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How to Handle Different Types of Interviews

How to be prepared for all phases of a Job Interview

How to Handle Different Types of Interviews

Interviews will come in a variety of different formats, methods and styles. Here’s how to be ready for all types of interviews, and how to be prepared for them. 

 

The Traditional Interview

In a traditional interview, you will be asked a series of questions which have pretty straightforward answers. For example: “What were major challenges you had, and how did you find a solution for them,” or “why are you looking to leave your current employer,” or “tell me about yourself.” 

  • If you are asked, “What are your career goals and future plans” the interviewer may want to know if your plans are consistent with those of their organization. You should let them know that you are an ambitious person and want to advance within their company.
  • Another question that may be asked is “What are your salary expectations?” This is a delicate question and should be handled carefully. Always wait for the interviewer to ask this question, and if you have to give a number, give a range or say the salary is negotiable.

 

The Screening Interview

Companies use screening tools and techniques to ensure that candidates meet minimum qualification requirements. Computer software programs are often used to weed out unqualified candidates. The screening interviewers’ goal is to determine whether there is anything that might disqualify you for the position.

Screeners will dig for dirt and hone in on gaps in your employment history or pieces of information that look inconsistent. One of the first things the screener will need to find out is whether you will be too expensive for the company.

 

Things to watch out for during a screening interview:

  • Personality can go a long way, but it’s not as important to the screener as verifying your qualifications. Answer their questions clearly and directly.
  • Be tactful about addressing income requirements. Give a range, and try to avoid giving specifics. You don’t want to lose your leverage this early in the interview process.
  • If the interview is conducted by phone, it is helpful to have your resume and a few notes highlighting your strengths ready.

 

The Informational Interview

This is on the opposite end of the stress spectrum from the screening interview. Job seekers secure informational meetings in order to seek the advice of someone in their current or desired field and to gain further references to people who can lend insight.

Employers that like to stay apprised of available talent even when they do not have current job openings are often open to informational interviews. These employers are especially likely to accept an informational interview with you if they like to share their knowledge, feel flattered by your interest, or thank the mutual friend that connected you to them. During an informational interview, the job seeker and employer exchange information and get to know one another better without reference to a specific job opening. 

Informational interviews take off some of the performance pressure. The objective here it to gain valuable information, just as the employer is doing at their end.

  • You should be able to pinpoint prospective employers. Through your interview you’ll develop an understanding of what it’s like to work for specific companies or individuals, and you’ll be able to make informed decisions about what employer would be a good match for you.
  • You will expand your list of contacts by collecting names from the employer with whom you interview.
  • You will gather information from your interviewers that, during your later job interviews, will help you show prospective employers that you’ve done your homework.

The Meandering Style

This interview type, usually used by inexperienced interviewers, relies on you to lead the discussion. It might begin with a statement like “tell me about yourself,” which is pretty typical, and can be used to your advantage. Interview styles such as these allow you to guide the discussion in a way that best serves your needs.

Here are some strategies which may prove helpful for any interview, particularly when interviewers use an indirect approach:

  • Pay attention to the interviewer. Even if you feel like you can take the interview in any direction you wish, remain respectful of the interviewer’s role. If he or she becomes more directive during the interview, acknowledge their move and adjust accordingly.
  • Come to the interview prepared with highlights of your skills, achievements and experiences. Do not rely on the interviewer to spark your memory. Jot down some notes that you can reference throughout the interview.
  • Ask well-placed questions. Although the open format allows you to shape the interview, you don’t want to run the risk of missing important information about the company and its core needs.

 

The Stress Interview

Employers view the stress interview as a legitimate way of determining a candidate’s aptness for a position. A potential employer in this case might purposely have you wait in the lobby before the interviewer greets you. You might face long silences or cold stares.

The interviewer might challenge your religious beliefs or your judgment. Be prepared because insults and miscommunication are common in this type of interview. All this is designed to see whether you can withstand the company culture, work environment, or other potential stress triggers.

  • Even if the interviewer is rude, remain calm and tactful.
  • Remember that this is a game. It is not personal.
  • Go into the interview relaxed and rested. If you go into it feeling stressed, you will have a more difficult time keeping a cool perspective.

 

The Situational Interview

In this interview, situations are set up to simulate common problems you might encounter on the job. Your responses to these situations are measured against predetermined standards. This approach is often used as one part of a traditional interview rather than as an entire interview format.

