InterviewPro Report

Amit Kumar

Interviewed by: ​Brij Thakur​, Presales : Cloud -Tech Architect, Solution

Architect Department at Unisys India

© Round One Network Pvt Ltd 2018

Thanks for trying out InterviewPro, Amit Kumar!

After conducting a welcome call to understand your aspirations, we connected you with ​Brij
Thakur​, Presales : Cloud -Tech Architect, Solution Architect Department at Unisys India. The
purpose of your Mock Interview was to allow you to practice your responses with a domain
expert and to assess your preparation and skills for an actual interview.

After your Mock Interview, an HR expert from InterviewPro collected feedback from your
interviewer, analyzed your performance against best practices, and developed pointers for you
to improve. These pointers were communicated to you on call, on 29​th​ January, 2019.

We hope the process has been fruitful, and we are pleased to share the analysis and results
below along with an appendix containing the additional material discussed:
1. How to prepare for your next interview
2. Phrases to sound more professional
3. Commonly asked questions
4. Interview Techniques (Pyramid Technique and STAR Technique)
5. Questions to ask your interviewer at the end

We would love to stay in touch as you continue your professional journey and look forward to
hearing positive updates from you soon. Good luck on your interviews!

© Round One Network Pvt Ltd 2018

Positives
Your interviewer indicated the following positives about you, so make sure these don’t change
as you address the other points:
Your command over English is good. This will help you throughout your professional career.
That’s great!
You have sound understanding of your domain. The interviewer was impressed and has even
referred you for a position in their company. Well Done!

Pointers for improvement

Exchange Pleasantries
You can start the conversation with "Hi. Thanks very much for taking out the time to meet with
me today - how are you?" This shows respect for the interviewer, starts the interview on a
positive note, and shows you in a polite and courteous light.
You should have something positive to say in the beginning to show your knowledge and
enthusiasm, for which you should ideally prepare. Find something about the company, culture,
or interviewer that you admire so that you can say something along the lines of “I’m really
looking forward to learning more about [Google], particularly the [metrics driven culture] I’ve
heard so much about.” or “I’m really looking forward to learning more about [Accenture], and
particularly about how you and your team [managed to win the deal with Airtel] last month

Introduce Yourself Well

Although you made a good effort to introduce yourself, there is room for improvement.
Since you will almost always be asked for an introduction, it is critical to prepare for it. Here’s
how we suggest you do that:
1. Prepare diligently. The day before the interview, write your strengths, interests and
goals that you want the interviewer to know and why you made the career decisions
you made. Practice your introduction in front of a mirror, with a timer.
2. Start with a brief personal background (10 seconds), education background (20

© Round One Network Pvt Ltd 2018

 seconds), career progression (20 seconds) and your most recent job (20 seconds),
leading to what you are looking for now.
3. Include information that’s not on your resume: If the interviewer has read your resume,
they should not find your introduction boring. Two areas to consider are your youth (to
give a personal touch), and the reasons behind your professional choices (to give an idea
of your values) such as why you picked your field of study, changed jobs, and what you
want to eventually do.
4. Include past accomplishments that show you can succeed at this job. These can be
awards, results achieved, or contributions to your company and its culture.
5. Keep it short.: 60-90 seconds should be the target. Give enough information for the
interviewer to get a quick picture and for them to become curious about some aspects
of your life. Market yourself using a ‘pull’ rather than ‘push’ approach for this question.
If there are specific areas you want to discuss in detail, after the minute long overview,
ask the interviewer if it’s ok if you go into more detail about ‘X’ area, before talking
more about it.

Using Relevant Examples

You didn’t support arguments with relevant examples. Next time, prepare examples to prove
any statements you make about yourself.
1. Prepare and use examples that highlight your strengths.
2. Use metrics/numbers to show achievements. Numbers are clear, unambiguous, and
precise so interviewers understand them best. Try to find metrics that will apply to your
new role as well. For awards, you can use numbers to show the level of competition.
3. Use the STAR Approach to answer questions about previous experiences or hypothetical
experiences. STAR stands for Situation, Task, Action, Result:
a. Situation - Give the interviewer context and explain the problem you needed to
solve. For example: “My seniors all had very different viewpoints and could not
agree on a way forward. Without a clear go ahead, I couldn’t achieve results in
the company’s interest”

© Round One Network Pvt Ltd 2018

 b. Task – what was required of you. For example, "It was my responsibility to get
everyone to agree so my initiative, the company, and customers wouldn’t
suffer."
c. Activity – what you actually did. For example, "I realized the only way the seniors
would agree is if we focused on objective truths. So I created a detailed excel
model to show how each method would impact the bottom line."
d. Result – how well the situation played out. For example, "After the presentation,
the solution was no longer debatable and I was able to get a quick approval"

Technical Skills
Your interviewer suggests you improve the following skills:
There is no as such question which you answered incorrectly but it's good if you work in
increasing the domain knowledge (just to answer some questions like what are you looking for
in your next job?). needs to defend his solution based on real experience with proper
justification. You can improve on tools and techniques which is market trending apart from TCS
tools.
You can refer to some courses available online to brush the skills like online blogging sites and
participating in various vendor conferences.

