This document provides tips for conducting interviews. It discusses planning the interview by clearly articulating the purpose and determining the interview format. Some common formats are informal interviews, general interview guides, standardized open-ended interviews, and closed fixed-response interviews. The document also discusses developing good interview questions, choosing an interview location, recruiting interviewees, conducting the interview, and following up after the interview.

1. TIPS FOR INTERVIEW
HOW TO CONDUCT AN INTERVIEW
Interviews are a means to gather in-depth information around a topic. They are
particularly useful for obtaining multiple points of view, interpretations of events,
and the story behind participants’ experiences. The questions you ask shape the
depth and breadth of the responses. The responses given become the basis for
detailed descriptions of a situation, event, system, or process.
Planning for the Interview
The planning you do prior to interviewing strongly influences how useful the
interviews will be in answering your inquiry questions. The items listed below
address the purpose and format of the interview, as well as logistical issues.
1. Clearly articulate the purposeof the interview and what inquiry issue/question is
to be addressed from the information gathered.
2. Determine the interview format. Interviews can range from informal interviews
to very structured interviews
.

2. • Informal, conversationalinterview – This form of interview often
occurs within the context of the event under discussion. The interviewer and
interviewee are responding to the context so no predetermined questions are
asked. The intent is to remain as open and adaptable as possible to the
interviewee’s priorities. During the interview, the interviewer “goes with the
flow.”
• General interview guideapproach – Using an interview guide ensures
that the same general areas of information are collected from each interviewee
but the same questions might not be asked of each interviewee. This approach
is more focused than the conversational approach, but still allows a degree of
freedom and adaptability in getting information from the interviewee.
• Standardized, open-endedinterview – The same open-ended questions
are asked of all interviewees. Respondents are free to choosehow to answer
the questions, (i.e. they don’tselect “yes” or “no”or provide a numeric rating,
etc.). This approachfacilitates faster interviews that can be more easily
analyzed and compared than the less structured interview approaches.
• Closed, fixed-response interview – All interviewees are asked the same
questions and asked to chooseanswers from among the same set of
alternatives. This format does not allow for the depth of information being
sought in qualitative interviews. Consider whether responses to these types of
questions can be obtained more easily in a questionnaire.
3. Develop the interview questions. The types of questions you ask are related to
thepurpose of your inquiry. Depending upon your purposeyou might ask questions
related to what the interviewee has done or is doing in a situation, what he/she
knows, thinks, and/or feels about a topic, and what he/she has observed and heard.
Include background questions such as age, gender, education, length of time
teaching, etc. as appropriate to your inquiry. Develop questions that are:
• Open-ended. Open-ended questions allow interviewees to choosehow to
respond and to use their own terms to describe situations.
• Neutral. Use neutral terms and avoid wording that might influence
responses (e.g., evocative or judgmental wording).
• Clear. Word your question clearly and succinctly. Be clear on terms that are
particular to a program or situation.

3. • Individual. Do not combine multiple issues into one question. Develop a
question to address each issue.
Order your questions in a way that engages the interviewee quickly. Begin with
some fact-based questions before including questions about matters that might be
controversial. Do not include a long list of fact-based questions. Include questions
about the present before asking about the pastor future, as it usually it is easier for
people to respond to questions about the present. Include a final question that
allows respondents to provide any other information they prefer to add and their
impressions of the interview.
Ask others, possibly other CLIP members, to review the questions to ensure that
the questions are clear and will obtain the information needed to answer the inquiry
question.
4. Choosean interview location that is convenient and comfortable for the
interviewees and that has few distractions.
5. Acquire and test out your audio recording equipment, including extra batteries
and tapes. If recording is not possible, consider having another personwith you to
take detailed notes.
Recruiting Interviewees
Send a written invitation by letter or email with an RSVP. Personalize the
invitations and explain the purposeof the interview and why you want his/her
opinions. Specify the place, date and time, including the length of the interview.
Attempt to limit the interview to no more than one hour.Make follow-up phone
calls to confirm the time and location and inquire about special needs (e.g.,
handicap access)Consider sending a reminder email the day before the interview.
Conducting the Interview
1. Ensure that the interviewee is comfortable.
2. Explain the purposeof the interview.
3. Explain that participation in the interview is voluntary and that the interviewee’s
privacy will be protected.
4. Explain the format of the interview and how long you expect it to take.
5. Ask if the interviewee has any questions before beginning the interview.
6. Ask for permission to record the interview. Periodically verify that the tape
recorder is working.
7. Begin asking your interview questions, one question at a time. Although you are