 

The Behavioral Interview

Companies increasingly rely on behavioral interviews because they use your previous behavior to predict your future performance. In these interviews, employers use standardized methods to gather information relevant to your competency in a particular area or position.

Depending on the responsibilities of the job and the working environment, you might be asked to describe a time that required problem-solving skills, leadership qualities, conflict resolution, multi-tasking, initiative, or stress management. You will be asked how you dealt with these situations. Your responses require not only reflection, but also organization of thought.

 

Here’s how to maximize your responses in the behavioral format:

  • Any of the qualities and skills you have included in your resume are potential probing points for the interviewer.
  • Anticipate the transferable skills and personal qualities that are required for the job.
  • Keep in mind the situations you have been in, and identify the results of your actions. Present them in less than a couple minutes.
  • Reflect on your own professional, volunteer, educational and personal experience to develop brief stories that highlight these skills and qualities in you. You should have stories for each of the competencies on your resume as well as those you anticipate the job will require.

 

The “Show Me” Interview

For some positions, such as engineers or trainers, companies want to see you in action before they make their decision. For this reason, they might take you through a simulation or brief exercise in order to evaluate your skills. This tilts the interview in your favor because it allows you to demonstrate your abilities through familiar challenges. The simulations and exercises should also give you a simplified sense of what the job would be like.

 

To maximize on this type of interview, remember to:

  • Be professional and take responsibility for the task before you.
  • Get a clear understanding of the instructions and expectations for the exercise, and if there’s a time limit to complete it. Communication is half the battle in real life, and you should demonstrate to the prospective employer that you make the effort to do things right the first time by minimizing confusion.
  • Do some role playing and brush up on your skills before an interview if you think they might be tested.

 

The Directive Style

In this style of interview, the interviewer has a clear agenda. Interviewers ask each candidate the same series of questions so they can readily compare the results of their interviews. Directive interviewers rely upon their own questions and methods to entice you with questions and gather what they would like to know. This style does not necessarily mean that they have dominance issues, although you should keep an eye open for these if the interviewer should end up being your supervisor.

Remember:

  • Follow the interviewer’s lead.
  • Maintain control of the interview. If the interviewer does not ask you for information that you think is important to proving your superiority as a candidate, politely interject it.
How to Handle Different Types of Interviews


The Group or “Tag Team” Interview

The group interview helps a company get a glimpse of how you interact with peers to let them know if you are timid or bossy, attentive or attention-seeking. Do others turn to you instinctively, or do you compete for authority? The interviewer also wants to know if you use argumentation or careful reasoning to gain support. The interviewer might call on you to discuss an issue with the other candidates, solve a problem collectively, or discuss your qualifications in front of the other candidates. 

This environment might seem overwhelming at times, but here are a few tips that will help you interview successfully:

  • Treat others with respect while exerting influence over others.
  • Observe the dynamics and the interviewer’s rules of the game. If you are unsure of what is expected from you, ask for clarification from the interviewer.
  • Keep an eye on the interviewer throughout the process so that you do not miss important cues.
  • Use this opportunity to gain as much information about the company as you can. Just as each interviewer has a different function in the company, they each have a unique perspective. When asking questions, be sensitive not to place anyone in a position that invites him or her to compromise confidentiality or loyalty.
  • Treat each person as an important individual. Get each person’s business card at the beginning of the meeting, if possible, and refer to each person by name. If there are several people in the room at once, you might want to jot down their names on a sheet of paper according to where each is sitting. Make eye contact with each person and speak directly to the person as you ask each question.

Multiple Interviews

This type of interview is commonly used with professional jobs. This approach involves a series of interviews in which you meet individually with various representatives of the organization. In the initial interview, the representative usually attempts to get basic information on your skills and abilities. In subsequent interviews, the focus is on how you would perform the job in relation to the company’s goals and objectives.

After the interviews are completed, the interviewers meet and discuss your qualifications for the job. A variation on this approach involves a series of interviews in which unsuitable candidates are screened out at each succeeding level. It’s important to ask how many interviews are in the interview process, and who you would be interviewing with for each interview. For example, you might meet with someone in Human Resources, then a hiring manager, then team members you will be working with, and maybe even the president of the company, depending on the size of the company.