Enthusiasm
The Interviewer felt you could have shown more enthusiasm during your interview. Here are
some ways to show your enthusiasm:
1. Research the Company and the Role: To be enthusiastic about a job, you need to first
convince yourself the the job is right for you. During the interview, emphasize on the
points that you liked about the job and company when you researched it.
2. Be energetic: If you’re tired, or use a monotone in your speech, you can come across as
uninterested. Rest well before your interview and pay attention to the tone of your
voice.
3. Be confident: Make sure you stand straight, have a firm handshake, and do not use

© Round One Network Pvt Ltd 2018

 fillers like ummm, uhhh, etc when answering questions.
4. Smile: While it is obvious a smile gives a positive impression to your interviewer, it even
calms you down and makes you think positive. We recommend you remember to smile,
even on phone interviews as it impacts your tone and mindset.
5. Ask questions: This shows you are interested. Please see the final section below for
more information on the type of questions you can ask, and the benefits for each type

Answer Structure
Your interviewer noted that your answers were not structured well
1. Use the pyramid technique to structure answers - When an interviewer asks a question
that is not personal, the story format is generally not the most effective way to answer
it. Give a succinct and clear answer fist, and then give supporting points. Take a few
seconds to think about the answer (​don’t worry about silence on the phone), and if
needed tell your interviewer you need a few seconds to structure your thoughts. Rather
than thinking through the answer and arriving at a conclusion, state the conclusion first
and then give supporting arguments. You can read more about the pyramid technique
here: ​https://medium.com/lessons-from-mckinsey/f0885dd3c5c7
2. For an interviewer from a different industry than yours, it is important to give a
background about your industry to keep the interest of the interviewer before going
into details.

Ask Questions at the end

It is a common practice for the interviewers to give you an opportunity to ask any questions at
the end of the interview. This allows you to show the company and the job role
1. Show that you have researched about the company
2. Highlight certain technical and managerial skills that you have
3. Highlight a strength of yours that you have not been highlight so far in the interview

Depending on your level of comfort and practice, you can use either the basic or advanced

© Round One Network Pvt Ltd 2018

technique to make the most of this part of the interview:
Basic technique:​ Research the company, ask questions about the company and its plans, its
structure etc. Research the interviewer, ask them about their background and career path.

Advanced technique​: At the end of the interview, quickly think about what went well and what
didn’t go well. What qualities of yours you were able to display and what qualities you weren’t
able to display. As questions related to qualities you were unable to display during the
interview. Refer to the attached file ‘Questions to ask at the end’ for more information

Attached
1. How to prepare for your next interview
2. Phrases to sound more professional
3. Commonly asked questions
4. Interview Techniques (Pyramid Technique and STAR Technique)
5. Questions to ask your interviewer at the end

© Round One Network Pvt Ltd 2018

 How t
opr
epar
eforyournextI
nter
view

Whatdoi
nter
viewer
swantt
ocheck?

Capabi
l
ity Mot
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lyou company?Areyouamot ivated t
ureandmi ssi
on?
handlesi
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ionswheretheyarerequir
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ndivi
duali
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How youcanpr
epar
e

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ortheint
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esear
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ent
husi
ast
icand knowl
edgeable
1.Thecompany’
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AboutUs’secti
onforclues.Finddif
ferencesbetweent hecompanyand
i
tscompet
it
orsint
ermsofworkcul
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ypeofpeople,pr
oduct,servi
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ormati
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I
ntheannualrepor
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cial
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3.CompanyCultur
e:Lear
naboutthecult
ureusingthecompanywebsi t
eandportal
sli
keGlassdoor,Li
nkedI
n,
andFacebook.Payattent
iontoworkhours,profi
le(
age,per
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ti
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entemployees,andthe
comments.Underst
andhow yourpr
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ecentpr
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easesandevent
sont
hecompanywebsi
tei
favai
l
abl
e.
Sear
chfort
hecompanyonGooglenewstofi
ndthese.

5.I
ntervi
ew Quest
ions:Reachouttopeopl ei
nyournetworktofindsomeonewhoi scurr
ent
lyi
norhasworked
i
nthecompanywher eyouarei
nter
viewing.Getinsi
deinf
ormationaboutthei
rexperi
encei
nthecompany
,the
cul
tureovert
here,andtipsonwhatt oexpecti
nt hei
nter
views.Glassdoorint
ervi
ews

2 Appr
oxi
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hei
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view st
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act
ici
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tedown:
a. Thest
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est
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c. Youri
ntr
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.

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3 Thedaybef
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edyouf ort
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rm yourat
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edt othedresscode/
durati
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vi
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mater
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purpose/formatofthei
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emapsorasimil
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yest
imat
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meitwi
ll
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getther
eatleast15mi
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fi
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thatbuf
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3.Pri
nti
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ong.Ensurethatyouarecar
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d
andanIDproof
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cesr
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eanIDproofforsecuri
tyr
easonstoissueavi
si
toraccesscard.

4.Resti
ngwellandmakesur
eyougetenoughsleep.Bei
nginapositi
veframeofmindandquickwit
tedgoes
alongway.Incaseyouof
tengetanxi
ousbef
oresuchi
nter
views,Her
e’sagoodTedTal
ktohelp.
 Per
fec
tphr
asesf
oraper
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ervi
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Tohel
pyouc omeacr
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omehandyphr
ases
coveri
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hemanysit
uati
onsyouwil
lfindyour
sel
finduri
nganint
ervi
ew.

Pur
pos
e:Gr
eet
ingt
hei
nter
viewer

Phr
ase:HiXYZ,Thankss
omuc
hfort
aki
ngt
het
imeoutt
omeetwi
thmet
oday.

Pur
pos
e:Agr
eei
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tht
hei
nter
viewer

Phr
ase:That
’sanexc
ell
entpoi
nt,It
otal
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thyouont
hat
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Pur
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e:Di
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tht
hei
nter
viewer

Phr
ase:Sur
e,t
hat
’soneappr
oac
h,butt
hewayIs
eei
t.
..

Pur
pos
e:Toc
lar
ifyaques
tion

Phr
ase:Sor
ry,I
’
m nots
urei
fi’
veunder
stoodt
heques
tion-doyoumean.
..

Pur
pos
e:St
ruc
tur
ingyourt
hought
sforal
engt
hyans
wer

Phr
ase:I
sitoki
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akeaf
ew s
econdst
ogat
hermyt
hought
s?

Pur
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e:Whenyoudon'
tknow t
heans
wer

Phr
ase:Sor
ry,Idon'
tknow t
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werbuti
fyou'
dli
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andi
scus
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imi
lart
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has
..

