267

LESSON Job Interviews

16
JOB INTERVIEWS

CONTENTS
16.0 Aims and Objectives
16.1 Introduction
16.2 Employment Interviews
16.2.1 Features of an Employment Interview
16.2.2 Types of Interviews
16.2.3 Structure of an Interview
16.3 Preparation for Job Interviews
16.3.1 Candidate's Preparation
16.3.2 Guidelines for the Interviewee
16.3.3 Checklist for Interview Preparation
16.3.4 Preparations to be made by the Interviewer
16.4 Follow up
16.5 Let us Sum up
16.6 Lesson End Activity
16.7 Keywords
16.8 Questions for Discussion
16.9 Suggested Readings

16.0 AIMS AND OBJECTIVES

After studying this lesson, you will be able to:
 List the types of employment interviews
 Know how to prepare for an interview
 Know the preparations to made by the interviewer
 Realize how to follow up

16.1 INTRODUCTION
Interview is a form of oral communication, in which an individual interacts with
others to know each other. Interviews consist of another significant facet of social and
business communication. They take place between individuals, or individuals and
organizations, and are always goal oriented. Interviews relate to a meeting, often on a
formal note, where some kind of an information gathering and assessment takes place.
The objective of any interview is, to find out as much as possible/necessary about a
268 person or an event. There are two parties to any interview – the interviewer and the
Corporate Communication
interviewee. The objective of an interview, in its broader sense, is to gather details and
to elicit relevant information by talking to the interviewee, and there after making an
assessment, appraisal or evaluation about the suitability of the candidate for the offer
or position available with the interviewer. Although most interviews take place
through formal meetings and discussions, there are also occasions when there is no
personal meeting, like in the case of a telephonic interview.

16.2 EMPLOYMENT INTERVIEWS

An interview is a formal meeting in which a person evaluates or consults another
person. Interview can be defined as an oral tool to test a candidate's traits for
employment or admission to a premier institution of learning. An interview reveals the
view, ideas and attitudes of the person being interviewed as well as the skills of the
interviewer.
The term interview is derived from a French word 'Intrevor', which denotes glimpse.
Through an interview, we get a glimpse of the interviewee in a short period of time.
The Oxford Advanced Learner's Dictionary provides the following different definition
of an interview:
 A formal meeting where somebody is asked questions to see if they are suitable
for a particular job, or a course of study of a college, university, etc.
 A meeting (often a public one) at which a journalist asks somebody, questions in
order to find out the person's opinions.
 To give an interview is to agree to answer, a set of questions.
 A private meeting between people where questions are asked and answered.
 To ask somebody about his life, opinions, etc., especially on the radio or
television or for a newspaper or magazine.
Together, these descriptions present a variety of interviews. Interviews have become
an integral part of social and business life. From the playgroup, where parents seek
admission for the child to the old-age home where senior citizens seek admission,
entry interviews and exit interviews, there are indeed a plethora of interviews which
take place in one's life. These interviews may be public or private, formal or informal,
social or business, personal or telephonic and career related or otherwise.
Interviews, as we have noted already, are always goal-oriented. The need for an
interview arises because there is a choice, because there is competition, and there are
limited vacancies for a large number of aspirants. The purpose of the interview is to
meet, talk, discuss, evaluate, counsel and sort out issues.
"Interviews are always goal oriented, with the aim to assess suitability and make a
selection"

16.2.1 Features of an Employment Interview

There are different purposes for which we have interviews. But all of them have the
following features in common:
 There is a definite purpose, and it is known both to the interviewers and the
interviewee.
 Both the parties need to prepare for the communication event.
 All interviews are prearranged. The only possible exception is the dismissal
interview.
 There are at least two participants in the event—an interviewee and an 269
Job Interviews
interviewer. But in common practice, there is one interviewee facing more than
one interviewer.
 There is clear exchange of information.
 The information exchanged may or may not be kept secret.