I would be suspicious of any company calling you in for a fourth or fifth interview. In cases like these, they typically want to get industry or competitor information out of you. I would be suspicious if the interviewers are jotting down notes to competitor information, or how you do things at your current company. That should be a giveaway. 

 

The Lunch/Dinner Interview

Interviewing over a meal can go one of two ways. It can be a catastrophe, or it can help you get the job. An example of a lunch gone bad is if the interviewer or candidate has an allergic reaction to the dish they eat. With some preparation and psychological readjustment, you can enjoy the process. Meals often have a way of getting people comfortable so they can facilitate deals.

 

Here are some basic social tips to help ease mixing food with business:

  • If your interviewer wants to talk business, do so. If he or she and the other guests discuss their upcoming weekend plans or their families, do not launch into business just yet.
  • Avoid foods that have been historically known to be messy, such as barbeque ribs and spaghetti.
  • Take cues from your interviewer, remembering that you are the guest. Do not sit down until your host does. Order something slightly less extravagant than your interviewer. If he insists you try a particular dish, oblige him unless it conflicts with your diet or religious beliefs. Do not begin eating until he does. If he orders coffee and dessert, do not leave him eating alone.
  • Practice eating and discussing something important simultaneously.
  • Thank your interviewer for the meal.
  • Who pays for the meal? Traditionally, the interviewer will pay for the meal.

 

 

How to prepare for a follow-up Interview

There are a number of reasons why companies bring candidates back for second and sometimes third or fourth interviews. Sometimes they just want to confirm that you are the worker they first thought you to be. Sometimes they are having difficulty deciding between a short-list of candidates. Other times, the interviewer’s supervisor or other decision makers in the company want to meet you before making a hiring decision. When meeting with the same person again, you do not need to be as assertive in communicating your skills. You can focus on building rapport, understanding where the company is going, and how your skills mesh with the company vision and culture.  

 

Tips for managing second interviews:

  • Elaborate on what you have to offer and your interest in the position.

Be tactful with probing questions. You want to learn more about the internal company dynamics and culture.

For other job related statistics and relevant data, you can visit the U.S. Bureau of Labor Statistics website at www.bls.com

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The Best Way to Answer Common Interview Questions

The Best Way to Answer Interview Questions

The Best Way to Answer Common Interview Questions

The famous “Tell me about yourself” question

This is something you should practice and perfect. It’s the basic introduction of who you are and what you are looking for in a job. It will form the basis of your introductory message when networking, and your opening statement in telephone contacts with employers.

Here are some pointers on how to keep the messaging on-target and focused.

 

  • Don’t give your life story.
  • Give a very brief overview which includes education, previous job titles, responsibilities and achievements. Target your response to the audience or contact with whom you are speaking, and the position for which you are applying.

 

What did you most enjoy about your last job?

  • “I was able to set goals and find effective ways to achieve them, using limited resources.”
  • “I was able to use my analytical skills to implement corrective methods at a critical stage of the project.”
  • “I developed a new approach to process improvement which became a standard for the company.”

 

How would your colleagues or supervisor describe you?

  • “I have been described as a dependable and trust-worthy worker.”
  • “I was able to take on a task through from inception to completion with excellent results.”
  • “I have a knack for finding useful demographic information about our customers’ buying habits.”












What can you offer us that other people cannot?

  • “I have a track record of identifying little-known investments that produce a great yield.”
  • “I am familiar with legal loopholes and parameters that affect client’s finances.”
  • “I am a certified professional with many years of experience finding unique ways to solve financial problems.”
  • “I require very little supervision and produce great results.”

 

What about this job attracts you?

  • “I am able to use my knowledge in market research to develop strategies that will give your company an advantage in the marketplace.”
  • “I share the same values as your company, and strongly believe in your corporate mission and vision.”
  • “I am comfortable in a small business environment as in a large one.”

 

 

 

How long do you see yourself with us?

  • “I see myself here as long as I am making a valuable contribution to the company.”
  • “I see myself here for the long run providing expertise, guidance and leadership to take the company top the next level.

 

How would you describe an ideal working environment?

  • “An environment that proactively looks at solving problems in a team approach”.

“A marketing support team that can assist the outside sales force with customer and product information that will help them close more business and lend help to customers when needed on a timely basis.”