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ingac
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edques
tion

Phr
ase:I
fit
'sokwi
thyou,I
'dl
iket
obr
eakt
hisques
tioni
ntot
wopar
ts.

Pur
pos
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kingt
hei
nter
viewerques
tionsatt
heend

Phr
ase:I
fyouhaves
omet
ime,c
oul
dIpl
eas
eas
kyouaf
ew ques
tionsaswel
l?

Pur
pos
e:Endi
ngt
hei
nter
view

Phr
ase:Onc
eagai
n,t
hankss
omuc
hforyourt
ime.I
'ml
ooki
ngf
orwar
dtohear
ingf
rom yourc
ompanys
oon!
 Commonl
yAs
kedQues
tionsandHow t
oAns
wert
hem
Apar
tfr
om t
het
echnic
alquest
ions,youwil
lbeaskedgeneralques
tions
.Thel
is
t
bel
ow iss
uggesti
ve,togui
deyourpreparat
ion.

I
ntr
oduc
tion
Commonl
yas
kedques
tions
:Tel
lmeaboutyour
sel
f/Takemet
hroughyourr
esume.

Sampl eAnswer :Iam basicall

yfrom Mumbai butasmyFatherwasadef enseper sonnel,
ihavelivedinmanyc i
tiesand
tr
avell
edthrought hec ountry.Af
t ermygraduati
onfrom J
NU, i
didaMas tersCours einFi
nancialManagementf rom SP
J
ain,Mumbai .Igotac oll
egepl acementinXYZCompanywher eiworkedasEquit yAnalystf
or3year s,ser
vic
ingc l
ient
s
mos t
lyinFMCGs ect
or.In2015imovedt omypr esentcompanywher eiam wor kingasPortfoli
oManager ,t
akingc ar
e
ofgenerati
ngs t
oc ki
deas ,
alphagener at
ion,maximiz
ingSharperat
io,const
antpor tfol
iomonitoringandanalys
is.Iwas
awardedEmpl oyeeoft heyearf ormyOut standi
ngperformancethisyear.

How toAns wer:

1.Focusonmaj orpoi
ntswhicharedirectlyrel
evanttothej
ob.Ar t
icul
atei
tinacreati
ve&interes
tingmanner.
2.Besidestalki
ngaboutyourcareer,makes ur
eyouhaves omethingtosayaboutyoureducati
onandqualific
ations
andevenyourhobbi esandinterest
s .
3.Practi
seyourans werfort
hisi
nadvanc e,andtrytoli
mityouranswerto60to90s econds
.

St
rengt
hsandDev
elopment
alAr
eas
Commonl
yas
kedques
tions
:Whatar
eyours
trengt
hs?/How woul
dyoudes
cri
beyourper
sonal
it
y?

SampleAnswer :Mybi ggestst

rengthismymulti
-t
aski
ngabil
it
y.Highpres
sur
es i
tuat
ionsandti
ghtt
imel
inesbri
ngout
thebesti
nme.Bei ngamul t
itasker
,Ihavet
heabil
it
ytomanagec r
isi
sandmotivat
emyt eam l
eadi
ngfr
om thef
rontand
gett
ingmult
ipl
et asksdones i
mul t
aneousl
ytogetthedes
iredres
ults.

How toAns wer:

1.Pi
ckatt
ribut
esdesiredbyt
heempl oyeri
nthejobdescr
ipt
ion-t
eamwork,l
eaders
hip,i
nit
iat
iveandl
ater
alt
hinki
ng
ar
ecommonexampl es
.
2.Whic
heverstrengt
hsyoupick,ens
urethatyoucansuppor
tthem wi
thexamples
.

Commonl
yas
kedques
tions
:Whatar
eyourweaknes
ses
?/How doyour
espondt
ocr
iti
ci
sm?

SampleAns wer :Someti

mes,Ispendmoreti
met hannecess
aryonat askortakeont as kspersonall
ythatc oul
deasil
y
bedelegatedtos omeoneel
se.Alt
houghI'
venevermiss
edadeadli
ne, iti
ssti
llaneffor tformet oknow whent omove
ontothenextt ask,andt
obec onfidentwhenassi
gni
ngotherswork.Butasthisiscr
uc ialifiwanttobeal eaderanda
mentor,ihavedevisedmechanismstocopewit
hitli
keForwardpl
anning,withdetai
ledpr ocessflow &s t
ringentTATs.

How toAns wer:

1.Choos echaract
erist
icst
hatyouf eelaregenui
nelyyourweaknes ses.But,hi
ghl
ightthes t
epsyouhavet akent o
i
mpr ove.Forexampl eearl
ieryouhaddi fficult
yacc ept
ingcrit
ici
sm becauseofhighs el
f-
confidenc e;butyou' ve
l
earnedt oembr aceconstr
uc t
ivefeedbackasital
lowss el
f-
improvement .
2.Alt
ernativel
y,di
scusshow youover cameapot ent
ialdowns i
deofyourgr eat
eststrength;egyouhavel ear nedhow
tocopewi thconflicti
fyou'
r eagreatteam worker.
3.Nevers aythatyouhavenoweaknes ses,t
hatyou'reaper f
ecti
onist
,orthatyouwor ktoohar d.Theseres pons es
portr
ayyouasar r
ogantanddi shonest.

Commonl yas
kedques
tions
:Whatc
anyouofferust
hats
omeoneel
sec
annot
?/Whatmakesyout
hebes
tcandi
dat
e
fort
hisj
ob?

SampleAnswer :Well
,Ihavealloft
hes ki
ll
sandexper i
encethatyou’r
elookingforandI ’
mc onfidentt hatIwould
bri
ngingreatval
ueinthisproj
ectmanagementrole.I
t’
snotjustmybac kgroundleadi
ngs uccessfulproject
sfortop
compani
esormypeopl eskil
ls
,whic
hhavehel pedmedevel opgr eatrel
ationshi
pswithdevel opers,vendors,and
seni
ormanagersali
ke.ButI’
m als
opassi
onateaboutthisi
ndustr
yandI ’
m driventodel
iverhigh-quali
tywor k.

