CAREER SERVICES OFFICE

CSO Quick Tips

SAMPLE INTERVIEW QUESTIONS

Below are examples of common job interview questions. Weve included traditional questions employers ask as well as a special section on behavioral questions, an increasingly common style of interview. In that section, weve provided insight into what employers are looking for when asking behavioral questions (taken from a tool used by hiring managers at ARAMARK, a professional services company). The section highlighting questions you may ask provides some guidance on how to use thoughtful, intelligent questions to gather information that will help you decide on job offers.

FREQUENTLY ASKED INTERVIEW QUESTIONS

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Tell me about yourself. How would a friend describe you? Why have you switched career fields? What is your greatest weakness? What are your greatest strengths? What is your managing style? Do you prefer working with others or by yourself? Under what conditions do you work best? What did you like least/most about your last job? Where do you see yourself in 5 years? 11. 12. 13. 14. Why did you pick your program or concentration? Why do you want to work for us? What do you know about our organization? What are your outside interests? What do you do in your free time? 15. What type of books do you read? 16. What 2 or 3 accomplishments have given you the most satisfaction? 17. How do you like to work with your superior? With your staff?

BEHAVIORAL QUESTIONS
Question Tell me about a time you made a commitment and did not deliver on it. What to look for Candid discussion of the situation. Candidate that takes responsibility for decisions. Evidence of: informing everyone affected of what could occur because of inability to keep commitment, learning from the experience, awareness of results or impact. Perseverance in eventually delivering what was promised. Uncover reasons for not keeping commitment. Acceptable-nature of business changed the need, budgeting constraints. Unacceptable-did not effectively manage the project. Willingness to address and not avoid conflict, seeing it as an opportunity to come up with a better solution that represents a hybrid of both approaches. Demonstrates an ability to listen to the other side and discuss alternative perspectives before dismissing conflicting views. Knows what to do in the event money or employees get cut. Want to see that candidate sees obstacles and tradeoffs as hurdles that can be creatively overcome. Exhibits enthusiasm for what they did. Also looking for methods that are different from how candidate and organization usually does things. Understanding of importance of doing what is best for organization. Consideration of implications of decisions and actions. Reasoning based on mixture of wisdom,

In the past, what have you done when working with someone who disagreed with you about how to proceed?

Tell me about a time you creatively allocated resources in your group. Describe a unique way you reached an organizational objective this year. Talk about a time you had to choose between your personal agenda and what was best for the organization.

Tell me about a time when you generated excitement about one of your ideas despite initial resistance. Describe the vision and direction of a group youve led in the past.

Describe a situation where you had a poor performer in your group. How did you remedy the situation?

Describe an innovative method or approach you initiated. Describe a time you allowed a project to fall through the cracks.

Discuss a time you engaged your team to improve results. Discuss a time you came up with a creative solution to changing conditions/demands/priorities.

experience or judgment. Looking to others for advice. Ability to communicate a compelling and inspired sense of purpose. Ability to make the idea sharable by everyone. Ability to motivate people behind the idea. If candidate cant communicate it to you, he/she isnt going to be able to communicate it to team members either. Probe to find out about the results of the vision. Want to make sure that the momentum it generated lasted a long time and that employees remained inspired by it. Acknowledged the damage the poor performer was doing. Did not just give up on the performer or tolerate poor performance but attempted to develop him/her through enriching tasks, training, mentoring, etc. Knew when development wasnt working and had poor performer moved to another area where s/he had a better chance of succeeding or out of the company. Respected poor performer in terms of confidentiality and fair treatment. Creativity in thinking. Breakthrough innovation. Concrete evidence that there was a dramatic change in the way business is conducted. If candidate states that this has never happened, probe by saying: it doesnt have to be something catastrophic, just something small. Issues to look for: Not managing the details. Failure to anticipate bottlenecks. Inability to deploy resources effectively. Poor time management or issues with prioritization. Could/should it have been foreseeable and avoided? Ways that the candidate involved his/her team to create results. The ability to inspire his/her staff to achieve more. Thinks in terms of new trends/opportunities benefiting the organization. Thinks strategically about uncovering ways to proactively address issues. Seeks out and discovers a best practice solution. Anticipates and adapts to a changing environment.

QUESTIONS YOU CAN ASK

Question Can you describe a typical day for someone in this position? What are the day-to-day expectations and responsibilities of this job? What kind of supervision will there be? How will my leadership responsibilities and performance be measured? And by whom? How often? What is the top priority of the person who accepts this job? Where does this job fit into the organizational structure? Are there any long range plans for the office or What to look for Very clear definition of your expected goals and responsibilities. How you would work with your supervisor and the division of labor on a day-to-day basis as well as long term. What leadership role you will have, who will report to you, what is expected of leaders/managers in the organization. How your job fits into the bigger picture of the organizations goal and mission. What you need to do to contribute to the mission. New initiatives youll work on and where you should focus your attention. Want to find out if your job occupies a respected place in the organization and has a significant and visible purpose. Want to know where your office is headed in the long

department? How is this department perceived within the organization? What do you think is the greatest opportunity facing the organization in the near future? The biggest threat?

term and whether it will be considered integral to the organizations success. Clearly defined goals for the office from management. Will it be a key player in the organizations mission and does it receive adequate support from management. If it isnt currently, what do you need to do to get it to that point. What issues need to be overcome to raise the office profile and achieve its mission? Solid understanding and clear articulation of organizations philosophy. Candid image of how it conducts its work. Honest and ethical approach that aligns with your personal values and style. Common beliefs shared with organization. Whether it respects its employees.

Can you describe the organizations management style? Can you discuss your take on the organizations culture? What are the organizations values? How would you characterize the management philosophy of your department? Why did you come to work here? What keeps you here? What is the organizations policy on transfers to other divisions or other offices? Are lateral or rotational job moves available? Does the organization support ongoing training and education for employees to stay current in their fields? Is there a formal process for advancement within the organization? What are the traits and skills of people who are the most successful within the organization?

Understanding of importance of professional development and helping employees succeed in their role. Realistic view of employee growth and career progression and willingness to help employee move up within organization.

For more information, contact Career Services 617.495.3427 cso@gse.harvard.edu www.gse.harvard.edu/about/administration/careers/ 1 Longfellow Hall