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How Interviewing with Recruiters Can Help Your Job Search

How Interviewing with Recruiters Can Help Your Job Search

How Interviewing with Recruiters Can Help Your Job Search

A Job-Seekers Guide to Interviewing with Recruiters

You’ve probably heard of “headhunters”, “recruiters”, and “search firms” by now. If you are new to the job market or a veteran looking to make a move to a new organization, you should know the distinctions between these types of firms. Typically, they are third-party organizations that help individuals find temporary and direct hire jobs. Here’s how it’s broken down:

  • Contract Recruiters: Typically, an employer will hire recruiters from a contract staffing firm to represent them in the recruiting and employment function. The recruiters have an arrangement with the organization to “place” contract workers at the customer site for a period of time, sometimes ranging from as short as a few weeks to longer periods, in some cases a year or more. This might be important information for someone applying for a contract position at a company.

 

  • Employment Agencies: Employment agencies work with companies that seek to hire professionals. The employment agencies submit resumes of qualified candidates to the companies, which interview the candidates and ultimately pay a fee to the employment agency if a selected candidate is “placed.” In most cases, the placement fee is paid by the company (client) working with the employment agency. In very rare cases, the candidate pays a fee to the employment agency to be placed at an organization. If you come across a job listing that does not include the phrase “fee paid”, be sure to ask who pays the fee before signing any papers. The types of positions that you might see a candidate paying a fee to an agency is retail sales, customer service representative, or a laborer position. These specific types of agencies can be found throughout the country.
  • Resume Referral Firms: A resume referral firm collects information on job seekers and forwards it to prospective employers. This information can be contained in resumes or on paper or electronic data forms. The employer, job seeker, or both might pay fees. You must give the firm written permission to pass your resume on to employers. Your permission should include a statement that expressly states to whom and for what purpose the information can be used.
  • Contingent Search Firms: A search firm contracts with employers to find and screen qualified applicants to fill a specific position. Contingent Search firm representatives will disclose to the candidate which employer they represent in the interview qualifying process. The fees for these firms are paid by the employer. The fee charged is either a flat fee equivalent to 20% to 30% of the candidate’s first year salary, or an hourly fee paid to the search firm to locate a qualified candidate. 

 

 

 

 

 









Questions to Ask a Recruiter

 

Here’s where you need to be a wise consumer. While third-party recruiters exist to help you in your job search, read all materials carefully before signing anything.  

Here are some general questions you may want to ask:

  • How many job openings are there for someone in my field? If you have the opportunity, inquire about the positions being filled or the number of openings related to your field. These are important questions because, in some instances, recruiters may not really have the type or number of openings they advertise. They may be more interested in adding your name to their candidate pool as a means of attracting more employers or clients to their services. Or they may be collecting resumes for future job opportunities.
  • How is this information being used? A third-party recruiter is legally allowed (with your permission of course) to share your resume with the contract employer for positions that you are actually seeking. The recruiter must tell you, in clear terms, that your materials and information will not be shared outside the organization or used for any purpose other than with the company they represent at the time they interview you. The third-party recruiter cannot sell your information to anyone else. You may choose to authorize the recruiter to share your data elsewhere, but your authorization should be given to the recruiter in writing.
  • Are candidates treated equally and fairly? If you are qualified for the job opportunity (after an interview screening of course), the third-party recruiter must pass your information to employers without regard to your race, color, national origin, religion, age, gender, sexual orientation, or disability.

Who pays the placement services fee? Before you agree to anything or sign a contract, ask the recruiter who will pay the fee. He/she will normally tell you upfront who the fee is paid by, but you must ask anyway to be clear.

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3 Super Creative Ways to Find a Job

3 Super Creative Ways to Find a Job

An Easy Way to Jump-Start your Job Search

 

Look Where Others Don’t……….

As you begin your job hunt, where will you look for openings? Thinking about the online job boards? Unfortunately, that’s where EVERYONE starts their job search. Change your approach to find opportunities your competitors won’t. The last place most people look for job openings is from current or past employers, contacts, and subcontractors.

These people trusted you and thought highly of your skills, making them good resources for job leads. Jot down a list of at least three current or former managers with whom you are still on good terms and whom you can contact for job leads or related resources.