4. following a list of interview questions, you should probeand inquire further when
responses are not clear or sufficiently complete. Indicate that you want detailed
responses. You might ask, “Can you walk me through it?” or “What happened
next?” “Could you give me an example?” or simply, “Please tell me more.” If the
interviewee reacts non-verbally to some question, ask about this so that you are
clear on what he/she is attempting to communicate.
8. Encourage responses with occasional nods of the head, “uh-huh’s, etc. but
remain as neutral as possible. Don’t show strong emotional reactions to their
responses.
9. Be careful when you are taking notes. If you jump to take a note, it may appear
as if you’re surprised or very pleased about an answer, which may influence
answers to
future questions.
10. Provide transition between major topics, for example, “we’ve been talking
about (some topic) and now I’d like to move on to (another topic).”
11. Redirect the interviewee if he/she begins to stray to another topic, provides too
lengthy a response, or begins asking you questions.
12. At the conclusion of the interview, thank the interviewee and tell them how
they can get in touch with you later if they want to.
Following the Interview
1. Verify that the tape recorder worked throughout the interview,
2. Write down any observations about the interviewee or interview. For example,
where did the interview occurand when, was the respondent particularly animated
at any time? Were there any surprises during the interview? Did the tape recorder
break?
3. Clarify your written notes to make sense of any illegible notes and fill out any
comments that are not clear.
4. Arrange to have your interview tape transcribed.
After the Interview
1. Be honest with yourself about your interview performance when
measuring the candidate's own performance:-
Interviewing is an art. Asking the right questions in the right way, maintaining the
right demeanor, and being able to weed out fact from fiction are all important skills
that you need to hone as you continue to interview. Did you have them during the

5. interview? If not, could the candidate benefit from another opportunity to exhibit
his or her skills in a different setting?
2. Develop a rating system with which to judge the candidates:-
This will help you do several things. For one, it will help you differentiate
candidates who performed well during the interview from candidates whom you
merely like. Second, it will keep you from hiring someone who is not qualified
for the job but who's still the best candidate from a particular round of hiring.
 The rating system will obviously depend on the job position and whether the
previous hiring manager has developed a similar rating system or not. You
might take the following as an example of which factors to base the system
on:
 Proficiency in a certain amount of computer languages
 Years managing other people or total number of people managed
 Number of marketing campaigns launched
3. Evaluate your applicants based on the criteria first, and against one
another second:-
Why? Certain candidates may be very strong compared to others but still not
meet the criteria established by the needs of the job. If you are desperate to hire
a good candidate, measuring them against one another is acceptable. If,
however, you want to hire the right candidate, it's best to wait until your criteria
are met by a candidate.
 Upon completion of the interviewing process, two candidates may stand out
who meet all the job requirements. You might consider inviting both
candidates back for a second interview and tell the applicants you are
considering them for the position along with one other applicant. Ask each
applicant "Why should I hire you?"

6.  If you do this, you may decide to offer the job to the applicant who best
answers the question, has the best qualifications, and appears to be a good fit
with your team.
4. Negotiate salary, benefits and a start date:-
You have two goals in negotiating a salary for your would-be hire: you want to
get good value out of the new hire (ensuring that your company remains
profitable) while also making the new hire feel that s/he is happy and being
compensated justly for their time and expertise.
5. Give the applicant you want to hire time to think about your offer:-
A week is usually the upper limit, as most hiring managers want a decision
within a couple days. If the candidate is especially promising, you might want
to offer him or her any perks, bonuses, or options you or your company can
reasonably afford during this waiting period.
HOW TO GIVE AN INTERVIEW
A job interview is one of the most drawn-out and intimidating ways of making first
impression. However, it’s also your opportunity to get on an employer’s good side,
which can give you a distinct edge over even those applicants whose credentials
are better than yours.
Types of Job Interviews
Types of JobInterviews
You may experience many different types of job interviews. By understanding the
process and being prepared, you can successfully navigate any interview situation.
Justremember to be professional throughout the entire process and you’ll be
successful!
BehavioralInterview
A behavioral interview is designed to provide the employer with an in-depth look
at your abilities. Sometimes you can fudge your way through an interview, but this
is more difficult to do in a behavioral interview situation. Here, employers are

