

Q: What's the first thing you look for when you meet a candidate?

A: When I come out to greet a candidate, I see if they stand up to greet
me. Are they organized, or are they fumbling over things? Are their
hands filled - are they holding their coffee, umbrella, and jacket? A 
candidate should get there early enough, have the receptionist take their
coat, finish their coffee. Sit and read The Times or something. Always
be prepared.


Q: How does someone leave a positive impression during the interview?

A: In their follow-through, the questions they ask. Their follow-ups
should demonstrate that they've heard what the recruiter had to say - 
something that sets them apart from the other candidates. I like specific
questions about the job or the culture. One question that I don't
particularly like is, "Tell me about your experience here." My experience
is going to be completely different from yours.


Q: What's the best way for a candidate to follow up afterward?

A: It's acceptable to follow up through email, but I caution people to not
get too casual. It's still business correspondence; we just met. Don't
just churn out a two- or three-line email. What make people stand out is
an old-fashioned thank-you note, a handwritten letter. What's important
is that you've gone home, thought about our discussion, and told me
how you can apply yourself to the job and the department.



Q: Number of resumes you handle a year?

A: Last year, McGraw-Hill hired approximately 3,000 employees. We
received probably 175,000 applications. It is a huge task.



Q: Any turn-ons?

A: A person who's confident, personable, engaging. Certainly, a turn-off
is arrogance. You're there to sell yourself. I know you have a lot to offer -
 that's why I invited you here. Don't jump over the line.



Q: What is the most important attribute that your company is looking for?

A: Someone with an entrepreneurial mindset, someone

 who is innovative and creative - in other words, a strategic thinker.



Q: What's a deal breaker?

A: If they don't demonstrate enough substance, if they don't convey

enough examples of how they've been successful. It's important that

they interviewee know whom they're interviewing with.