Call or email them right away to let them know you are in the job market and explain to them what you are looking for in a job. In the course of your networking activities, you may want to let these folks know that your job search should be held in strict confidence.

Reach out to local networking groups that meet on a regular basis. There are tons of really good sources out there that can point you in the right direction. Here are a few that will help you get started.

Mastermind Groups (There are Mastermind Groups for a number of different industries, and you should be able to find one by doing a specific web search for your industry……for example: Automotive Masterminds, Finance/Banking Masterminds, etc.), Toastmasters (www.toastmasters.org), BNI – Business Networking International (www.bni.com), Alumni Organizations, Chamber of Commerce (www.uschamber.com), MeetUp.com, LeTip (www.letip.com), Optimists (www.optimist.org), Kiwanis (www.kiwanis.org), and Rotary Clubs (www.rotary.org).

Note that most of these organizations will have either a local, state, regional, national and/or International presence.

 

 


Write a Unique and Catchy Cover Letter

Most cover letters are absolutely awful. The one thing these dismal cover letters have in common: They’re missing the Focus Factor. Your cover letter must focus on the needs of the prospective employer, not your needs.

An example of what not to do or say in your cover letter: “I am applying for a job with potential for advancement where my skills and abilities will be utilized and where I will be challenged.”

Instead, try this: In place of words like “I” and “my”, use the word “YOU.” This will force you to shift your thinking from “I need a job” to how you can help the employer. You will notice dramatic changes in your cover letters, and you will start getting more interviews as a result.

3 Super Creative Ways to Find a Job

 

Follow up Better
Most folks fail to follow up effectively after sending out their resumes and cover letters, if they follow up at all. Instead of calling employers every week and asking, “Did you get my resume?” or “Did you make a hiring decision yet?” try to add value each time you follow up.

You could research the company’s competition and write up a quick report, then send it to the hiring manager.

Or share a success story from your past employment that’s relevant to the employer’s situation, and how it might add some value to their business operations. Always ask what the next steps are in the interviewing process. It’s also important to ask when they plan to make a hiring decision.

If they tell you that they are short-listing candidates for follow up interviews, ask when that will happen, and why it will take that long to get back with you on a decision or next steps. Try to give employers another reason to hire you every time you contact them.

Hardly anybody does this, which makes it a great opportunity for you to get noticed and hired easier and quicker.

If you simply just emailed your resume to a Human Resources contact at a prospective employer, for example HumanResources@Company.com, without getting a contact phone number or exact name of the job poster, then you’ll need to do some leg work to get contact information of the person who the resume went to, or who posted the job opening.

Depending on the size of the company you sent your resume to, there could be multiple human resources people in their department. They could have human resources recruiters assigned by specialty occupations, or human resource generalists that handle all types of positions. Simply got to LinkedIn.com to do a search by company name and contact title.

If you don’t have a LinkedIn account, I suggest you get one right away. Being connected on LinkedIn definitely has its benefits. If you already have an account, then do a search according to the company name you applied to (There should be a field to the top right of the home page once you login), search by job title such as human resources or recruiter next to the company name, and it should bring up people with human resources and recruiter titles.

You can pick out two or three human resources contacts to send a message to through LinkedIn to see if they respond to your inquiry about who you should be contacting for a follow up on the posted position.

The next thing you can do is search for the company headquarters on one of the search engines to find out the company phone number, and if you have a contact name in human resources, then by all means ask for their direct phone number and email to contact them directly.

If you don’t have a contact name, ask who posted the job opening for the position you applied to, and ask for their full name and contact information.

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How to be prepared for all phases of a Job Interview

How to be prepared for all phases of a Job Interview

How to be prepared for all phases of a Job Interview

Each phase of a job interview will be different. It’s important to know where you are in the process, and how you can leverage each stage of an interview.

Job interviews are a two-way discussion between you and a prospective employer. The interviewer is attempting to determine whether you have what the company needs, and you are attempting to determine if you would accept the job if offered. Both of you will be trying to get as much information as possible in order to make those decisions.

Traditional Format

The interview that you are most likely to face is a structured interview with a traditional format. It usually consists of three phases. The introductory phase covers the greeting, small talk, and an overview of which areas will be discussed during the interview. T

Middle Phase

The middle phase is a question-and-answer period. The interviewer asks most of the questions, but you are given an opportunity to ask questions as well. The closing phase gives you an opportunity to ask any final questions you might have, cover any important points that haven’t been discussed, and get information about the next step in the interview process.

