Thank you!

I would love to take total credit for that little number, but it wasn’t all me. My first recruiter sent me that when he submitted me for my first contract position. I modified it a little, but not much.

His thought behind it was that he liked to have his candidates prepared for anything. His biggest fear was that his placements would be unable to answer a question or have something thrown at them that they weren’t ready for. I was nervous to use the suggestions for that specific interview. I figured that the recruiter sent over at least 2 or 3 resumes for interviews and I didn’t want each of us using the same responses. But I have used a couple of the responses since then.

This is a long one........sorry!!



All interviews typically consist of three key parts:

The Opening
The Body
The Close

A key aspect of this preparation is to provide you with an understanding that there is an “interview process” and a “mental road map”. In the course of an interview, you will meet a number of people with varying backgrounds and levels of experience it is crucial that you have a process that you, the candidate, can follow and apply consistently with each person that interviews you— go through the steps consistently and you will do well. Having a clear process will in turn create the “mental road map”, allowing you to anticipate the types of questions and subjects that will arise in each phase of the interview.

THE OPENING

The most important aspect of the opening is to ask each and every interviewer you meet for an overview of the position from their perspective. This will provide you with valuable insight regarding the key points of interest for each interviewer. This information will also open the door for you to discuss the specific areas of benefit you can deliver to that interview. With this in mind, you will want this information early in the interview. So immediately after the introduction, there is typically an icebreaker period where the interviewer will ask about your trip, accommodations, etc., during this part of the conversation simply jump in and ask:

(Interviewer’s Name), before we get started can I ask you for a favor?

The interviewer will respond with “yes” or “If I can”, etc.

Continue with: “Recruiter name, or the name of another interviewer, etc., has given me an overview of this position; however, so I’m 100% on track with you, can you give me a brief overview of the position from your perspective? —I’m interested in understanding what you feel are the key attributes necessary to be successful in this position, etc.

Of course the interviewer will be happy to provide you with an overview of the position. As you will notice, each interviewer will provide you with a slightly different perspective. The reason for this is, each person interprets a situation based on their own perspective—and this is what we want to know—each interviewer’s perspective. Once the interviewer starts telling you about the position, this is the transition from the opening to body of the interview.

THE BODY

The body of the interview is the detail question and answer period. It is a 50/50 venture, it’s your opportunity to ask questions as well as respond to the interviewer’s questions. To help in this regard, (and reduce pressure), prepare written list of questions you want answered. Another item you should prepare is a Value/Benefit Outline, (see below **), which will help with “situational questions”, i.e. Tell me about a situation or problem that you….

Value/Benefit Outline
The function of the Value/Benefit Outline is to provide the client with detailed insight into your capabilities regarding this opportunity. The time commitment to put together Value/Benefit Outline should be no more than one hour. The focus of the Value/Benefit Outline should be those aspects of your background as they relate to the position requirements. A typical Value/Benefit Outline will have approximately five to six examples and will be formatted as follows:

A Value/Benefit Outline is a piece of paper divided into three columns. The first column is titled Skills/Capabilities, the second column is titled Application, and the third column is titled Benefit.

In the first column write a one-sentence description of a skill or capability that you have utilized in your career. The skill or capability should have application to resolving problems in the following areas people, processes, and products. In the second column briefly note how you applied your skill or capability- the action(s) you took to resolve the problem. Column three is the value or benefit. Write a sentence that quantifies the result in terms of dollars saved, time saved, or increased productivity, etc.

Benefit/Value Outline Example:

Skills/ Capabilities Application Benefit
Professional Mgt Experience Reduced team response Saved the
X years managed a team of time by 50% (4-hes to 2-hrs) company
years managed a team of global by removing key response $350K/yr in troubleshooters downtime bottle necks losses

Reduced employee turnover by Reallocated travel burden Saved the
15%/yr and increased moral across the group company
$30K/yr in training cost


An interviewer might ask, “tell me about a situation where you managed a performance problem.”

Drawing from one of your pre-scripted examples, you respond with—A statement of the skill, worksheet column one, and an associated problem you experienced, the action you took, worksheet column two, and the results or benefit from worksheet column three.

Statement: A brief description of a skill or capability.
“I have 6 years experience managing a team of global troubleshooters.”

Value: A statement of the problem and how you applied the skill or capability to resolve a situation or deal with a problem.
“When I took over the group we were experiencing many complaints regarding our response time to downtime problems. With this in mind, I reviewed our response procedures, located and removed several bottlenecks; ultimately streamlining the process.”

Benefit: A statement of quantifiable benefit to the company, (i.e. saved X dollars, saved X time, or reduced cost by X % or X$, etc.).
“As a result we improved our response time by 50% which benefited the company by saving $350,000 annually.”

In the body of the interview there are two key areas you should be prepared to discuss:

Your background and career history. Anytime you discuss your current or a former employer start with a positive comment about the company or people, and then state the reason for leaving. The reason(s) for moving should focus on career enhancement rather than escaping a bad situation, (you are motivated by, career growth, opportunity, challenge).