How toAns wer:

1.Sel
lyoursel
fbycit
inganexampl efrom yourpastwher
eyoudemons t
rat
edt
hatyouaresomeonewhoisc
apableof
del
iveri
ngresul
tsi
nt hi
skindofar ole.
2.Her
e, y
ouneedtobebol dandaggressiv
einhighl
i
ghti
ngyours
trengt
hs.
Butbec
aref
ulanddon’
tcomeac
ros
sasar
rogant
.

Commonl
yas
kedques
tions
:Whathasbeeny
ourgr
eat
estac
hiev
ement
?/Whatar
eyoumos
tpr
oudofi
nyourwor
kingl
i
fe?

Sampl eAnswer :Mygreatestachi

evementwaswhenIwor kedasas al
esrepresentati
ve.Iwasgivenali
stofnew tar
-
getsandl atert
hatmont hIar r
angedameet i
ngwi t
honeofourbi ggestprospec
tivecli
ents.
Iusedmyc ommuni cat
ion
skil
lstobuildar el
ati
onshipwi t
hthedir
ectorovertime.Hewasunwi ll
ingtopurc has
eourpr oductatfirstbutaft
erI
metwi thhim mul t
ipl
etimes,formedabondwi t
hhi m andconveyedthebenefitsofourpr oduct,
hewashappyt obuy
from us.Iwasdel i
ghtedtobr i
ngonboar dsuchal ucr
ati
vecli
entandt hecli
entisnow oneofourbi ggest.I
’
ves i
nce
l
ear nedc ommuni cat
ionisoneofmys tr
ongesttrai
ts.

How toAnswer :Menti

onanachievementt hati
ncludesski
ll
srelevantt
othejob.Thi
smayi
ncl
udetec
hni
cals
kil
lsor
i
ndivi
dualqual
iti
esli
keteamwork,ini
ti
ati
veordet erminati
on.Forexample,menti
onati
mewhenyou'
ver
ecei
vedan
award,or
ganis
edanevent ,l
ear
neds omet hingnew orovercomeamaj orfear.
Ques
tionsonMot
ivat
ion
Commonl yaskedquesti
ons
:Whatdoyouexpecttobedoi
ngi
nfiveyear
s't
ime?/Whatar
eyourl
ong-
ter
mcar
eer
goal
s?/How doest
hisj
obfiti
ntoyourl
ong-
ter
mcareerpl
ans
?

Sampl eAns wer:WellI’

mr eal
lyexci
tedbyt hisposi
tionatyourcompanybec aus
ei nfiveyear s
,I’
dliketobes eenas
someonewi thdeepexper tisei
nt heTechnologysector,
andIknowt hat’
ssomethi
ngt hatI
’
llhaveanoppor t
unit
yt odo
here.I
’m al
soreall
yexcit
edt otakeonmor emanager ial
respons
ibi
lit
iesi
nthenextfewyearsandpot enti
all
yeventake
theleadons omepr ojects.I’
vebeenl uckyenought owor kwit
hs omeamaz i
ngmanager s
,ands odevelopingintoa
greatmanagermys el
fiss omet hingI
’
mr eall
yexc i
tedabout.

How toAns wer :

1.Tal
kent hus i
asti
callyaboutyourreal
isti
cshort-andl
ong-
termt ar
getsandbas eyouranswer
sont heempl oyer,the
i
ndustry,yours kil
lsandexper i
ences
.
2.Show them thatyou’ vedones omeself-as
sessmentandcareerplanni
ng.
3.WhenAppl yi
ngt oaSmal lCompany,s aythatyouwantBroaderExperienc
e,GreaterI
nfluence,t
omakeaDi ffer ence,
l
ikeFastPac eetc .
4.Whenappl yi
ngt oaLar geCompany,s aythatyouwantRoom toGr ow,Local&OverseasOpport
uniti
es,Avail
abili
ty
ofResources ,Process&Pr ocedur
eetc .

Commonl
yas
kedques
tions
:Whatdoyouknow aboutt
hec
ompany?/Whatmot
ivat
esyou?

Sampl eAns wer

:Isawas t
oryafewmont hsagoonthenewsabouttheoutreachyourcompanydoeswiththecommu-
nit
y.Gi vi
ngbackisabigpartofmyper sonalphi
los
ophyandIwasexc i
tedtoseethattherewasacompanyt hatfel
t
thesameway.Youc animaginehow exci
tedIwaswhenIfoundouttherewasaj obopeninginmyski
llsethere.
Iwoul dreall
yhopetobeabl etocomet owor keverydaytoaplacewher eIknew notonlyaremyt echni
calski
ll
s
valuable,butmypersonalphil
osophiesareaswell.

How toAns wer :

1.Demons tr
atethatyou'veresearchedtherol
ebydi s
cuss i
ngthes ki
ll
sandi nt
erest
sthatl
edyoutoapply.
2.Draw uponwhatyouenj oy;useexamplesfr
om yourac ademic,professi
onalorextr
acur
ric
ularl
if
ethats
ugges
t
you'
res t
ronglymotivatedforthi
ss or
tofwor k.
3.Menti
ont hingsint
hec ompanyc ultur
ethatmat chwit
hyouri nterests
.

Commonlyaskedques
tions
:Whydoyouwantt
oqui
tyourpr
esentj
ob?/Whatar
ethepr
obl
emsyouar
efac
ingi
n
yourc
urr
entj
ob?

Sampl eAns wer:Ihavespentthelastt

woyearsbuil
dingas trongteam ofmar keti
ngprofes
sionals.Myteam hasi
n-
creasedsal
eswi t
hourc ampaignsby37% overt
helastfiscalyear.Ifeelt
hatnow istheri
ghtti
mef ormetowor kfora
biggerfirm wit
hmor ediver
se,iconi
cmarketi
ngproj
ects.I
’
mr eadyt omaket hatmovei nmycareer.AndXYZCompany
woul dbetheperfectfit
.That’
swhyIwoul dcons
iderleavi
ngmyc urrentj
ob.