16.2.2 Types of Interviews

In social and business life, there are various types of interviews. They can be more
clearly identified on the basis of specific purposes or the approach towards the
interviews in terms of conducting it and attending candidates through the interview
process. Following are the different types of interviews which could be conducted for
a variety of purposes:
 Selection Interview: Interview conducted by an organization or institution, to
employ persons for specified posts. It is essential for the employer as well as
prospective employee, as both are looking forward to fill up "the right candidate
for the right job". Through an interview, the potentialities of interested recruits are
assessed. This is also called the job interview and is the most important and
common type of interview. Generally, when we speak of an interview, in most of
the cases, it refers to job selection interviews. This may be a "Walk in" interview,
wherein the candidates are called at a very short notice, usually through an
advertisement and spot interviews are conducted. They may be properly planned
interviews, conducted after due scrutiny of application forms, or merely
Telephonic Interviews, wherein, the candidates are assessed on the basis of his/her
answers/conduct over the telephone call, made by the company executives after
the preliminary assessment.
 Promotion Interview: Promotion interviews are conducted by organizations for
their own eligible employees who are desirous of moving up in the hierarchy. The
objective of this interview is twofold: to give one, an opportunity. The interview
panel, for promotion interviews would normally comprise of executives from the
organization itself. Unlike the job selection interview where the candidates face
new people and unfamiliar environs, give the fact that promotion interviews are
often conducted in house. The latter are relatively less formal. Their conduct
should be such as to show the required seriousness, and any impression of a casual
approach should be avoided. The candidate should also not exhibit any undue
familiarity with the interviewers. The replies given by the candidate, especially
about past performance, are verifiable and as such, the candidate has to ensure
factual correctness and be sincere and truthful in replying to the questions.
 Exit Interview: Exit interviews are conducted by organizations for those
employees who are resigning or retiring. The objective here is to know the causes
of leaving and obtain feedback from the outgoing employees, in a frank and
forthright manner so as to bring about improvements. Those employees, who are
resigning, in particular, would be in position to give valuable feedback by way of
comments and suggestions. Given the investments made by the organization in
terms of training and orientation and also the time and effort involved in finding
suitable replacements, every effort is made to minimize the attrition level. Though
not all companies conduct them.
270 Most organizations recognize entry and orientation interviews as well as exit
Corporate Communication
interviews, as desirable and worthwhile HRD systems. Specific and well thought
out formats are designed to get relevant feedback through the exit interview.
These formats would essentially cover:
 Personal details
 Service and experience
 Reasons for leaving the job
 Comments on work atmosphere, policies and practices
 Suggestions for improvement
The interview is normally conducted by a senior officer, executive or Branch
In-charge in a cordial manner, with a positive approach. Both the parties should
recognize the need for objectivity and stay away from personal biases and
negative approach. The person conducting the interview should give a report or
feedback based on the exit interviews to the appropriate authority within the
organization for further action.
 Reprimand Interview: Reprimand implies a severe or formal reproof or censure.
A reprimand interview is conducted to express rebuke or disapproval. It is done to
pull up or correct, usually with a kindly intent. Reprimand interview is usually
done in private, where the erring or misbehaving employee is called by the
supervisor or the person in authority and advised to mend or improve his or her
behaviour. The objective here is to draw attention to the wrong doing and
counsel/instruct the person concerned to correct oneself. The interviewer explains
what is wrong and rebukes the person. It consists of cautioning, suggesting that
any repetition of such an act would entail more stringent action. In an
organizational context, a reprimand interview should be appropriate in dealing
with absentees, insubordination, inter-personal problems, poor performance and
other such deficiencies. The ultimate objective is to ensure correction in
behaviour, attitude and performance.
 Grievance Interview: A grievance interview relates to any dissatisfaction, distress
or resistance to something that may or may not have happened and has made the
person concerned carry a grievance. Unless the grievance is dealt with and
redressed, it may create further damage. In the business and organizational
context, there would be essentially two kinds of grievances – grievance relating to
the employees and grievance relating to costumers. There should be swift
response in dealing with people and matters, when things go wrong.
A grievance interview relates to a face-to-face talk, where the aggrieved person
gets an opportunity to meet a person in authority to share the distress and seek
remedial action. A grievance interview provides an opportunity to the aggrieved
person to hear. The person, who is responding to the aggrieved person, has to have
good listening skills. By providing an opportunity to the aggrieved person the
organization shows that it cares for the feeling of the employees, or customers, as
the case may be. In a grievance interview, the interviewer makes the interviewee
comfortable and lends a patient ear and uses placating skills to diminish hurt
feelings, clear misconceptions and gather all relevant facts.
 Stress Interview: Stress interview, as the name suggests, is conducted for
assessing the ability of the interviewee to face high levels of strain or mental
pressure. Certain types of jobs, which are regarded as difficult assignments, do
require the person concerned to process relatively greater emotional and mental
strength to deal effectively with people and situations. Security forces dealing
 with border events, police personnel in responding to violent mobs and arson, 271
Job Interviews
industrial relations personnel in organizations dealing with militant unions, etc.,
are some examples of situations where an unperturbed and tactful response would
be desirable. In order to carry out the job effectively, the person concerned should
be able to face the situations boldly, keep cool even under extreme provocation,
and not buckle under pressure. This calls for a certain temperament and
disposition. The members of the panel, conducting the stress interviews are
generally well versed in conducting such specialized interviews. They may be curt
and businesslike. They provoke, challenge and corner the candidate into
submission or accepting the unacceptable or find fault with the candidate's actions.
 Orientation Interview: Orientation interview, as the name suggests, is aimed at
orienting the candidate towards the organization or the task. Orientation
interviews are conducted after the selection interviews and are in the nature of
briefing sessions. The interviewer makes the interviewee comfortable and shares
all relevant details about the organization and task in a cordial manner. It is by
way of appraisal or education, rather than assessment or evaluation. Apart from
providing oral input during the interviews, the interviewer may also provide
relevant literature to the interviewee to facilitate smooth and quick orientation.
 Admission Interview: This is conducted by the authorities of a school, college,
professional institutes like IIMs, etc. The purpose is to assess the candidate's
eligibility for admission into a particular course of study or a professional body or
association. This usually follows a written exam and group discussion.
 Appraisal Interviews: For appraising the performance of the employees,
performance appraisal interviews are conducted. The feedback of this interview is
provided to the management as well as to the employee himself, so that he may
know how to improve his performance in the organization and what is expected
from him.
 Mock Interviews: Some educational institutions or academic bodies conduct
imaginary interviews, for preparing the candidate mentally for the actual
interview. This is very popular in coaching and business schools. This helps the
students to learn how to face a real interview during the visit of the companies in
the campus or when they go for employment interviews.
 Panel Interviews: The interviews may also be classified as Panel Interviews, in
which experts or interviewers ask questions to a candidate, based on the purpose
and plan of the interview. The panel represents experts from different
backgrounds.
 Problem Interviews: This may be conducted in an organization with employees
who are creating problems, to gauge the reason behind their erratic behaviour.
Also, the interviews of experts in a particular area, to discuss a particular problem,
are called problem interviews.
 Case Interviews: It is a job interview in which the applicant is given a question/
situation/problem/challenge and asked to resolve the situation. The case problem
is often a business situation or a business case that the interviewer has worked on
in real life.
272 Check Your Progress 1
Corporate Communication
Fill in the blanks:
1. ……………. interviews are conducted for the employees who are leaving
the organization.
2. ……………….. interviews are conducted to listen to the problems of the
staff.
3. ………………… interviews help students to learn how to face real
interviews.
4. ………………….. interviews are conducted with individuals who are
creating nuisance in the organization.