We suggest that you avoid discussions of compensation and benefits; however be ready to discuss them if asked by an interviewer. The two most typical questions are:

1) What is your current compensation?

2) What are your expectations/needs if we make you an offer?

For question one, we suggest you provide a detailed overview of your current or most recent compensation package breaking it down into the component parts-- $base, $bonus, etc., include anything that would be included as compensation on your W-2 at yearend. Also be inclusive, if you are going to receive an increase, mention that you are going to receive an increase of approximately X%.

For question two, we suggest that you avoid dollar amounts, focus the response on the “best offer”. An example would be, “Mr. Interviewer, if you are asking me for an exact dollar figure I will be hard pressed to provide you with a meaningful number—my focus has been on understanding your culture and the role, I really need to put a pencil to paper—get a better idea of the cost of living, etc. --- so I guess the best I can say is I would ask you for your best offer.


THE CLOSE

The interviewer will handle the close of the interview. The transition from the body of the interview is signaled by the verbally when the interviewer uses the phrase “unless you have any further questions…” You are now in the close of the interview. We recommend going through a four-point close.

Point 1
Ask the interviewer- “Have I answered all of your questions?”
This question determines that the interviewer has covered all the important subjects.

Point 2
Ask the interview – “Now that you have met with me do you feel I can make a contribution?”

The purpose of this question is to determine where the interviewer is in terms of their decision is making process. First, it should be noted that you will not receive a “no” response. Candidates are not brought in, at great expense, for on-site interviews if the client was not sure of a candidate’s ability to contribute to the organization.

Actually what we want to listen for is the type of “yes” response we receive. There are two primary forms of “yes” response. The first is what we call an “absolute yes”.

An example of an “absolute yes” response would be:

“Yes, (candidate’s name), based on your background in area of expertise, you could really help us out on our XYZ project.”

The power in this statement stems from the fact that, not only does the interviewer understand your capabilities; they go further and discuss where those capabilities can be applied to resolve their problems.

If you receive anything other than an “absolute yes”, it does not infer anything negative. It could be that the interviewer has not made a final decision or possibly there are outstanding questions that need to be addressed, etc. With this in mind, we suggest if you receive anything other than an “absolute yes”, reopen the interview with probing type questions, for example:

“Is there anything we may have missed in our discussion?” Or “Is there anything you would like me to discuss in greater depth?”

After asking probing questions and you satisfied that there are no outstanding concerns or issues, move on to point 3.

INTERVIEWING TIPE

PREPARATION FOR ON SITE INTERVIEWS

Point 3
This is your last opportunity to tell the interviewer where you feel that you could make a contribution.

Example: “By the way Mr. Interviewer, in the course of your discussion you mentioned that strong experience in XYZ would be of value. With this in mind, I want to let you know this is one of my areas of strength. For example…”, then use an example from your Problem-Action-Results worksheet.

Point 4
Final closure of the interview; as you end your interview, thank the interviewer for their time and the insights and state one final positive comment about the some aspect of the company that you learned in the course of your interview, (the strong team orientation, the forward thinking and progressive atmosphere, etc.).

After Point 4 you are done. As a final note, treat this interview preparation as an outline of a process, a process that you use to insure that your interview goes well, be consistent, in the opening of each interview, ask each and every interviewer for their perspective. As a matter of fact, if you forget everything else, the most important thing to remember is to ask each interviewer for their perspective.

Notes
















INTERVIEWING TIPS

PREPARATION FOR ON SITE INTERVIEWS

EMPLOYER HOT BUTTONS:

All too often the job seeker is focused on what he or she is looking for in a job (i.e. income, benefits, location, function, responsibilities, title, stature, drive time, industry, and corporate culture). On the other hand, hiring executives have an entirely different set of standards for what they are seeking in candidates. If you, as a job seeker, fail to recognize the difference, you will be history in terms of being the candidate of choice.

Let’s explore the minds of decision makers and find their hot buttons. When you focus your search on these factors through your resume or resume portfolio, and through your interviews, you are more likely to become the standard by which all other candidates will be measured.

1 - Ability to do the Job
Sounds simple enough, but you would be amazed how many people apply for jobs for which they are not qualified. Before the decision makers dig deep into a candidate’s background, or invite him or her in for an interview, they must first confirm these very basic criteria. Establish your ability through your resume or resume portfolio by placing your emphasis on accomplishments, results performance and insights into emerging trends, opportunities and challenges.

2 - Initiative
Unless you are entry level, most decision makers are looking for someone who can "hit the ground running." They do not want a long learning curve that requires costly training and where the new hire cannot produce quick results. Today’s decision makers have very little patience. Demonstrate how you quickly identified a problem or need project, initiated an action plan, and produced bottom-line results.

3 - Job Growth
Decision makers look for people who go beyond their defined "job description." Show that you are adaptive and willing to take on additional responsibility and that you will go the extra mile to achieve success. You do not want to be perceived as someone who is stuck in the comfort zone and always content with the status quo.