7. asking for specific examples of how you did things, or handled certain situations.
The thought process behind these questions is that pastperformance is a good
predictor of future actions.
The Case Interview
The case interview is employed primarily by management-consulting firms, as well
as investment-banking companies, and is increasingly being used by other types of
corporations as at least part of the job-interviewing process. During this type of
interview, “you are introduced to a business dilemma facing a particular company.
You are asked to analyze the situation, identify key business issues, and discuss
how you would address the problems involved” (MIT’s Careers Handbook).
Case interviews are designed to scrutinize the skills that are especially important in
management consulting and related fields: quantitative skills, analytical skills,
problem solving skills, creativity, flexibility, the ability to think quickly under
pressure, listening skills, business acumen, keen insight, interpersonal skills, the
ability to synthesize findings, professional demeanor, and powers of persuasion.
Committee Interview
In a committee interview you will face several members of the organization who
will be actively involved in the hiring decision. When answering questions from
several people, speak directly to the person asking the question; it is not always
necessary to answer to the entire group. In some committee interviews, you may be
asked to demonstrate your problem-solving skills, such as in the case interview
(see above). The committee might outline a situation and ask you to formulate a
plan that deals with the problem. You need not develop the ultimate solution, the
interviewers are simply evaluating how you apply your knowledge and skills to a
real-life situation.
Group Interview
The group interview is usually designed to illustrate the leadership potential of
prospective managers and employees who will be dealing with the public. Final
candidates are gathered together in an informal, discussion-type interview. A
subject is introduced and the interviewer will start a discussion. The goal of the
group interview is to see how you interact with others and how you use your
knowledge and reasoning skills to win over others. If you perform well in the
group interview, it is usually followed later by a more extensive interview.
Lunch Interview
The same guidelines apply in lunch interviews as those for typical site interviews.
This type of interview may appear to be more casual, but remember it is a business

8. lunch and you are being evaluated carefully. Use this type of interview to develop
common ground with the interviewer. Follow the interviewer's lead in both
selection of food and in etiquette. Do not order alcoholic drinks or smoke, even if
offered by the interviewer.
One-to-One Interview
In a one-to-one interview session, one interviewer is speaking with one candidate.
This is the most common type of interview. It has already been established that you
have the skills and education necessary for the position. The interviewer wants to
see if you will fit in with the company and how your skills will complement the
rest of the department or unit. Your goal in a one-to-one interview to is to establish
rapport with the interviewer and show how your qualifications will benefit the
company.
Phone Interview
The phone interview is a screening device meant to eliminate candidates and
narrow the poolof applicants for personal interviews. It is useful to have notes
nearby. You will sound more prepared if you don'thave to search for information.
Make sure you also have paper and a pen so that you can take notes and write
down any questions you
might have. Be prepared to think on your feet. Pauses to think seem longer when
the interviewer is not physically in your presence. Since you cannot use body
language, it is important to use vocal inflections as a substitute.
SecondInterview - Site Visit
In a second interview, you will be invited to visit the actual location of the
organization.One purposeof this interview is to provide you with an opportunity to
meet other staff members. A second reason is to allow more people to interview
you in greater depth to determine if you are a good match. The visit may take part
of a day, an entire day, or perhaps even longer. When an organization offers to pay
your expenses to travel to the interview, be prudent in submitting costs. Your
choice of moderate rather than luxurious accommodations, food, and transportation
will reflect your good judgment.
Structured Interview
In a structured interview, all candidates are asked the same questions for the
interviewer's ease in evaluating applicants. If there is important information that
you have not conveyed by the end of the interview, present your additional
qualifications when asked if you have any questions or anything to add. Usually
the interviewer will make written notes of your answers.