16.2.3 Structure of an Interview

Like every communication event, an interview has a rather well defined structure. In
other words we can say that an interview is a formal communication event, the aim
and outcome of which is understood by both the parties. They have, therefore, to
proceed accordingly. Both the parties have mutually to take care of the three stages—
beginning, middle, and end, just as in a presentation the speaker alone has to manage
these stages. Each of these requires effective communication skills as stated below:
 Opening/Start:
 Introduction
 Statement of the purpose of the meeting
 Making the other person comfortable
 Creating an atmosphere of relaxed open-minded approach
 Commitment to the purpose stated above
 Preparing to start discussing things frankly
 Middle/Main Body:
 Aim at exchange of information
 Keeping the discussion to the point
 Listen attentively and patiently
 Keep eye-to-eye contact
 Give carefully thought out answers
 Make sure to cover the Agenda
 Take care that interruptions, if any, are polite
 Seek clarification, if needed
 Closing:
 Summing up the discussion/exchange of information
 Describing the action taken upon
 Avoiding a hurried or abrupt ending
 Closing on a positive note
 Exchanging feelings of gratitude, thankfulness etc
 Confirming the value of the interview/communication event
Chronology of the Interview 273
Job Interviews
Going through almost a common sequence, most selection interviews follow the
following chronology:
 Introduction (2 to 5 minutes)
 Casual talk
 Smile, handshake, etc.
 Company Information (5-10 minutes)
 Candidate Assessment (10 to 30 minutes)
 Qualifications
 Achievements
 Questions
 Conclusion (3-5 minutes)
 Interviewer determines and suggests when a response will be forthcoming.
 Candidate tries to summarize his/her qualifications, reaffirms interest (1 to
2 minutes).
 Candidate may ask a few questions.

16.3 PREPARATION FOR JOB INTERVIEWS

By and large, all interviews are taken seriously by both the parties involved in the
interview process. The interviewees stand to gain and benefit when they put up their
best during the interview. It is therefore expected that the candidate for the interview
shows a high level of keenness to face and do well in the interview. This should
translate into reaching on time, being presentable, display good listening skills, sincere
communication and proper body language. Final selection of the candidate would
often depend upon the performance of the candidates in all these areas.
In view of the competitive nature of the interview, the preparation for it should
commence well in advance. The candidate appearing for the interview should aim at
scoring over other competitors and approach the interview with the required
seriousness. Attire, appearance, body language, communication skill, confidence,
keenness and a good understanding of the job requirements would contribute to the
success in the interview, in addition to having his sound knowledge of the functional
areas. Each member of the interview panel would be provided with a profile of each
candidate, covering relevant details such as experience, age, seniority, qualifications,
positions handled, significant contribution, positive and negative attributes,
performance appraisal and annual ratings. Based on this, the interview panel will be in
a position to assess the performance and suitability of every candidate.

16.3.1 Candidate's Preparation

A candidate needs to prepare at various levels for the interview. Physically, mentally,
and psychologically, the interviewee needs to groom himself to be successful in the
interview. The candidate needs to prepare himself in the following aspect:
1. Physical Preparation:
 Good formal dress up
274  Good Posture
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 Good manners.
2. Mental Preparation: Mentally, the candidate needs to:
 Revise the subject knowledge
 Get information about the current affairs and important issues
 Information about the Company, its products, competitors, etc.
 Prepare general and personal questions
3. Psychological Preparation:
 Practicing honesty
 Practicing negotiating skills
 Inculcating will power and determination
4. Self Assessment: The candidate needs to evaluate his strengths, weaknesses,
opportunities and threats, that is, he should carry out his own SWOT Analysis.
This will help him to know where he stands.

