Job interview: tips, questions, checklists

Anyone who is invited to an interview has already overcome the most difficult hurdle: The application documents were convincing, as were the professional qualifications. Congratulation! You are in round 2. However, the job is not over yet. You still have to convince the personnel decision-maker in a personal interview. Here we will show you how you can do this, as well as practical tips for all phases of the interview.

What HR really interests during the interview

Many applicants are afraid of the interview. After all, it’s about her dream job and her future salary. Accordingly, there is great concern about saying something stupid or wrong in the conversation. We want to take that worry away from you. If you prepare well for the interview – for example with the help of our guides – nothing can happen.

With the many interview questions, stressful questions, or tricky questions that HR managers can ask, it is never about “right” or “wrong”. It’s about your personality.

You have already convinced technically. Now one wants to get a personal picture of you: how you work; whether you fit into the team; how you react under stress; why you want to work here and what are your goals. No matter what questions HR managers ask: In the end, it’s always about:

• Competencies
  This is less about training or university degree, strengths or weaknesses. Rather, HR professionals are interested in the so-called soft skills in the interview. So the way of working, willingness to learn, passion (for the job), and social skills. In short: You want to make sure that you are up to all the challenges of the job.
• Team spirit
  We know: lateral thinkers and creative people are the humus on which innovations thrive. That’s why every company needs them. Theoretically. In reality, however, HR managers often pay attention to conformity. Your job chances increase considerably the more you convey this “fitting”. How far an applicant pretends to be or remains as authentic as possible depends on how urgently he or she needs the job.
• Added Value
  Do you have a list of achievements that suggest you will also generate revenue, savings, or added value for the employer? Ultimately, every hire is about a simple calculation: You are paid a salary X and hope that your performance will generate added value from Y. While that’s pure speculation at the time, the more convincingly you can show that Y is greater than X, the sooner you’ll be hired. So if you can refer to comparable successes from your previous career, you collect plus points.

Last but not least, HR managers think about it, whether the attitude could later revert to them (negatively). After all, it’s also about your job and your reputation. That is why so few experiments dare to make adjustments. The more convincing your arguments are and the more guarantees your experience and skills offer; the more credible your appearance and demeanor, the better your chances. In the following, we will show you how you can do this – step by step and phase by phase.

Interview tips: convince in every phase

Whether we find someone sympathetic or trust them is often decided in seconds. Sometimes a single quality, a single word, a simple impression that offends the HR manager is enough – and the interview falls over.

That is a typical perceptual error. But one with a devastating effect: the so-called horn effect now outshines many other positive properties. To prevent this from happening to you, it is important to control your body language in the interview, but also your words.

The art is to find the right balance – between perfect self-presentation, self-portrayal, and some leftover space for speculation. Between factual precision and personal insight. And that in all phases of the interview.

Small talk

Every job interview begins with getting to know each other personally. Introducing, shaking hands (see instructions below), asking for directions, chatting and observing, and assessing each other.

This small talk, in the beginning, is an important social interaction. He should break the ice, reduce the excitement of the applicants, create an atmosphere.

Actually a good thing. But as innocent as this chat phase seems, it is not. Typically, psychologists differentiate the approach of strangers in three behavioral phases, which are at the same time an expression of increasing sympathy:

Matching: The partner’s body language is analyzed and initially only reflected up to a maximum of 50 percent on your own.

Pacing: Body language, gestures, facial expressions, language are increasingly synchronized.

Rapport: Almost complete symmetry – both partners refer to each other through their behavior every time.

The small talk and warm-up at the beginning of the interview are therefore also referred to as the “rapport-building phase”. Relevant information is not yet exchanged. The content of the conversation falls into the category: irrelevant.

But that is exactly where the danger lies: Candidates underestimate these first five minutes. A study by Brian Swider of the Georgia Institute of Technology and Brad Harris at Texas Christian University concluded: In this first phase, HR managers assess how applicants will work later on in the job. Not infrequently, the decision for or against the candidate is already made. The result is consistent with research by Murray Barrick, a management professor at Texas University. He found out: No matter how structured an interview is, it is often decided at the beginning whether the candidate gets the job or not.

You can get angry about it. But it doesn’t change the fact that job interviews are “human”. The most sophisticated conversation and questioning techniques cannot prevent our gut instinct from deciding and the mind ends up looking for a plausible (apparently rational) justification for what the “chemistry” and “wavelength” have already decided in the first few minutes.