9. Video Conferencing
Video conferencing is often used as a more personalized version of the telephone
interview. Recruiters conductlive, face-to-face interviews with applicants via
personal computers equipped with cameras and speakers. You would use the same
strategies as if you were meeting in person. Clothing, bodylanguage, and dialogue
typically should not differ. Your goal is still an invitation to meet personally for a
second interview at the organization's location.
you don’tdo it, no one else will)
BEFORE THE INTERVIEW
1. Researchthe Company and the Position
The more you know about the organization and the job for which you are applying,
the more prepared you will appear (and feel) during the interview. The recruiter
will beimpressed by your interest and motivation. You will be able to confidently
explain how you can contribute to the organization. Find out as much key
information as you can about the organization, its products, services, and
customers. If possible, talk to current employees of the company.
You can locate information by checking the company’s website.
Things to research can include the following (depending on your focus):
 General information about the organization, such as the location of the
corporateoffice, number of plants/stores and their locations, and the names
of the parent company and any subsidiaries.
 Company mission, environment and philosophy.
 Organizational structure, type of supervision, type of training programs.
 Philosophy, goals, mission statement, and image.
 Financial details; including sales volume, stockprice, percent of annual
growth in earnings per share, and recent profits.
 The competition in the industry and the organization's place in this industry.
 The products or services marketed by the organization, including recent
media coverage.
 Career paths in your field.
 Recent news items regarding the company or industry.
 The interviewer's name and title.
2. Prepare for the Actual Interview
 Know the position for which you are interviewing. Obtain a job description
if possible.

10.  Ask for the interview schedule in advance, as well as the names and
positions of those interviewing you.
 Consider your strengths and examples that will supportyour statements.
 Answers should be between 30 seconds and a minute and a half.
 Prepare a list of questions you want to ask the interviewer, but make sure
they cannot be answered on the website.
 Rehearse your interview with a friend, or participate in a mock interview
with Career Services.
 Prepare your materials before you leave for your interview. Bring several
copies of your résumé, a list of your references, and your portfolio (if you
have one prepared). Make sure all materials are up-to-date.
 Know the location of the interview. Drive to the interview site in advance of
the actual interview to determine how long it will take to travel there and the
best route. Remember, take traffic delays and parking into consideration.
 Find out if you will need parking money and make sure to bring it with you!
3. PreparationExercises
1. Describe five ideas, accomplishments, strengths, skills, or personal qualities you
think would best sell you to an employer.
2. Describe what you know about the organization and the position. Why are you
interested?
3. Describe your educational background. How is it relevant to your desired job?
4. What is your employment background? How is your experience relevant?
5. What skills and abilities have you used in previous positions that are relevant?
6. What are your career goals? How do they relate to this organization?
7. What are your personal skills and abilities? How do they relate to this job?
Describe some specific examples of how you have used them.
8. What are your weaknesses? What steps are you taking to improve them?
9. What additional information do you want the recruiter to know about you?
10. What questions do you want to ask the recruiter?
11. Practice shaking hands.
4. Relax
-prepare. Allow yourself some time to relax.
choseto interview with this organization; let them know why you made that
decision.

11. 5. Dress forthe Job
.
efore entering the interview.
feel comfortable and confident.
DURING THE INTERVIEW
• Make sure you arrive at least five minutes early. This allows you to familiarize
yourself with the company environment. How are people treating each other? Are
they chained to their desks?Do they appear to enjoy what they are doing?
• Greet the interviewer by his or her prefix and last name (ex: “Hello, Mr. Smith”).
• Offer a firm handshake and a warm smile.
• Be confident, alert, and enthusiastic. Show self-confidence. Make eye contact
with the interviewer and answer questions in a clear voice.
• Work to establish a rapportwith the interviewer. Listen closely for cues on how
you should act. Is he/she being formal or informal? How loudly is he/she
speaking? What sort of information is he/she trying to solicit: general,
professional, or personal? Try to speak with the same rhythm and tone of voice.
• Be specific, concrete, and detailed in your answers. The more accurate
information you provide, the better the employer is able to get to know you.
• Remember to listen. Communication is a two-way street. If you are talking too
much, you may miss cues concerning what the employer feels is important.
• Take time to reflect before answering a difficult question. If you are unsure how
to answer a question, you might reply with another question. For example, if the
recruiter asks what your salary expectations are, you might answer by saying,
"What are you planning to pay your bestcandidate?"
• Answer questions as truthfully and as frankly as you can. The interviewer may
steer the interview into difficult questions. Answer honestly, trying not to say
more than necessary.