16.3.2 Guidelines for the Interviewee

 Be prepared for the Interview: Just as the interviewer has to plan out the event in
advance, in much the same way, the interviewee has to be prepared for it too. As
he has no control over the event, he has to be more careful at every step. He has to
face an interviewer or a board of interviewers. He must, therefore, be very clear
about the purpose of the event. If it is going to be a job interview, he has to be
well prepared for questions in his area of interest, his present position, the position
he has applied for, the nature of the organization, its history, current activities etc.
His knowledge on all such questions will impress the interviewers. However he
must be prepared for the unexpected.
 Have Presentable Appearance: Everybody appreciates a pleasant personality. In
an interview the concerned person's appearance is a part of the message. Since an
interview is a formal occasion, the interviewee must be formally dressed. Anyone
having conventional standards of neatness is likely to have a definite advantage
over one who is casually dressed for an interview.
 Show interest by making effective use of body language: Keeping eye-to-eye
contact with the interviewer at once, shows that the interviewee is genuinely
interested in the event and is keen to participate in it. He should also sit in a
correct, confident posture, be straight, balanced and not stiff in the chair offered.
The hands should be neatly locked in the lap or be comfortably placed on the arms
of the chair.
 All the questions must be correctly and completely answered: Since the primary
aim of an interview is to exchange information, it should be done effectively. If
the interviewee is not clear about a suitable answer to a question, there is no harm
is admitting it. One must never try to bluff. Be honest.
 Be polite: Politeness is indispensable in every situation.
 Avoid talking too much or making boastful statements: The interviewer is
intelligent enough to find out the interviewee's intelligence and suitability for the
job.
 Avoid criticism of the previous employer or anybody else: Negative statements
are usually registered.
 Do not forget to thank the interviewers for having spared time for you: Granting 275
Job Interviews
an interview, is indeed a favour.
 Do not hesitate to ask any questions to seek clarification regarding the company
profile, service, conditions etc. It will not only satisfy your curiosity but also give
the interviewer an idea of your confidence and interest in the organization. But
such questions should come only towards the end of the interview and when you
feel, you are likely to get the job.
A successful interview is one in which both the parties – the interviewer and the
interviewee-actively participate. The interviewer asks certain vitally important
questions arranged according to his plan. The interviewee, on his part, gives
satisfactory answers to all of them. The interviewer seeks information, the interviewee
gives information. At some stage in the process, most probably towards the end, the
interviewer may also seek some information that the interviewee will gladly give. In
this way the purpose of the interview, mutually understood, is fulfilled. Moreover,
both the parties must be unbiased, impartial and scientific in their approach to the
entire event.

16.3.3 Checklist for Interview Preparation

The interviewee can refer to the following checklist to see his preparation is complete
in every respect:
 Know Yourself: The candidate should be confident about himself and know his
own interests, strengths and weaknesses.
 Know Your Resume: He should thoroughly study his resume to be ready to
answer any questions related to it.
 Know the Company: He should know about the company in which he is going to
appear.
 Know the Position: He should know about the position of responsibility of job,
for which he is applying.
 Know some Questions and Answers (anticipate): He should anticipate some
questions which the interviewers may ask and prepare the answers for them
beforehand. This will make him confident.
 Know that your non verbal appearance communicates loudly: His posture, body
language, gestures, etc., play an important role in giving an impression about him.
 Know that your oral delivery also communicates: Only non-verbal
communication is not sufficient, what he speaks and how he speaks, it is also of
great relevance.
 Know the meeting place, time and other details: The candidate should know
these details in advance so that he reaches the interview place in time and without
many hassles.
 Know some basic salary ranges: This will help him to negotiate for himself with
confidence and conviction.
 Know that you must rehearse: "Practice makes a man perfect." The candidate
must practice by attending mock interviews or by rehearsing with his friends.

Positive/Desirable Behaviour during Interview

 Show enthusiasm, utility and interest
 Be honest
276  Listen attentively
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 Keep answers brief
 Show interest in the company
 Show analytical skills
 Disregard for all the above factors

Negative Factors to Avoid

 Discourtesy
 Jargon,
 Over aggressive attitude
 Confusing comments
Check Your Progress 2
State whether the following statements are true or false:
1. In an interview, the attire of the interviewee matters as much as his body
language.
2. For an interview, a candidate should only prepare questions related to his
field of interest.
3. If the interviewee is not clear about a question, he should admit it.
4. The interviewee should have sufficient information about the company to
which he has applied for a job.

