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Improve your ability to communicate the value you offer an employer with Gary Will's book How to Prepare for an Employment Interview -- now available by e-mail in Microsoft Word format.

Sample chapters:
Selling Yourself in an Employment Interview

What You Need to Know About Business

Asking Questions -- An Essential and Overlooked Step


Other articles:
Putting a Spin on Work Experience

Claims & Credibility -- The Essence of Selling

Gary Will's WORKSEARCH:
Selling Yourself To An Employer

Chapter 20: (continued)
Recent developments in interview formats

From the book How to Prepare for an Employment Interview.
Get the entire book by e-mail in Microsoft Word format.

[Chapter 20: continued from here]

The SITUATIONAL interview-"What would you do if ..."

The situational interview is a recently developed form of a structured interview. Essentially, these are just hypothetical questions-you are presented with a specific situation that you are likely to encounter on the job and asked how you would handle it. As with the highly structured interview, your answer may be compared to a series of benchmarks for each situation or it may be evaluated more generally.

If you've actually faced similar situations before, you can begin your answer with "Well, the way I have handled that before is to ...". In a pure situational interview it won't make any difference whether you talk about what you've actually done or what you imagine you would do. But many interviewers using hypothetical questions aren't following a strict situational interview evaluation procedure, and to them your answer may carry more weight if it's expressed as an actual experience.

A common reaction to such questions is to "fight the hypothetical" -- to ask the interviewer for details so you can give a more informed response. TRY NOT TO DO THIS. Your response will be far more impressive if you can just answer the question, qualifying your answer as you go. Instead of asking the interviewer to clarify the situation, outline the different actions you would take under different circumstances.

If you need clarification on some part of the question, you can ask. But too often, people try to squeeze more out of the interviewer until it becomes much easier to answer. That approach isn't likely to make much of an impression. It may be possible to keep asking for details until it becomes obvious what you should do under the hypothetical circumstances, but the interviewer isn't going to give you much credit for grasping the obvious.

When you answer hypothetical questions, mention any assumptions you're making in your answer. Then think if you'd go about things differently under different assumptions. Show that you can think through the situation and don't need to grovel for help.

[Next: Chapter 21: Reviewing the interview ]


How to Prepare For An Employment Interview
by Gary Will
Read the entire book online or
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CONTENTS:

  1. "Selling yourself" at an employment interview
  2. Is preparation even possible?
  3. The interview isn't about YOU -- it's about the employer
  4. Soothing the employer's anxieties
  5. Preparing for the interview -- an overview
  6. THE COMPANY: The information you'll want and where to look for it
  7. What you should know about business
  8. THE POSITION: How will you make a contribution?
  9. Preparing to answer
  10. What kind of person are you?
  11. Approaches to answering some common questions
  12. Some questions to practise
  13. Anticipating employers' concerns
  14. Asking questions -- an essential and overlooked step
  15. Going all out for the offer ... and why we hold back
  16. How to handle salary questions
  17. Beyond the answers -- image and presentation
  18. Using written materials & presentation visuals
  19. How to prepare your references
  20. Recent developments in interview formats
  21. Reviewing the interview
  22. Following up without being a pest
  23. Some final thoughts
  24. U.S.: Recommended books
  25. Canada: Recommended books
  26. UK: Recommended books
  27. HOME PAGE
  28. Order an ad-free copy of this book

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