12. • Avoid criticizing past employers- even when you feel that the criticism is
deserved.
• Do not lead with salary or benefit questions. If your main motivation is money it
will turn off most interviewers. Convince them you can do the job and want the
job before discussing money and benefits.
• Show that you want the job. Display initiative by discussing how your skills can
benefit the organization. Give details related to how you helped pastemployers.
• You may want to ask about specific details about the position, such as functions,
responsibilities, who you would work with, and who you would report to.
• If going to lunch with an employer, decline alcoholic beverages even if the
recruiter orders a cocktail with his or her meal. If you are a smoker, don’tsmoke,
even if the recruiter does.
• Ask questions about the interviewer and the company. You should be
interviewing them as much as you are being interviewed. Is this the position you
want? Is this an environment in which you want to work? Do your values and
goals match?
• Avoid negative body language. The interviewer wants to see how you react
under pressure. Try to avoid these signs of nervousness and tension:
1. Frequently touching your mouth
2. Faking a cough to think about the answer to a question
3. Gnawing on your lip
4. Tight or forced smiles
5. Swinging your foot or leg
6. Folding or crossing your arms
7. Slouching
8. Avoiding eye contact
9. Picking at invisible bits of lint
Nervous laughter
At the conclusion of your interview, ask when a hiring decision will be made, and
thank the interviewer for his or her time, restating your interest in the position.
If you are positive that you are not interested in the position, say so, but remain
professional by thanking the interviewer for his or her time. If you are not sure,
take some time to think about it before you tell the employer.
AFTER THE INTERVIEW
• Take notes on what you feel you could improve for your next interview.
• Write or type a thank-you letter to the interviewer(s) indicating your interest in
the position and thanking him/her for his/her time. This should be mailed within 24
hours of your interview. Send a thank you letter even if you aren’t interested. This

13. professionalism will set you apart from most other job seekers.
Interview Tips and Strategies
Strategies
a) Establish natural, relaxed, personal rapportat the start of the
interview.(“Chemistry” is the key to success)
b) Maintain good eye contact and positive bodylanguage (smile, lean slightly
forward, look interested).
c) Find out as much as possible from the interviewer. Establish what he/she is
looking for, then integrate this information into your responses.
d) Know as much as possiblein advance about the position and the
organization.Research the organization in the library, online, or through
contacts.
e) Have a clear idea of the key points you want to make which will convey
potential benefit to the employer - and then make them.
f) Anticipate possible negatives and address them early in the interview.
g) Deal directly with problems and attempt to turn them into possible
advantages.
h) If appropriate, bring examples of your work to demonstrate your
accomplishments and talents related to the job.
i) Discuss possible problems that might face the organization and suggest
ways in which you might contribute to the solution.
j) Be prepared to answer tough questions such as why you left your last job.
Somepossibleanswers to that question might be:
 Desire to have more responsibility
 Limited opportunity
 Changes in management/corporate restructuring/downsizing
 Never apologize, speak poorly of former employers, or bring up negative
points that can be used against you.
 Watch for nonverbal cues (finger tapping, eyes wandering) to check how
you are viewed. To recoup, change the subject or ask a question.
 At the closing, make sure that you ask when a decision will be made so that
you are not stuck sitting at home waiting for the phone to ring.
 Immediately after the interview, write a “thank you” letter to everyone with
whomyou interviewed.

14. References
 InSites Tipsfor Conducting Interviews CP.07.dld.M4110.AtC.8-14.doc/pdf
 How to Conductan Interview Edited by Tamanna, Zannubasaf, Colecrane
 SuccessfulInterviewing Strategies Career ServicesCenterfor
Experiential Learning Keuka College pdf file