16.3.4 Preparations to be made by the Interviewer

The success of an interview depends not only upon the preparation made by the
candidates, but also preparation made by the interviewer to conduct the interview.
A lot of care has to be taken by the interviewer to make the interview effective. The
interviewer needs to make the following preparations, which can be known as the
process of conducting the interview:
 Arrangement of place, time and questions: The interviewer must decide the best
place and time for the interview and make proper arrangements for sitting,
drinking water and other things of the venue. He must also decide the questions to
be asked, keeping in mind the purpose of the interview.
 Acquiring job related information and general knowledge: In the age of
information, it is only the well-informed interviewer who can conduct an effective
interview. The interviewer must be clear about the job requirement, number of
positions to be filled and job responsibilities for which he is going to conduct the
interview and besides, that he should go through newspapers and magazines to be
aware of the latest, as the candidates may also sometimes mention about some
new technologies.
 Going through the resumes: The Interviewer must go through resumes of all
candidates to check for requisite qualification, experience and other eligibility
details. This would also help him to frame questions to be asked to the candidate,
as many questions can be brought up from the details given in the resume itself.
 Assessing the interviewee's attitudes: The interviewer should prepare a list of
questions, which can measure some positive and negative attitudes of the person
while conducting the interview.
 Prepare opening remarks: First impression usually lasts long. First few questions 277
Job Interviews
may unsettle an interviewee in the beginning itself. The interviewer must prepare
in advance what he is going to speak to the candidate in the very beginning.
 Recording the proceedings of the interview: The interviewer may tape record or
write down the responses of the candidate during the interview. He may also itself
make notes of his own assessment side by side. This will help him to take a better
decision in the end.

Time-honoured Conventions for Conducting Interviews

Since the interviewer is in-charge of the event, he has to follow certain time-honoured
conventions.
 In the first place, the interviewer has to plan the event: Since his aim is to seek
information, he has to find out exactly what he wants to know. It is, therefore,
advisable to write out his needs in a series of specific, pointed questions. These
questions can be used as the outline for the interview.
 The interviewer should make every effort to put the interviewee at ease: It is
quite possible that the interviewee becomes nervous in answering questions. And
nervous people are not good subjects for interviewing. It is, therefore, necessary to
make the person before us comfortable with our social skills. The interviewer can,
for example, start the interview with some friendly talk while showing interest in
the interviewee's family background, hobbies and interests. It will go a long way
in making the interviewee confident. He will in this way be able to give intelligent
answers to the questions put up to him.
 Ask the right question: This is very important because interviewing is primarily
an exercise in asking the right/suitable question for the occasion and to ensure the
fulfillment of a certain purpose. Given below are some popularly used categories
of questions with their expected results/uses.
Table 16.1: Categories of Questions
Type of Questions Use
1. The Yes/No question Effective for checking facts
e.g., ‘Have you seen our advertisement?’
2. The open-ended question Good for exchange and discussion of ideas
e.g., ‘What do you mean by a satisfying
job?’
3. The closed question Best for seeking facts/data
e.g. ‘How long have you been in service?’
4. The leading question Pushes the interviewee in a certain direction
e.g., Don’t you think that this work should
have been done a couple of months ago?’
5. The loaded question Provokes the interviewee
e.g., ‘What do you think about the CEO’s
impulsive action?’
6. The prompt question Guides the interviewee in content, and
e.g., ‘So, what do you do then?’ clarifies if he has understood the
interviewer’s intention or not.
7. The what –if question Makes assumptions, and finds out what the
e.g., ‘Suppose we open a branch office here, interviewee would do in a certain situation.
would you be interested in joining us?’
Contd…
278 8. The mirror A reflective way of checking whether you
Corporate Communication have received the interviewee’s
e.g., ‘So you feel fed up…’
message/information/ reaction correctly.
9. The probing question Good for obtaining more information,
e.g., ‘What precisely were your proceeding from the general to the particular.
responsibilities?’
10. The summing up question Gives the interviewee, a chance to self assess,
e.g., ‘In a nutshell, how will you assess and, rounds off the event.
yourself as a manager? Or “Is there any other
important information that you would like to
give us?’

In this way, we see that the interviewer has a repertoire of questions at his
command. How best to use them, depends on the interviewer's ability to monitor
the situation.
 Let the candidate/interviewee do most of the talking: Some interviewers are fond
of talking themselves and hogging time. But they must realize that such a practice
defeats the very purpose of the interviewee which is to seek information rather,
than to give information. The interviewer can at best talk only to guide the
interview or, in other words, attempt to carry on the discussion through specific
questions.
 The interviewer should follow the plan that has been chalked out before the
interview: In this process, the interviewer will not only be exchanging information
through question- answer method, but also be handling moments of silence. Brief
periods of silence very often lead to the soliciting of additional information.
 Emphasize the importance of listening: Many an interview is spoilt because the
interviewer does not listen attentively or interrupts unnecessarily. In addition, the
interviewer should not only listen attentively, but also appear to be listening
attentively. In this way the interviewee will feel relaxed and will open up and talk
more.
 The interviewer must give his entire attention to the interviewee: This can best
be done by maintaining eye contact, nodding, smiling and making appropriate
responses.
 The interviewer must respect the feelings of the interviewee, even if the latter
appears to be wrong : Even if the candidate goes wrong in answering some
questions or at some places, his point of view does not match with that of the
interviewer, the interviewee must not outright humiliate or disrespect him.
 The interviewer must also keep a record of the information gathered from the
interview: He may either go on taking down notes during the interview, or recall
the information immediately after the event and make a gist.
 The interviewer should also stick to the time allocated: For this purpose the
principle of 'be concise' must be adhered to. Things should not be allowed to get
out of control. That is why the interviewer/interviewers should not argue.
Case: A True Tale of a Case Interview Gone Bad 279
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A Jobseeker's True Story...