So please don’t get angry, use it for yourself. You now know how important the first impression is. Practice your performance accordingly with friends, acquaintances, or a coach. The focus is on the question: “How do I appear to you: open, friendly, self-confident?”

Get to know

In most cases, the host introduces himself first. So all people and company representatives present. Then the company, its background and finally details of the advertised position. It goes without saying that you follow these statements with great interest, listen carefully and occasionally nod in agreement. Anything else would be rude.

This presentation of the company is usually followed by typical interview questions. There are well over 100 different ones:

These interview questions are roughly on par with a toothache on the candidate’s popularity list. The best tip: Always stay calm and never let yourself be confused. To show you how to do this practically, we have put together a few typical questions and answers:

What is your biggest weakness?

The question is often used by applicants to address an alleged weakness, which is a strength. Error! HR managers see through this spectacle and ask about it. Rather, be honest and show how you are working on a recognized weakness. For example: “In discussions, it is sometimes difficult for me to assert myself. But I’m working on expressing my opinion more clearly. ”

You have changed jobs several times. Why should we hire them?

Career changes are not uncommon these days. Many recruiters speak to candidates about it anyway. Do not react insecure or guilty to it. Instead, use examples to explain why these previous positions, in particular, qualify you for the current job. In short: take up the question of the past, but turn your gaze back to the future.

Would you describe yourself as stubborn or flexible?

Common trick question! Because both properties can – depending on the situation – be desirable or harmful. The answer to such suggestive alternative questions should therefore always cover both sides: “I find it difficult to find myself in one of the two categories. Of course, I can express my opinion and also be stubborn when defending an idea that I think is right. On the other hand, I also find consensus and compromises important if they lead to the best possible result.”

If you had to choose someone for this position, what would you look for?

This question contains two points: Which skills do you consider relevant for the position? And do you have these qualifications yourself? Depending on the position, you should concentrate on two or three key qualifications when answering: “I think that creativity and problem-solving skills are crucial for the job, because … This is exactly why I applied, because …” Now who’s the job description Garnished with a suitable (previous) experience, increases your chances enormously.

How is this job different from the others you applied for?

A nasty question. Who would like to tell you about other applications in the job interview? However, it doesn’t make sense to claim that you only applied for this one position. HR managers know that this is a lie. So limit yourself to a short and neutral answer and continue to explain why you are drawn to this exact employer.

You can already see the concept behind the answers and reactions in the interview. Basically:

• Take your time
  Never let many (critical) questions rush you. You can take time to think about it in every interview. This is not just about lowering your blood pressure. You’ll find the smarter answer too. On top of that, it seems more considered. Quiet is the best strategy in the interview.
• Ask
  Far too seldom do applicants take the opportunity to ask questions in an interview. Especially if they didn’t understand the question. The fear is too great that this will be interpreted as a lack of attention or comprehension. Please don’t do that: tick the box and ask back. Understanding questions of the type “I’m not sure if I understood your question correctly, did you mean …?” Are not a shame, on the contrary: they show genuine interest.
• Let yourself into it
  Some questions are bizarre to absurd. This is especially true for stress interviews. The aim is to lure the applicant out of the comfort zone and look behind his facade. Of course, you don’t have to put up with everything, but anyone who sees the whole thing in a sporty way and answers the questions confidently and confidently will score more in the interview than any critic.
• Prepare relevant anecdotes
  Spontaneity is good when you can. Everyone else should prepare: think about the questions that may come up – and add amusing and relevant examples and anecdotes from your résumé so far. Compress this into an essential extract. So short, crisp answers. Authentic examples are more convincing than self-statements.

Self-presentation

The self-presentation (also called “self-introduction”) belongs to the fixed repertoire in the job interview. Always! At some point, the sentence comes up: “Tell me something about yourself!” A classic. And the prelude to your performance.

The self-presentation rarely takes longer than five to ten minutes. More is not expected either. In this short speaking time, you have to get to the heart of the matter. There is no time to talk. It’s about advertising on your own behalf, but also demonstrating the security of presentation. Because presenting and introducing projects or results is part of almost every job today. The self-introduction offers a foretaste of how you might act later after the hiring.