Introductory Phase

This phase is very important. You want to make a good first impression and, if possible, get additional information you need about the job and the company.

Make a good first impression. You only have a few seconds to create a positive first impression, and that impression can influence the rest of the interview and even determine whether you get the job.

The interviewer’s first impression of you is based mainly on your body language. The interviewer is assessing your overall appearance and demeanor. When greeting the interviewer, be certain your handshake is firm and make eye contact.

Wait for the interviewer to signal you before you sit down. Once seated, find a comfortable position so that you don’t appear tense or uncomfortable. Lean forward slightly and maintain eye contact with the interviewer.

Your posture shows that you are interested in what is being said. Smile naturally and show that you are open and receptive by keeping your arms and legs uncrossed.

Avoid keeping your briefcase or handbag on your lap. Try to appear relaxed and confident.

Use your knowledge of company information. You should get this information about the company in advance. Be sure to prepare your questions in advance as well.

Ask questions. Deciding exactly when to ask your questions can be tricky. Your chance to ask questions in the traditional interview is typically late in the interview. How can you get the information you need early in the process without making the interviewer feel that you are taking control? Timing is everything.

You may have to make a decision based on intuition and your first impressions of the interviewer. Does the interviewer seem comfortable or nervous, soft spoken or forceful, formal or casual?

These signals will help you to judge the best time to ask your questions. The sooner you ask the questions, the less likely you are to disrupt the interviewer’s intent or agenda. However, if you ask questions too early, the interviewer may feel you are trying to control the interview.

Try asking questions right after the greeting and small talk. Since most interviewers like to set the tone of the interview and maintain initial control, always phrase your questions in a way that leaves control with the interviewer.

Perhaps you can say, “Would you mind telling me a little more about the job so that I can focus on the information that would be most important to you and the company?” You may want to wait until the interviewer has given an overview of what will be discussed.

This overview may answer some of your questions or may provide some details that you can use to ask additional questions later.


How to be prepared for all phases of a Job Interview


Middle Phase

During this phase of the interview, you will be asked many questions about your work experience, skills, education, activities, and interests. This is the assessment part of the interview. The interviewer wants to know how you will perform the job in relation to the company objectives.

Your responses should be clear and concise. Use specific examples to illustrate your point whenever possible. Although your responses should be well-phrased and effective, be sure they do not sound rehearsed.

Remember that your responses must always be adapted to the present interview. Incorporate any information you obtained earlier in the interview with the responses you had prepared in advance and then answer in a way that is appropriate to the question.

Below are frequently asked questions and suggested responses. Give a specific example to illustrate your point for each question.

How to be prepared for all Phases of a Job Interview

What is your weakest attribute? (A stress question)

“I’m a stickler for punctuality and promptness.” “I’m tenacious.” “I’m a perfectionist.”

What is your strongest attribute?

“I am organized and manage my time well.” “I work well under pressure.” “I am motivated and eager to learn.”

What do you hope to be doing five years from now?

“I hope to still work here and have increased my level of responsibility based on my performance and abilities.”

What do you know about our company? Why do you want to work here?

“You are a leading provider of widgets on the West Coast.” “Your company has a superior product/service.” “Your company has the largest market share for your product in the world.” “Your company is a leader in your field and growing.”

It would help if you try to get the interviewer to give you additional information about the company by saying that you are very interested in learning more about the company objectives. This will help you to focus your response on relevant areas.

What is your greatest accomplishment?

Give a specific illustration from your previous or current job where you saved the company money, helped increase profits, or improved processes. If you have just graduated from college, try to find some accomplishment from your school work, part-time jobs, volunteer work, or extra-curricular activities.

Why should we hire you? (A stress question)

Highlight your background based on the company’s current needs. Recap your qualifications keeping the interviewer’s job description in mind. If you don’t have much experience, talk about how your education and training prepared you for this job.

Some Questions You Should Ask

“Could you give me a more detailed job description?” “What are the company’s current challenges?” “Why is this position open?” “Are there opportunities for advancement?” “To whom would I report?”

For other job related statistics and relevant data, you can visit the U.S. Bureau of Labor Statistics website at www.bls.com