T he following is the sad-but-true story of what can go wrong in a case

interview. The narrator was a liberal-arts graduate in political science
who worked for a short and unhappy time after graduation as a
financial consultant and aspired to a position in management consulting. He
interviewed at McKinsey and Company. The names in the story have been
changed.
It was the third week in February on a gloomy gray morning, and I sneaked
out of the office and away from the phones, to which I was chained, under the
guise of a personal-business appointment. I raced to my car, trying perhaps to
create a physical excuse for my rapid pulse. Carefully maneuvering around
the droop in the ceiling, I shut myself in my dingy red '85 Nissan 200, and
with a tentative glance at my leaking sunroof, I was off to interview at what
felt like my only salvation from the life-sucking, money-ruled treadmill that
had become my existence.
I scrambled in the mist from my parking lot to the third tallest building in
Atlanta, and headed for the top floor. As I was greeted by the recruiter, I had
condensation or perspiration – I'm not sure which – trickling down my temple.
She led me back to an area with two sofas already accommodating three other
interviewees. That caught me off guard slightly. For some reason I figured I'd
be alone since it was the end of recruiting season. Seating myself, I realized I
hadn't really had a chance to contemplate what to expect. I waited there in the
morgue.
All three of my companions looked like the antithesis of at-ease. Had I
realized at the time that this was the job, I would have been nervous, too,
perhaps. I was anxious all right, but it had little to do with the company. If I
had been interviewing for a similar paying job at Bob's Wholesale Hardware, I
would have felt the same. The Truman scholar from Cali and the Yalie to my
left – info I would soon pry out of them – each seemed to be focused on some
mental mantra that they were repeating in their heads. Both looked like they
were trying to remind themselves that they were brilliant enough and also
decide exactly which fine feat they should talk about as their greatest
accomplishment, or use for some clever analogy in their interview. I, too, had
considered these questions, but not knowing what to expect, I figured I would
simply say what I believed. Probably, my biggest mistake.
I was surprised at how tight-lipped everyone seemed to be during those few
anxious minutes on the couches. I casually sparked up a little conversation
and learned that each person was there for a final day-long round of
interviews. They kept looking at me with a strange tilt, as if they were sending
me telepathic messages saying "What are you doing!? Don't you know this is
MCKINSEY??!!! They could hold this stuff against us!" On by one, they were
led off, leaving me alone on the couch for a few uncertain minutes. Finally, I
was greeted by a young woman in her late 20s and pregnant. I'll call her
Mandy for the sake of this anecdote. She was welcoming, and we chatted as
she led me to a narrow little station where we could talk.
I found Mandy to be warm, personable, and helpful. She put me at ease in
what I realized was a completely unknown environment. She asked me
several "interview-type" questions, but her tone was always helpful and
inquisitive.
Contd…
280 I think I made three mistakes during this interview: (1) I felt as though I was
Corporate Communication
always trying to give some nebulous right answer and falling short. I had
difficulty being concise because my nerves were so shot, and I think my
stammering didn't help. (2) When she asked a question about where I saw
myself in 10 years, I gave a very honest and unusual answer about how people
create stress for themselves trying to plan and not being able to be flexible. I
instead gave goals but probably wasn't as concrete as I should have been. I
wondered if my honesty was appreciated less than a strong goal-oriented
statement. (3) Although I was vaguely familiar with case questions, I wasn't
well versed or practiced. When she asked me about how to figure out how
many quarters were in a mall, I knew she would want to hear how I structured
my analysis, but I probably focused too much on that and also got myself
caught in my own thoroughness. Had I been more practiced, I could have been
more systematic in my approach and then stuck to my answer instead of
feeling the need to add something I may have left out.
Walking out of the room back to the sofas, I felt that it had gone fairly well.
I had shown some strengths, found some connections with her (she was
human). I wasn't sure whether I had done well or poorly on the case question,
but couldn't think of anything I left out. With hindsight, I could have been a
little more efficient and structured but still think I did all right.
Back on the couch we waited, and one by one, my "friends" were whisked
away. Again, I was the last one on the couch and really beginning to believe
that I was an afterthought, at best. Maybe, looking back, I should have been
flattered, but at the time and under the circumstances, I tried hard to be
amused, primarily to keep at bay the doubt that kept creeping in. When my
final inquisitor – I'll call him Ken – finally arrived, I heard the hammer hit the
nail.
Nothing Ken did or said put me at ease or made me feel like the interview was
anything other than adversarial. I also knew that the moment I became
confrontational, I would lose. He started out with a series of questions that
were harmless enough, but sent me scrounging.