Reading is taboo! The self-introduction is ALWAYS a free lecture. That sounds difficult, but it is easy to prepare, practice, and memorize at home. Ideally, follow this choreography:

• “I am …” (personal data, qualifications)
  -Self-introduction (name, age, origin)
  -Education/studies, highest degree
  -Previous jobs, Experiences
• “I can …” (previous successes)
  -Milestones in professional life
  -Special knowledge, certificates
  -Greatest successes (numbers!)
• “I want …” (reference to the position)
  -Added value of your strengths and talents
  -Relevant soft skills
  -Motivation for the job

You can score especially with the “I want” part. Describe how you will use your knowledge and skills for the company in the first 100 days and what successes you could achieve with it. So what added value your attitude creates. In short: it is about a clear reference to the company and the advertised position. Rehearse this self-presentation repeatedly at home in front of the mirror or as a video recording with your smartphone. Those who are more self-confident can also practice this in front of real listeners, such as friends, siblings, parents. Advantage: They also give feedback and tips on how they work and what can be improved.

Questions

Whenever a recruiter allows you to ask questions yourself (so-called “queries”), you should by no means remain silent or even shake your head: you have your own questions – always! For two reasons:

• This is the best chance to find out more about the company, your future workplace, the boss, his requirements and colleagues.
• This is a test. Your job is to gauge your true interest in the job and see how intensively you have prepared for the interview. From the profundity and cleverness of the questions, even an inexperienced HR manager can tell whether you have only studied the job advertisement or the company’s website (plural!) As well as relevant specialist articles.

The other reasons are: You document genuine interest and prove that you are prepared. Smart questions also underline your intelligence. On top of that, you will learn more about the job and the company. Who asks leads – the conversation!

Some of the best questions you can ask a recruiter in an interview include:

• How do you define success for this position?
• What do you expect from the ideal candidate?
• What distinguishes your best employees?
• What could frustrate me most about this job?
• How would you describe my boss’s leadership style?
• How would you describe your corporate culture?
• How do you measure and evaluate performance?
• How do you promote talents and strengths?
• Why do you enjoy working for this company?
• When can I expect your decision?

We have also put together a list of 100 clever questions for HR decision-makers to answer the questions. You can also download it HERE as a PDF for free. But please never make the list (printed out) with you to the interview. That doesn’t look like individual questions. Nor should you ask all of the questions about it. Just pick five to ten of them and memorize them shortly beforehand.

Graduation

It’s about to be done. The interview is almost over. So that you don’t make mistakes in the last few minutes, you should avoid a few classic mistakes as much as possible. Quite a few applicants talk about head and career when they say goodbye to the job interview. Often the excess adrenaline and nervousness are to blame for saying more than is good for you.

One of the worst revelations are loud sighs of relief, such as: “I’m glad you invited me …” (Oops, a spare ramp candidate ?!) or: “What are my chances so now? ”(So far, it suddenly sounds like a supplicant!) Or:“ I found the question about … I was lucky, I prepared myself well for it! ”(Yes, it sounded so inauthentic!)

Even if your heart is still pounding at the end of the job interview and you want to chat: Don’t do it! Stay pro until the last minute and keep your tongue in check. In fact, the interview does not end until you are through the door and no longer in sight and on the company premises.

It is better to reaffirm your desire to work for the company. Or thank you for the good conversation and the pleasant atmosphere. Finally, clever questions such as: “What would be the next steps in the application process?” “When can I expect an answer from you at the earliest?” “With whom can I stay in contact or should I have any questions about you? come? “

Please never put pressure on the person you are talking to. Then all that remains is to say goodbye perfectly and to end the conversation.

Interview follow-up

The end of the interview does not mean that there is anything more you can do to increase your chances of getting the job. In addition to interview preparation and implementation, follow-up and time after a job interview are the sixth important phase in convincing HR managers, reinforcing the good impression, or correcting an unhappy formulation. The following tips will show you what you can do after the interview:

• Reflect on how the conversation went.
  How satisfied are you with your answers? Were you able to convince the HR manager or would you like to clarify a point after the job interview? The reflection after the interview helps to learn more for possible further discussions.
• Write a thank you letter.
  A thank you letter can reinforce the positive impression you made in the interview. Thank you for inviting me to the interview; the time the recruiter gave you and the opportunity to get to know the company better. At the same time, you can mention that the interview reinforced your desire to work for the company and you look forward to hearing from the recruiter. The thank you letter could look like this:

  Dear Mr. _________,

  At this point I would like to thank you for the friendly conversation on DD.MM.YYYY, which gave me the opportunity to get some more interesting insights into the work.

