After attending numerous post-hire interviews during my 15 years as a recruiter/talent acquisition manager, I learned a long time ago that hiring decisions rarely come down to who has the most impressive qualifications/resume. In reality, there are a few important factors that are usually not spoken about, but these are the things that determine how you think, how you work together with others, and how well you hold up under stress/pressure, and this is where job interview tips come into action.
While getting you hired may start with what you know and/or your experience, ultimately, it is your interview performance that gets you to take a seat at the table.
Here are some of the key elements that hiring managers and I are looking for when interviewing applicants.
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The ability to learn/adapt and intellectual curiosity (#1 soft skill)
The most overlooked aspect of interviewing is intellectual curiosity. While I can certainly train you on a particular piece of software, I find it far more difficult to teach you how to accept constructive criticism and grow based upon that criticism.
What We Are Looking For: How do you respond when your response is questioned, or you are asked something that you are unsure about? Will you become defensive, or will you have a thoughtful discussion around the topic? We pay attention to phrases such as “I did not see that angle; my initial reaction was…”
How to Demonstrate It: Rather than pretending to know it all, demonstrate your curiosity. Ask clarification questions related to the issue/challenge. Explain your method for finding an answer if you do not immediately have the correct answer. This demonstrates your resourcefulness and your desire to learn/grow.
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Asking Strategic Questions (Your questions > their questions)
Your questions often say far more about you than the answers you give us. Your questions demonstrate your priorities, your level of thought, and your interest in the opportunity.
What We Want to Hear: Are your questions focused on yourself (“How many days off will I get?”)? Or are your questions focused on the job, the team, and the challenges facing the organization? The top candidates are asking questions that indicate they are already thinking about how they can make contributions.
How to Demonstrate It:
Ask about the challenges: “What is the largest challenge that the person in this role will face in the first 90 days?”
Ask about success: “What metrics will be used to measure success for this position in the first year? What constitutes exceeding expectations?”
Ask about the culture: “Can you describe the working style of the team that I will be working with?”
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Energy and fit with organizational culture (the “vibe check”)
It is not about being outgoing. It is all about whether your work style, values, and energy are in line with the team.
What We Are Evaluating: Are you showing a genuine excitement about the work? Is your communication style consistent with the way the interviewers communicate? We are determining whether your energy will add value to the team.
How to Demonstrate It: Research the organizational culture. Reflect your communication style to match that of the interviewers (do not try to emulate them completely, just reflectively). Show real enthusiasm for the projects/problems described by the interviewers.
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The problem-solving process vs. perfect answers
You are not expected to know it all. You are at least expected to have a structured/logical approach to problem-solving.
What Are The Things We Look For: Are you able to break down a big problem into simple pieces? Do you consider other people’s viewpoints? Do you discuss your thoughts so that we can see how you are thinking?
How to Demonstrate It: When presented with a case study or technical question, do not simply blurt out an answer. Discuss each step. You can say, “First, I need to understand X. Next, I will analyze Y. My assumption will be Z, and I will test it by…”
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The art of follow-up (closing the loop)
The interview is not yet complete, even if you leave the room. A well-timed follow-up can both reinforce a positive impression and possibly change a hesitant one.
What We Like to See: A clear, concise, and personalized thank-you note that is sent within 24 hours of the interview. The best examples of follow-ups reference a specific element of the conversation and restate how your experience relates to the identified needs.
How to Demonstrate It:
Subject Line: Thank You & [Specific Subject We Spoke About]
Body: “Hi [Name], thank you again for your time today. I was particularly impressed with our conversation regarding [specific challenge/project]. It reinforced my confidence that my experience in [related field/skill] will allow me to contribute to your goals [as stated]. I am eager and interested in the possibility of joining your team.”
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Responding to the “weaknesses” question with authenticity.
The frequent “What is your biggest weakness?” question is designed to eliminate canned responses. What we are actually seeking is an awareness of your weaknesses and an active effort to address them.
What We Are Listening For: A legitimate (but not debilitating) weakness and, above all else, a specific example of how you are actively working to improve it.
How to Demonstrate It: Use a true example of your weakness. “In the past, I’ve sometimes moved too quickly into implementation without sufficient planning. To mitigate this, I now establish a mandatory planning phase before beginning any new project, where I outline primary objectives and potential pitfalls, which has dramatically increased the results of those projects.”
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How to Answer the 5 Most Challenging Interview Questions
With word-for-word responses to each:
“Tell me about yourself.”
- “I’m a [position] with a background of [2 core competencies]. My career has been built around [area of interest], such as when I [accomplishment]. I am excited about this position because [specific reason].”
“Why are you leaving your current company?”
- “I’ve gained experience at [current employer], but I am now looking for an opportunity for [personal or professional growth opportunity/challenge], and particularly [specific area of focus].”
“Give me a story of a time when you failed.”
- “In the starting days of my career, I made a crucial mistake. That experience taught me [lesson], and through applying that lesson I was able to [here you give an example]—ultimately leading to [positive results].”
“Six years from now, where do you view yourself in your career?”
- “Gaining [new skill(s)] to support [business/organization goal]—ideally taking on [increased responsibility] as the team expands.”
“Do you have any questions?”
- “What is something that would be surprising about being an employee at [employer name]?”
Interviews are theater (play the part well)
While your experience is certainly important, there are several other important elements that will influence the decision to hire you. Building confidence that you’re trustworthy, adaptable, and emotionally intelligent, and having other desirable qualities, will help you be seen as a full candidate who has the ability to succeed. Interviews are not just about what you have accomplished; they are also about who you are and how you can add value to the organization’s future.
The ideal candidate is typically not the one who is the most qualified; the ideal candidate is the one who demonstrates how he/she will make the interviewer’s job easier. What insight surprised you the most? Give this a try in your next interview and let us know how it goes!
An interviewer will decide whether they like you within 7 seconds of meeting you and spend the remainder of the interview trying to rationalize their gut reaction. Take advantage of those 7 seconds!
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