"What was your most rewarding leadership experience?" I told him about how
I started at the age of 15 playing hockey, without knowing which way to hold
my stick or how to skate backwards, and the next year was chosen captain,
and the next again when I led our team to the playoffs. Ken's enthusiastic
response, "That's nice, but how about something you did?"
Maybe I chose the wrong thing by giving a heartfelt answer as opposed to an
ideal answer, or perhaps I just wasn't clear in my point of leadership by
example. Either way, I felt his response to be colder than the February air.
He then asked me a case question: "How much does a Boeing 757 weigh?"
Again, I knew he was less concerned about the number I came up with as
opposed to my process, but he was no help. I asked him all sorts of questions,
and he just shrugged his shoulders and sat tight-lipped until after the fifth
attempt he finally said, "To answer your one question, you can assume that the
seats are empty and the tank is full."
He corrected me a few times, too. "Now I heard recently that the Concorde
that they mounted atop a building near Times Square weighs 25,000 tons...."
"Tons or pounds?" asks Ken.
Contd…
 "I thought tons...right???" I asked as I felt the last bead of self-esteem trickle 281
Job Interviews
down the small of my back.
"I don't know," helped Ken smugly.
Well I figure the Concorde seats about 300 people, so the 757 probably
somewhere around 350-375.
"Actually, it’s more like 500," helped Ken again, "and you have two more
minutes."
I could barely stand up after our time was up; my legs were weak. Ken started
down some stairs, and I mentioned, "I need to pick up my umbrella and
briefcase from the waiting area," and he said, "OK, meet me at the door
afterwards."
I didn't know what to make of it all, but I was scared. I could hardly keep the
tears back as I headed for the job I so desperately wanted out of. I had a bad
feeling in my stomach.
Two weeks later I received a voice message from Ken, and over the next week
and a half of phone tag, I could scarcely wonder whether I was nixed, or they
wanted to take another look. When we finally connected, he seemed to be
friendlier than I remembered. It hurt all the more when he said, "I've got some
bad news..."
I asked why they felt they weren't interested, and he said I took too long to
answer some questions and seemed to be unsure with numbers. That hurt.
Throughout the day, I rapid-fire numbers and calculations on the spot as a
financial consultant and am always one of the first with an answer. And I have
been told time and time again that my biggest strength is being able to
communicate a point quickly. Yes, I stumbled in the interview, but it still
seemed ironic.
I bombed out in this interview because of (a) innocent naiveté about the big
players in consulting and what that really meant; (b) unfamiliarity with their
process and what is they look for in a first interview – I just had no clue;
(c) emotional turmoil; (d) lack of confidence and certainty about what I was
doing and why; and (e) some general bad luck.
If I am to glean some powerful lessons from this experience, they are:
Although it sounds like I did not prepare for this interview, I did. I, however,
did not prepare the right way or understand really what I was getting myself
into. Those approaching consulting interviews need to know what is expected
in interviews of various types of companies and positions, I obviously was
clueless. I was especially clueless about the rigidity and formality of these
interviews.
Another valuable lesson I've learned from this experience is to practice those
case studies and all your answers to those questions that I thought were too
trite to be asked (like "what's your greatest accomplishment?").
And most importantly, leave nothing to chance. Prepare every unthinkable
scenario. There is no replacement for hard work, especially when you get only
one shot.
Question
Analyze the case and find out what went wrong with the interview.
Source: http://www.quintcareers.com/bad_case_interview.html
282
Corporate Communication 16.4 FOLLOW UP
In order to maximize the potential of obtaining an interview, it is advisable to use a
follow up letter to your cover letter.
Using both a follow up letter (pre-interview) and thank you letter (post-interview) can
be an effective way to gain more attention from the employer while enabling you to
display a more professional approach to the job search. With a follow up letter, you
are reiterating to the employer your desire for the job position prior to being granted
the interview as opposed to the thank you letter that is sent after an interview.
A follow up letter is often synonymous with a thank you letter, but it’s actually a little
different. In the job search process, a follow up letter is sent to a potential employer
after you initially send your resume for review or after you have initially made contact
with a company, but prior to the interview. Sometimes, you won't get a chance to send
a follow up letter. However, for many jobs, the search process can take 3-6 weeks and
this is where you can utilize the follow up letter.
The follow up letter should follow the same format and consistency of the cover letter.
Your introduction will mention either your initial resume submission or a previous
conversation regarding the position. It should include a few key points that make you
qualified for the position. Close the letter with an invitation to contact along with
contact information. The ideal follow up letter will be short, concise and to the point,
generally with less content than even a cover letter.