How toAnswer :
1.Onlymenti
onpos i
ti
ver easons,thathighlightqual
it
iesl
ikedes
iref
orleaders
hip,t
ot akeupatougherchall
enge,
expl
ori
ngdifferentoppor t
uniti
es.
2.Nevermenti
onnegat i
ver easonsthats how youinabadl i
ghtl
ikenotbeingateam player
,adi
ffic ul
tpersonto
manage,r
unningawayf rom responsibili
ty.

Res
umeBas
edQues
tions
Commonl
yas
kedques
tion:Whywast
her
eagapi
nyourempl
oyment
?

SampleAnswer :Igotmar ri
edl as tyearandhadt omovetotheUKt obewi thmys pouse.Hisprojectover
seasended
i
nthebeginningofthisyearandt hatiswhywec ameback.BecauseIwasonadependantvi saitwasnotpos sibl
efor
metowor kinUKandt heref
or et hereisanempl oymentgapof2year si
nmyr esume.ButI ’
m now bac kandr eadyto
beapartofthec or
poratewor ldagai n.Thesetwoyearshavetaughtmeal otaboutmys el
f,mypas si
onsandpr i
ori
ti
es
andhow muc himissedwor king.If eelihaveacquir
edmanys kil
lsi
nthissabbatic
allikemultitaski
ng,improvedc om-
munic
ati
ons kil
ls
,cult
uralsensitivityetc
.whichicanputtogoodus einmynew j ob.

How toAns wer:

1.Expl
ainWhyYouWer eUnemployed:Thekeyt hingistogetther eas
onoutupfrontandmovequi c
klyontotheski
ll
s
andexperiencesyougainedduringthatperi
od.
2.Expl
aintheLengt hofTheEmploymentGap:I ftheunempl oymentgapi s3monthsorlongeryouneedtoexplai
n
whatyoudi dduringthatti
me.
3.Expl
ainTheSki l
ls
/Experi
enceyouGained:Dur i
ngt hi
speriodyouhavedevelopedskil
lst
hatarerel
evanttothej
ob
youareapplyi
ngf or.
4.Reaffirm youAr eReady&Mot i
vatedtoretur
nt oWor k:I
nt er
viewerswantt
oknow thatyouarenow foc
ussed100%
ontheroletheyhavet ooffer.

Commonl
yas
kedques
tion:Whyi
sther
eahi
ght
urnoveri
nyourr
esume?

Sampl eAns wer:JobXwasat emporarypos i

ti
on,sowhenmyc ontractwasoveritwasti
metolookf
ormor ework.Job
Ywasas tart
up,andt heirproductwasnotpul li
ngi nasmuc hrevenueast heyhadhopedandt hec ompanywent
throughsomes ubst
anti
allayoffs.
In,JobZt heyhadi ntervi
ewedmef oradifferentprofil
e,butwhenijoi
nedthewor k
wasver ydifferentfrom whatiwaspr omisedandit houghti twouldbebet t
erformet olookoutforajobthatisin
tandem withmyc orecompet enci
esandexpec t
ati
ons .Thatiswhythisopport
unitywit
hyourcompanyexcit
esmeal ot
asthisisj
ustther ol
eiwant edtobeinvolvedinatt hisstageinmyc areer.

How t
oAns wer:Giveananswerthatexpl
ains:
1.How yourexpectat
ionsf
rom pr
eviousorgani
sat
ionswer
enotmet
.But
,don’
tsayanyt
hingnegat
iveaboutanyof
t
hoseor gani
sat
ions.
2.How thi
snew companyisdiffer
ent.

Commonlyaskedquesti
ons :You'
vement
ionedxundertheI
nter
est
sandAc
tivi
ti
esonyourCV.Canyout
ellmeabi
t
moreaboutt
hat?/Whatact
ivi
ti
esdoyouenjoyout
sideofwor
k?

Sampl eAnswer:Iam qui

teas por t
senthus
iast
.Notonlywat
ching,ievenenj
oyplayi
ngspor
tsonweekendsli
kefoot
-
ball
oranyothergamethatinvolvesteams.IguessIam at
eam playerwhoisdr
ivenbytar
get
s.Fur
ther
,Iam pr
ett
yag-
gressi
veinachi
evi
ngresul
ts,i
nat eam.

How toAns wer :

1.Expl
ainthehobbyi namannerthatmakesf
oranint
erest
ingt
alki
ngpointatt
heinter
view.Youc
anevenbringupa
spec
ificinstance.
2.Youcans ubtlymenti
onanypos
iti
onsofres
ponsi
bil
it
yyouheldpurs
uingthati
nter
estegbeingt
heCaptai
nofthe
Foot
ballteam.
 I
nter
view Tec
hni
ques

ThePyr
ami
dPr
inc
ipl
e
Developed byt heMc Kins
eygr oup tomaket heirboar dr oom meetingsmor eeffec t
ive,t
hePyr amid Pri
nc i
pleis
widelyacceptedasani nst
rument alt
echni
quef orstructuredanswering.Theimportanceofstr
ucturedthinkingand
communi c
ationisparamountinintervi
ews.
Manyt i
mes ,weonl yhaveafewmi nutestocommuni cateanswerstot he
i
nterviewer'squesti
ons.Theintervi
ewerattent
ioni sli
mi t
ed.Ifwebeatar oundthebus handar enotabl etoretain
t
heirat t
ention,welooseoutonmaki nganimpr es
sion.