INTERVIEWING TIPS

PREPARATION FOR ON SITE INTERVIEWS

4 - Self-Confidence
Decision makers want to know that they can totally put their trust in you to perform the job and produce the desired results. They develop this trust by seeing your confidence. Confidence can be displayed in numerous ways. Here are just a few of the things that decision makers look for:

A) Speak with authority. Use phrases like "I can," "I will," and "I know."
Avoid phases like "I think," "In my opinion," and "I feel that."

B) Demonstrate a commanding presence by your appearance, posture, eye contact, and body language.

C) Show your track record of ongoing success. Decision makers will not have confidence in you if they can only see a few accomplishments scattered over several years.

5 - Leadership
Leadership is not reserved for senior executives or managers. For example, a janitor can show leadership by finding a better way to do his/her job, by setting a great example for his/her peers, or by finding ways to cut costs through more effective cleaning equipment or a new supplier for less expensive cleaning materials. Leadership is a rare commodity. Show decision makers that you have the courage to take a leadership role, regardless of your level or function.

6 - Compatibility
Much to the regret of some people, decision makers look for a certain amount of conformity. This does not mean you must be the quintessential "Dilbert." Rather, organizations seek people whose personality style and behavior match the requirements of the job and the corporate culture. For example, we all know about the employee who is never happy with anything, is a continual whiner, and always finds fault with everyone else. During your interviews, avoid criticizing your former employer or placing blame on others for why things did not get done. Always demonstrate your positive mental attitude *PMA*.

7 - Attitude
OK, we wrapped up number six by mentioning your PMA. Let’s build on that. If you want to be the standard by which all others are measured; then walk in the door with a high energy level, tons of enthusiasm, a zest for living, and the determination to be the very best at whatever you do. Enthusiasm is infectious. Others feed on it. It is motivating and drives others to higher levels of productivity and success. Show your enthusiasm every chance you get and you dramatically increase your chances of being hired.

INTERVIEWING TIPS

PREPARATION FOR ON SITE INTERVIEWS

8 - Social Skills/Interests/Involvement
In today’s business world, it seems that professional courtesy and conduct are from another era. You can never say please and thank you enough. Give credit and praise to others. During your interview talk about the team’s performance and the contribution that everyone else brought to your projects or your job. Show your interest in what others were working on and how you were willing to help. Show your involvement in organization activities-both social and professional.

9 - Integrity
Over the past few years we have witnessed the tragic abuse of authority and total lack of integrity by many of our nation’s top senior level executives. Many have gone to jail and others will probably soon follow. Needless to say, this is a powerful message to everyone. Demonstrate your uncompromising integrity, professional ethics and personal morals. If a decision maker wants you to "wink" at laws or professional conduct, you don’t want to work for that company.

10 - Communication Skills
We cannot ever communicate too much. I admit that companies often have too many meetings, but I do not equate those meetings to communication. A good communicator possesses outstanding written and oral skills and knows how to use them effectively. Demonstrate to the decision maker how you continually use communication skills to achieve your goals. There is a lot of information here to absorb and it is difficult to hit all of these hot buttons through your resume and interviews. But by being aware of these hot buttons you can consciously try to touch on as many as possible. Instead of focusing on what you want, focus on what the employer wants and you will land that next job.

I think one of the best interview questions I have encountered is: As a Planner, what kind of help could they expect from you to successfully complete the project?

Then you could be sure that they are looking for a Planner and not a Report Writer.

Hi Guys,

My worst interview was when I was already working for the company. We all had to re-apply for own jobs. Needless to say, I prepared in the usual format. I was being interviewed by a panel of Directors, and was expecting pretty high-level questions about critical-path, budgetary control etc. However, owing to the nature of some of the questions, I was becoming concerned that these people didn’t actually know what a project was. The ultimate question was "....errr,errr, what do you call that thing....errr... errr...well...errrr...that looks like a spidery thing, errr...errr...almost like a...errr...tree...errrr....with lots of names on it...?? I looked him with a contorted face, thinking: "What the bl**din ’eck was he gibberin’-on about?" I think I gave-up at that point. I just couldn’t figure-out what these guys were actually trying to do. It certainly wasn’t an interview about planning, project control or project management. Needless to say, my contract wasn’t renewed! On the bright side; it enabled me to get my most highly-paid job ever, and a mere 8 miles from home. Loadsa money!!! :-)

James.

Hi mike,

Are you a planning Engineer interveiwing a planner!!
Primavera Project Planner(P3) is just a tool used for scheduling and planning, One has to be good in Project management and planning to effectively use these tools. I mean planning is not just using primavera, it is lot more than that. It starts from developing a strategy, how to execute a project..

Cheers,

Anees

give him a mini-schedule, let him to calculate ES,EF,LS,LF,TF,FF and find out the critical path

let him do something on the computer using P3/MSP

1. Thay may ask about critical Path and how to control the Project through Critical path.
2. Before start input in to P3 what are things/Document you may refer in the Project.
3. Thay may ask about "How to update the Schedule?"

Hi, George

They will ask about your projects you have done. How do start working on P3? How many shcedule with number of activities you worked?

Calendar
WBS or Activity code structure.