  I was particularly impressed by _________ and the friendly atmosphere. This confirms again that I can actively support you with my skills [give examples, qualifications] with _________.

  I am always at your disposal for further questions and information.

  Best regards to [company headquarters]
  SIGNATURE

• Stay active in the job search.
  The interview went well. The HR manager was only positive. And do you have an all-around good feeling? Well. But still, no reason to put your hands on your lap. As long as you do not have an employment contract that is ready to be signed, you should continue your job search and apply for other positions.

7 psychotricks for the job interview

Admittedly, “psychotricks” sound like mental manipulation and mind magic. In fact, it is more about being aware of and taking advantage of the numerous psychological effects that work in job interviews. Whoever is aware of the following knowledge can at least prevent negative consequences or use the tricks without immediately dancing the tango with the spirit of his counterpart.

Make an appointment on Thursday

When you are invited to an interview, they will suggest at least one appointment (and one or two alternatives). Take the opportunity to move the interview date in your favor. Mondays and Fridays are unfavorable: Mondays may sound like a lousy weekend or the HR manager has the Monday blues. On Fridays, many people are mentally back in the weekend from 12 noon. Neither of these is good prerequisites for being hired.

In addition, the psychologist Wändi Bruine de Bruin from Carnegie Mellon University has found that jurors give better marks the further the competition advances. The effect even works regardless of whether the grades are awarded during the competition or at the end. This can be transferred to a job interview: the interviewer does not yet have any comparison options for the first candidate. In the second, he is attentive and critical, but becomes milder (and more tired) the closer he gets to the choice. So try to make an appointment on Wednesday or Thursday if possible. Ideal: Thursday morning around 10 a.m. The week is almost over by then, but at 10 everyone (including you) is still fresh and the midday hunger does not depress the mood.

Ignore competitors

That doesn’t mean you should be rude or at least greet potential competitors nicely. It is meant to mentally ignore them as competitors for the job. The more competitors there are, the fewer efforts applicants make in the job interview. Researchers from the Universities of Michigan and Haifa discovered the phenomenon and dubbed it the N-Effect.

Use visual similarities

For example, through the colors of accessories (tie, scarf, bag) or the application folder, you have brought with you, which you put on the table in front of you. If these reflect the company color (s), they suggest subliminal belonging and a high level of identification. The more similar a person is to us – in appearance, clothing, body language, choice of words – the more likable we find them.

Make compliments

That sounds like slime – and in part it is. Compliments only have an ingratiating effect if the adulation is exaggerated and remains unfounded. In between, there are quite pleasant gradations. So research and mention something like that you attended the same university as the HR manager or that you have the same hobby.

Verbalize your nervousness

Yes, you read that right: Dare to stand by this supposed weakness. She is not! It’s normal to be nervous during an interview. That just shows that the job is really important to you. So if you have a blockage or stutter, switch to the meta-level for a moment: “Sorry, I’m actually a bit excited …” First of all, every decent person is now bite inhibited; secondly, you get plus points for honesty and authenticity. Jane Richards from the University of Texas was also able to show that if you put on a too cool facade at the interview, you won’t get the job. The prejudice behind it: So-called “emotional suppressors” lack empathy.

Don’t say “not”

You want to start a fiery plea for yourself, but somehow you feel embarrassed. Self-marketing sounds so awfully immodest. So start with: “I don’t want to brag, but …” Big mistake! Researchers at Eastern University in Washington found that such restrictions have the exact opposite effect, and the applicant sounds all the more like a vain loudmouth. Applicants who used such formulations more often were even considered to be less intelligent. Those who, on the other hand, presented their advantages confidently and without introductions were received significantly more positively.

Let the other person do the talking

Even if you will of course be asked a lot of questions in the interview: Do not try to dominate the interview. Your success is not determined by your own speaking share, but by its quality. Even more: people remember conversations as positive, especially when their airtime was high. So why not cleverly initiate a real dialogue and subtly let the other person speak? For example, ask your contact person to tell you about the company, the culture, and cooperation, or how they personally experience their work. Then you give positive to admiring feedback, motto: “Wow! I have never heard or experienced that before! ”