St
artwi
tht
heans
werfir
st

Toc ommuni cateinas t

ruct
uredway,yous houl
ds tartwiththeans wert ot heint
ervi
ewer ’
sques tionfir st
,andt hen
l
istyours upport
ingar guments .This“t
op- down”s t
ruc t
ureisc ounter-
intuiti
veformanyofus ,espec i
all
ythos ewitha
scienti
ficorengineer i
ngbac kgroundus edt owrit
ingt echnicalpapers.Formanypeopl e,i
t’
snat uraltobui l
dupt oa
conc l
usionbyfirstreciti
ngalloft hefacts,recounti
ngal loftheanal ysesthathavebeendone,orr eviewingallofthe
suppor t
ingideas.Thenyougett othepunc hli
ne.Butt hisisnotthebes tapproachtogof ordur inginterviews.The
reasoni ssi
mpleenough.Fi rst,youwantt omaximi zeyourt imewi thyouraudi ence.Int
erviewersar ebus ypeopl e.
Theyar eperpetuall
ys hortont ime,areus edt oproc essi
nglotsofinformat ionquickl
y,andgeti mpat ientwhent hey
feelli
kes omeonei s
n’tgetti
ngt ot hepoi nt.Togetthemos toutofyours hortt
imewi t
hani nt er
viewer ,youwantt o
giveyourans werfirstandf oremos t
.

Second,manyi nt
ervi
ewersoft
ent hi
nkina“top-
down”manner .Theywanttof
ocusonthebi
gpi
ctur
e—inthiscase
the“answer”
— anddon’twantt ogetboggeddownbydet ai
ls.Bydeli
veri
ngyourrec
ommendat
ioninthe“answer
first
”format,youarefitti
ngintotheint
ervi
ewersmentalmodelandal l
owingt
hem toqui
ckl
ypr
ocessyourrec
om-
mendation.

Fi
nall
y,youaremor epersuasi
vewhenyouaredi
rect.Byans
weri
ngtheint
ervi
ewersquest
ionfir
st,yous
oundmor e
asser
tiveandconfident.You’
renotsear
chi
ngforreasonsorwords
,andyoudon’tsoundli
keyou’r
ewaver
ing.You
ar
epl ainl
yanddir
ectl
yans weri
ngt
hequesti
onthatwasposedtoyou.

Startwit
h
t
heans wer
first

Groupands ummari
ze
yoursuppor
tingar
guments
.

Logi
cal
lyor
deryours
uppor
tingi
deas
.

Gr
oupands
ummar
izeyours
uppor
tingar
gument
s

Youraudi encewi ll
naturallybegint
ogr oupands ummar i
zeyourar gument sandideasi nordertor emembert hem.So
youmayaswel lhelpthem doi tandmakeyourover allr
ecommendat i
onmor eeffec t
iveandmemor abl
e.ThePyr amid
Princ i
pleadvoc atesthat“i
deass houldalwaysf orm apyramidunderas inglet
hought .
”Thes ingl
et houghtistheans wer
tothei nterviewer'squestion.Underneaththes i
nglethought,youar es
uppos edtogr oupands ummar iz
ethenextl evel
ofs uppor ti
ngideasandar gument s
.Then, foreac hsupporti
ngi deaorar gument,breakt hatfurt
heri ntomorei deasor
argument sunt i
lyouhavef or
medapyr ami d.ThePyr amidPr inci
pleteachesthat,“Ideasatanyl evelinthepyr amid
mus talwaysbes ummar iesoft hei
deasgr oupedbel ow them. ”

Decompos
inganargumenti
ntoapyramidstruct
ure
Whenyougroupands ummari
zeyoursupporti
ngargument
s,i
t’
seas
ytogof
rom t
hes
ingl
ethoughtt
othenextl
evel
ofi
deaswi
thoutget
ti
ngtoodetai
ledr
ightaway.

Logi
cal
lyor
deryours
uppor
tingi
deas
.

Final
ly,youwanttoensurethatt
hei deasyoubringtoget
herundereac
hgr oupactual
lybel
ongtogether,ar
eatthe
samel evelofi
mportanc
e,andfol
low somelogi
calst
ructur
e.Ther
eareafew di
fferentwaysoflogi
cal
lyorderi
ngi
deas
thatbelonginthes
amegr oup:

1.Timeor der:i
fthereisasequenceofevent
st hatform ac ause-
effectrel
ati
onship,youshouldpres
enttheideas
intimeor der
.
2.Struct
uralorder:breakasi
ngulart
houghtintoitsparts,ensuri
ngthatyouhavec overedalloft
hemajorsupporti
ng
ideas.
3.Degreeor der:pres
entsupporti
ngideasi
nr ankor derofimportance,mosttoleastimport
ant.

ThePyramidPri
nci
pleisnotjustval
uableforcommunicati
ngwit
hinter
viewers,
butr eal
lyi
t’
seffecti
vetocommunicat
e
withanyonewhom youwi s
ht opersuadewithargument.Asanentr
epreneur,thetoolcoul
dbewhatyouus etoc
om-
municatewit
hprospec
tivei
nves t
orsorboardmember s.Asal
eaderi
nanor ganizati
on,youcanusethePyramidPr
inc
i-
pletocommunicat
ewi t
hpeer sorprojectst
akehol
der
swhenyoumakeani mpor t
antproposal
.

I
fyou’
r ei
nterestedi
nlearni
ngmor e,definit
elypi
ckupt heor
igi
nalbookbyBar
baraMint
o.Weurgeyoutot
ryoutt
he
Pyr
ami dPri
nciplewhenappear
ingf oryournexti
nter
viewandber eadyt
obepleas
ant
lysur
pri
sedbyhowmuchmore
effect
iveyourc ommunicati
onski
ll
sbec ome.
 I
nter
view Tec
hni
ques

STARTec
hni
que
Developedbyt heMc Ki
nseygrouptomaket hei
rboardroom meet i
ngsmor eeffect
ive,thePyramidPri
ncipl
eisCom-
petencyques t
ionsmakeupal argepartofmostjobint
ervi
ews .Fr
om ac ompany’
spointofview t
heyall
ow anobjec
-
ti
veas sessmentofac andidat
e’sexperi
ence,andthequalit
iesthatmaket hem suit
ableforthejob.Youneedt o
answert hesetri
ckyquest
ionsusingatri
edandt es
tedtechni
que.I t
’sknownastheSTARt echni
que.