Sample pre-interview follow-up letter

To,
Mr. Kumar,
ABC Associates
New Delhi 5/8/2010
Dear Mr. Kumar,
This is with reference to my inquiry of July 28 about the Field Operator Trainee
(7521276) position in your firm. I also wish to take this opportunity to reiterate my
enthusiasm for working with you at ABC Associates.
Having recently called your office to follow up on my previous submission, I am
following the advice to again enclose my application materials, including my resume.
After further studying the job description, I conclude that the ideal candidate should
possess exceptional computer literacy, the ability to effectively liaison with
customers, and the ability to perform well independently. The person selected for this
position will also have to be enthusiastic about working in the field. I am convinced
that my degree in chemical engineering, my advanced drilling coursework, and my
skills align well with your needs.
This position is extremely similar to my position with XYZ Industries, where I
demonstrated proficiency in process engineering. In addition, my education and
employment history attest to my dedication and drive for success.
I would very much appreciate an interview for this position. You can reach me at
11222222 or via e-mail at [email protected].

Again, thank you for your time and consideration.

20-10, Rajouri Garden With sincere regards
New Delhi
Mobile- 11222222 Reeta Sharma
[email protected]
Usually before an interview ends, the interviewer informs the interviewee about the 283
Job Interviews
organization’s follow-up procedures, like from whom (same person who interviewed
you, someone else), by what means (phone, e-mail, etc.), and when you would hear
again from the organization. In case, you have an interview where the interviewer did
not tell you, and you did not ask, you can use your follow-up/thank-you letter to ask.
In case, more than a week has passed beyond the date when you were told you would
hear something from the employer, you can call or e-mail to politely inquire about the
status of your candidature. It might be possible that someone (or something) or an
unexpected circumstance is holding up the process. A polite inquiry shows that you
are still interested in the organization and may prompt the employer to get on schedule
with a response. While making a follow-up call, you should mention the following:
name of the person who interviewed you, time and place of the interview, position for
which were interviewed.
The purpose of a thank you letter is to:
 Show appreciation for the employer's interest in you.
 Reiterate your interest in the position and in the organization.
 Review or remind the employer about your qualifications for the position. If you
thought of something you forgot to mention in the interview, mention it in your
follow-up/thank-you letter.
 Demonstrate that you have good manners and know to write a thank-you letter.
 Follow up with any information the employer may have asked you to provide after
the interview.

Sample Post-interview follow-up letter

To,
Mr. Ravi Bhatia
XYZ Group
Mumbai
Maharashtra 25/2/2011
Dear Mr. Bhatia,
This is with reference to my interview conducted on 21/2/2011. I would like
to thank you for taking the time to discuss the insurance broker position at
XYZ Group., with me. After meeting with you and observing the company's
operations, I am further convinced that my background and skills coincide
well with your needs.
I really appreciate that you took so much time to acquaint me with the
company. I feel I could learn a great deal from you and would certainly enjoy
working with you.
In addition to my qualifications and experience, I will bring excellent work
habits and judgment to this position. With the countless demands on your
time, I am sure that you require people who can be trusted to carry out their
responsibilities with minimal supervision.
I look forward to hearing from you concerning your hiring decision. Again,
thank you for your time and consideration.
30-40, NM Road, Mumbai With sincere regards,
Mobile- 33445555
[email protected] Shyam Sunder
284 Check Your Progress 3
Corporate Communication
1. What type of questions is best suited for seeking facts?
……………………………………………………………………………
……………………………………………………………………………
2. What is the main purpose of writing follow-up letters?
……………………………………………………………………………
……………………………………………………………………………

16.5 LET US SUM UP

Interviews are face-to-face communication events in which there is generally one
individual facing a group. Some interviews may, however, be in the form of exchange
of information between two individuals. An interview is basically a meeting for
obtaining information by questioning a person.
Interviews can be classified according to their purposes. Interviews may be classified
as selection interview, exit interview, promotion interview, media interview, problem
interview, and so on.
An interview has to be well-structured in the three stages of opening, middle, and
closing. Each stage has its own set of questions. The interviewer has to carefully
command the situation and make the interviewee feel at ease. The interviewer must be
well- prepared for the questions that are likely to be asked.
Politeness is indispensable for both parties. The candidate for the interview must
prepare himself mentally, physically as well as psychologically. The interviewee must
know himself, his resume, the place and time of interview and must be aware about
the post for which he is applying, along with the responsibilities attached to it.

16.6 LESSON END ACTIVITY

Five students can form a panel of interviewers. Some students can become candidates
to attend the interview. The selection is for the post of Marketing/Finance Manager of
a medium sized organization. After sometime, the roles can be exchanged.

16.7 KEYWORDS
Employment Interview: Interview conducted by an organization or institution, to
employ persons for specified posts.
Stress Interview: It is designed to determine how a job applicant reacts under
pressure.
Promotion Interview: Conducted by organizations for their own eligible employees
who are desirous of moving up in the hierarchy.
Mock Interviews: Imaginary interviews conducted by some educational institutions or
academic bodies for preparing the candidate mentally for the actual interview.
Case Interview: Job interview in which the applicant is given a question, situation,
problem or challenge and asked to resolve the situation.
 285
16.8 QUESTIONS FOR DISCUSSION Job Interviews

1. Explain the purpose of their interview in detail.

2. What is stress interview? Under what circumstances is it used?
3. What are the responsibilities of an interviewer?
4. State suggestions regarding the appearance and dress for interviews?
5. Give the checklist for the interviewee for preparing for the interview.
6. What is the purpose of writing a follow-up letter?

Check Your Progress: Model Answers

CYP 1
1. Exit
2. Grievance
3. Mock
4. Problem

CYP 2
1. True
2. False
3. True
4. True

CYP 3
1. Closed questions
2. To reiterate your interest in the position and in the organization

16.9 SUGGESTED READINGS

Sehgal M.K., Khetarpal, Vandana, Business Communication, Excel Books.
Urmila Rai and S.M. Rai, Business Communication, Himalaya Publishing House.
P.D. Chaturvedi, Mukesh Chaturvedi, Business Communication: Concepts, Cases and
Applications, Pearson Education.
Bowman, Joel and Branchaw, Business Communication: From Process to Product,
Dryden Press.
Courtland Bovee and John Thill, Business Communication Today, Random House,
New York.