Byusi
ngthi
ss t
ep-by-
stepmethodyouwi l
lbeabl
etoans
wereachquesti
oninasystemat
icmanner,wi
thoutgett
ing
flus
teredorcomingupwi t
h vague,uns
truct
uredans
wer.Her
ewet akealookateverys
tageoft
heSTARi nt
ervi
ew
method.

Whichques ti
onsneedaSTARr espons
e?
Theques t
ionswil
lusual
lys
tartal
ongtheli
nesof“tel
lmeaboutatimewhenyou” .Thi
swill
befol
lowedbythosecom-
petenci
esthathavebeenlist
edont hejobspeci
ficati
on,soiti
simportanttobefamil
iarwit
hthesesothatyoucan
prepare.Softski
ll
ss uc
hast eamwork,negoti
ati
on,Probl
em solvi
ng,cri
sismanagementandc ommunicati
onare
mos tc
ommon.

Alotoftheques t
ionswi l
lrequir
eyoutothi
nkaboutpastworkexperienc
esyou’vehad.Forthosewhoareapplying
fori
nter
nships,appr ent
iceshi
psorhavenoprevi
ousworkexperi
ence,youc ansti
llt
alkaboutext
ra-
cur
ric
ularac
tivi-
ti
es,whatyouac hievedwhi l
ebeingamemberofauniversi
tysoci
ety,orschoolproject
syouhavebeeninvol
vedi n,
asanexampl e.

Theans
wert
othes
eques
tionswi
llus
ual
lybebet
weenami
nut
eandt
hreemi
nut
esl
ong.

Si
tuat
ion

S Thi
si

wer
sabouts
aquest
i
et
ti
ngt
onaboutt
eworki
i
hes
cene,gi
vi
memanagement
ngon,whoyouwerewor
ngac
,
ont
yourr
kingwi
extandbac
epl
t
ywoul
kgr
oundt
dneedt
h,wheni
oi
nc
ot
l
hes
udet
i
tuat
i
hedet
thappenedandwher
on.Soi
ai
lsoft
eyouwer
fyou’
hepr
e.
reas
oj
ec
ked
tyou

Tas
k

T Thi
sismorespec
ifict
knowswhatyouwer
oyourexac
etas
kedwit
tr
ol
h,r
ei
at
nt
hes
hert
i
t
hant
uat
i
her
on.Youneedt
estofthet
omakes
eam.
uret
hatt
hei
nter
viewer

Act
ion

Thisisthemos ti
mpor t
antpartoftheSTARt echni
que,becaus
eitallowsyout ohighli
ghtwhatyour
responsewas .Remember ,youneedtotalkaboutwhatyous pecificall
ydid,sousing‘I
’ratherthan
team acti
ons–ot herwi
seyouwon’ tbeshowi ngoffthenecessar
ys kil
lstheemployerislookingfor.
Bes uretoshareal otofdetai
l,t
heintervi
ewerwi l
lnotbefamili
arwi thyourhis
t or
y,althoughr e-

A
membert oavoidanyacronymsandi nst
itut
ionall
anguage.

Whatyou’r
etryi
ngtogetacrossher
eishow youassessedanddeci
dedwhatwast
heappr
opri
ate
responset
othesit
uati
on,andhow yougottheotherteam membersi
nvol
ved–whi
chi
nturni
sa
greatwaytodemonst
rateyourcommunicat
ionski
ll
s.

Forexampl
eifyouar eas
kedaboutdeali
ngwithadi
ffic ul
tper
sonal
it
yonyourteam youwoul
dtalk
abouthowyoudec i
dedtotakeacer
tai
nc our
seofac
tiont
oavoidmakingt
hesi
tuat
ionworseorup-
set
ti
ngtheindi
vidual.

Res
ult

R Ther
busi
es
nes
wantt
ul
s
tshoul
,ani
dbeapos
nc
reas
eins
oknowwhatyoul
i
t
al
ear
i
veone,

ntfr
andi

om t
hats
deal
esby15% ors
i
avi
t
l
yonet
ngt
uati
het
on,
hatcanbequant
eam 5hour
andi ft
her
ified.Exampl
saweek.Thei
ewasanythi
nt
ngyou’
esi
er
nc
vi
l
uder
ewerwi
ddodiffer
epeat
l
lal
ent
lyt
so
he
nextti
meyouwer efac
edwi t
hthatsi
tuati
on.

TheSTARtec
hni
queenabl
esyoutos
howcaseyourr
elevantexper
iencewi
tht
heinter
vieweri
namethodi
calmanner.
Wer ec
ommenddoingsomein-
depthpr
eparat
ionbeforetheint
ervi
ew s
othatyoucanhavesomegreatexampl
es
toquote.
 I
nter
view Tec
hni
ques

Her
ear
etwoexampl
esyoucanr
efert
oforpr
epar
ati
on:

1.Posi
ti
on:Market
ingExec
uti
ve
Questi
on:"
Tellmeaboutatimet
hatyous
olvedapr
obl
em t
oat
ightt
imes
cal
e."

Her
e'show youc
oul
dst
ruc
tur
eyourr
espons
e:

•Situation–" Wewer eduet odeliverapr esentationtoagr oupof30int

erestedindustrypl
ayersonournewpr oduct
andt heguywhowass uppos edtopr esentit
,gots i
ckont hedayofthepr es
ent at
ion."
•Tas k–" I
twasmyr espons i
bil
it
yt ofindanal ternati
vesoitdidn'
treflectbadlyont hecompanyandwedi dn'
twas t
e
theoppor tunity."
•Act i
vity– "Is poketot heeventor ganiser
stofindouti ftheycouldchanget herunningorder.Theyagreeds owe
boughtour selvess omet ime.Icont ac t
edanot hermemberoft heteam,whoatapus hcouldstepin.Sheagreedto
dropwhats hewasdoi ngandheadt otheevent."
•Res ult–"Thepr esentati
onwentwel l–abi troughar oundt heedgesbuti twaswar mlyreceived.Asaresultwe
gaineds omegoodc ontacts
,atleas ttwoofwhi c
hwec onvertedi
ntopayingc l
ient
s."

Therear eaf ew t
hingstonotewi t
ht hi
srespons e:it
'simpor t
anttospeakinspeci
ficratherthangener alt
ermsand
quant i
fyyoursuccess.I
nthisexampl e,
wement ioned30del egatesandquanti
fiedtwocont act
sconvertedtocli
ents
.
From al i
stener'
sperspect
ive,t
hismakest hes torymor einteres
t i
ngandtheyaremoreabl etogaugeyours uccess
.
Undefineds uccessescanmaket heans werfeell es
sc onvinci
ng.Secondl
y,asther
earelikelytobemanyques ti
ons
andi ntervi
ewershaves hortattenti
ons pans,it'
simpor tanttokeepyourans wersconcise:conveythemaxi mum
achievementi nthemi ni
mum t i
me.Fi nall
y,i
t'simpor tanttofini s
honapos iti
venot
es ot heover al
limpress
ionis
st
r ong.

2.Posi
ti
on:Cust
omerServi
ceExecut
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Us edatit
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 Ques
tionsatt
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Attheendoft
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fyouhaveanyques
tions,t
ryt
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whic
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ightyouposi
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ves.Somes
ampl esar
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Ambi
ti
on
Ques
tions
:

1.Whataret hegrowthoppor tuniti

esinyourfir m?
2.How of
teni sanew hi r
e’sperformanc eappraised?
3.Whatisat ypi
calcareerpathint hi
sjob?
4.I
sthereafixedper i
odoft rai
ningfornew hires?Cans omeonet akeres
ponsibi
li
tyevendur
ingt
hatper
iod?
5.Whatdoesi tt
aket obehi ghl
ys uccess
fuli
nt hisorganizat
ion?
6.How wil
lthedut i
esc hangeonc ethetrai
ningpr ogram hasbeenc ompl
eted?

Subj
ectKnowl
edge/Par
ti
cul
ars
kil
l
s/Cer
ti
ficat
ions
Ques
tions
:

1.Iwaslear
ningabouti
nfluenc
ermarket
ingonmyown, andwaswonder
ingi
fyourt
eam us
ess
ucht
echni
quesaswel
l
?
2.Ihaveacerti
ficat
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nISTQM -woul
dt hatbeus
efuli
nthi
srol
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I
ndus
tryawar
enes
s
Ques
tions
:

1.Howdoyout hi
nkGSTr ol
loutwi
ll
impactdis
tri
buti
onstr
ategyatyourc
ompany
?
2.Whatdevel
opmentplansdoestheorgani
sati
onhave?
3.Wheredoyouthinkt
hec ompanyisheadedinthenextfiveyears
?

L
eader
shi
p
Ques
tions
:

1.Whatl
eader
shipoppor tuni
ti
eswouldbeav ai
labl
etosomeoneinmypos iti
onaty ourcompany?
2.Howhaveyourleadershipqual
i
tiesevol
vedwhi l
eworki
ngfort
hisorgani
sation?
3.Whati
satypi
calcareerpathinthisj
obfuncti
on,whenwill
real
leadershi
poppor t
uniti
esbeavai
labl
e?

Manager
ial
Ques
tions
:

1.I
'mi
nter
est
edintr
aini
ngandmanagingpeople,
arether
esuchopport
uni
ti
esinthi
srol
e?
2.Doy
ousendyourmanager
sonex
ternalt
rai
ningcour
seswit
hpar
tneror
gani
sat
ionst
ostudyt
hei
rway
sofmanagement
?

Ent
hus
ias
m
Ques
tion:

Iwasr
ecent
lyr
eadi
ngaboutt
henewpr
oduc
tyourc
ompanyl
aunc
hed,
its
oundsamaz
ing,
cany
out
ell
memor
eabouti
t?

Humi
l
ity
Ques
tions
:

1.I'
m happywit
hwher eI'
vereachedbutIneedtolear
nmor
etoadv
anc
efur
ther
.Ar
ether
eoppor
tuni
ti
est
obement
ored
andlear
nfrom seni
orsinyourcompany/posi
ti
on?
2.Doy ouhaveanyfeedbackforme?

I
ndi
vi
dual
Dev
elopment/Wi
l
li
ngnes
stoL
ear
n
Ques
tions
:

1.Howdoy ousugges
tIi
mprovemyknowledgebothi
nsideandout
sideoft
hisr
olei
fIgethi
red?
2.Whatt
rai
ninganddevel
opmentispr
ovi
ded?
3.Whati
fsomeonewantstoexpl
oredi
fferentj
obfunc
tions-howof
tendoesthi
shappen?

Pr
ofes
sional
i
sm
Ques
tions
:

1.
Whatki
ndofKRAsandgoal
swoul
dbether
einthi
srol
e?
2.
Whatdoyoucons
idert
hefivemosti
mport
antday
-to-
dayr
espons
ibi
l
iti
esoft
hej
ob?

Bei
ngaTeam Pl
ayer
Ques
tions
:

1.Canyoudes cri
behow muchimpor t
ancedoestheorgani
sat
iongi
vet othewor
kcul
tur
eandwhathasbeenyour
experienc
es ofarwi
ththat
?
2.WillIbewor ki
nginateam?Ifso,whati
sthesiz
eandmake- upoftheseteams
?
3.Canyout ellmeabitabouttheorgani
zat
ion’
scult
ure.

Ot
herSki
l
ls
Ques
tion:

Whatar
ethepos
sibi
li
ti
esofus
ingmyl
anguages
?

Confidenc
e
Ques
tion:

Whati
sthenexts
tepi
nthehi
ri
ngpr
oces
s?