How to Prepare for an Interview
Preparing for the Interview
Pre-Interview Preparation
1.1 Prepare a list of approximately 15 to 20 open-ended
questions:five each about the Company, the Department or
Project, the Interviewer and the Position. Questions that
begin with "Tell me about..." work the best. The benefits of
having questions prepared are:
- The answers provide you with valuable information for
evaluating any potential offer.
- They are an excellent way of showing enthusiasm and
interest in the company and position.
- They create a favorable impression of you by showing that
you are organized and are serious about the interview.
Make certain that you write these questions out and that you
take the list with you. By writing them out, you ensure
that:
- You formulate better questions.
- You organize them in a more logical and effective
sequence.
- You don't forget the questions, because you take the list
with you to the interview and use them during the
interview.
An effective way to use these questions in the interview is
to memorize the first one or two questions to get the
interviewer talking. After the interview is underway, ask
the person, "Do you mind if I take some notes?" Almost no
one will object. After all, interviewers themselves take
notes, usually on your resume. Then, take out your notepad,
have your questions on one side and take your notes on the
other. Examples of good open ended questions include:
1.1.1 Company
- What are its products and services?
- What has been its history (especially if it is a
relatively new company)?
- Where does it fit into the marketplace?
- Who are its top competitors?
- What are the company's advantages relative to the
competition?
- What are the challenges posed by the competition?
- What are the company's corporate goals?
- How does it plan to meet these goals?
- What sets the company apart as a place of employment?
i.e., what makes it a good place to work?
1.1.2 Department or Project
- What is its primary mission or objective?
- Where does it fit into the overall scheme of the company?
- How is it organized?
- Staff size.
- Reporting structure.
- Subdivision of responsibilities.
- What is the technical environment?
- Hardware and operating system platforms.
- Programming languages.
- Other tools - e.g., database, GUI toolkits,
methodologies, CASE.
- What are the group's short term (6-12 month) objectives?
- How well are these objectives being met? Why?
- What is being done to insure that the objectives are met?
- What are the key challenges that are facing the group at
this time?
- What is planned after the short term goals are achieved?
1.1.3 Interviewer
- How long have you been with the company?
- If he or she has been there six months or longer, what
have you liked about working here?
- If new to the company, what attracted you to the company?
- What have you found positive since you have been here?
- What kind of people succeed here or what qualities do
successful people in the company/department have in
common?
- What does a new person have to be most aware of and what
can they do to ensure that they get off to a good start
with the company?
- What do you look for in the people that are hired to work
for you?
- What do you do to help a person get off to a successful
start?
- What sort of feedback and review mechanism do you use to
keep a person on the right track?
- Do you perceive that you have a management style? If so,
what is it?
- What do you see as the major challenges in your position?
- What can your subordinates do to make your job easier?
1.1.4 Position
- If I were hired, what is the most immediate thing that I
could do to help the group meet its objectives?
- What do you expect me to accomplish in the first six
months?
- What would be a list of possible assignments after that?
- If I performed satisfactorily, what sort of long term
advancement or recognition could I expect?
- What are the key skills that one would have to possess in
order to be successful in this position?
- What do you feel makes this an attractive position?
- What would be the most important thing that a person
needs to be aware of in order to adjust successfully to
this environment or position?
1.1.5 If the position involves developing a new computer or
software product that is sold on the market, the
following make good additional or alternate questions:
- What needs and markets is the product intended to
address?
- How well does it do so?
- Who are the chief competitors?
- What are the company's advantages against these
competitors?
- What are the challenges it faces from the competition?
- How is it meeting these challenges?
- Where is the product in the current release cycle?
- What needs to be done to meet the next release date?
- What does the company expect of its employees in order to
meet release dates?
- What new technologies is the company moving into in order
to stay competitive in the market?
1.2 Make a list of 15 to 20 reasons why you feel that you would
be a good employee. Organize these in the areas of
Technical Experience, Job Skills and Personal Qualities.
For example:
1.2.1 Technical Experience
- Operating systems
- Programming languages
- Databases
- User Interface Builders
- CASE Tools
- Applications or Products
1.2.2 Job Skills
- Design
- Programming
- Debugging
- Documentation
- Testing and Integration
- Presentations
- Customer Interface
- Project Management
- Training
1.2.3 Personal Qualities
- Hardworking
- Self-starter
- Fast learner
- Able to handle complex problems
- Trustworthy
- Team player
- Reliable
After making the list, think of at least one (preferably two
or three) concrete examples of your past accomplishments
which illustrate each of the above qualities. It is not
necessary to think of a separate example for each quality.
One particular project may have drawn on most of your
strengths and can illustrate them well. However, make sure
you have at least five different accomplishments for all of
the above points combined.
1.3 In response to the question "Tell me something about
yourself," be prepared to respond with a three to five
minute verbal resume with particular emphasis upon your
accomplishments and skills rather than just your
responsibilities.
1.4 Prepare answers to likely objections - e.g., reasons for
leaving previous companies or a short job stay.
2.0 Immediately Preceding the Interview
The following guidelines should be followed as you prepare
to leave for the interview:
- Dress in a conservative, professional manner.
- Be at least ten minutes early for the interview.
- Review your objective for going on the job interview
(i.e., the sole purpose is to get the job offer!). The
evaluation of the opportunity should always come after
the interview.
3.0 The Opening
Since the most important impressions are formed within the
first few minutes of an interview, it is mandatory that your
first impression be a good one. The following guidelines
are essential to achieving this most important first
impression:
- Extend a firm, friendly handshake.
- Smile.
- Maintain good eye contact.
4.0 The Interview
In the allotted time that follows, both employer and
candidate will be given the opportunity to ask the questions
necessary to gain enough information to decide whether or
not this is a good match for both. In essence, these
questions are intended to provide an important exchange of
information for each party. The way in which these
questions are answered, however, may go a long way towards
determining you desirability as a prospective employee.
Again, the following guidelines are essential to providing
the most favorable impression:
4.1 Answering the Employer's Questions
4.1.1 Yes/No Questions
If at all possible, a question should always be answered
with a'yes' answer (i.e., a positive response). This is
particularly important when the question concerns your
personal attitudes (e.g., "Would you work overtime?" or
"Would you do maintenance or porting?").
Remember, you evaluate and make a decision after the
interview, not during. If a question must be answered with
a 'no' answer (e.g., you're asked about technical skills you
don't have), it is important to respond in one of two ways:
a) "No, I'm not strong in that area, but I do have
experience in . . ." or "I know that wouldn't take me
very long to learn, since I already have experience in
this (other) area..." In other words, you minimize
the negative and accentuate the positive.
b) You ask, "Is that skill important to the position?"
and then listen to the response. Many times, the
employer will say, "No, it's not required. I was just
interested in whether or not you had it." In other
words, don't assume that just because you don't have a
particular skill or technical knowledge, you won't get
the job.
4.1.2 Open-Ended Questions
These are largely attitudinal questions (e.g., "What is your
attitude towards overtime?") and should always be answered
in a positive, flexible manner.
4.2 Asking the Employer Questions
It is during this time that the candidate can ask and gain
valuable information that she or he needs to eventually
evaluate the opportunity, and at the same time, demonstrate
enthusiasm to the employer. This is done primarily through
the use of asking the open-ended questions you prepared
prior to the interview.
4.3 General Tips
- Be on time.
- Turn off your cell phone and pager.
- Dress for success.
- Don't wear perfume, aftershave, or other scents.
- Greet your interviewer with a firm handshake.
- Sit up straight and maintain reasonable amounts of eye contact.
- Pay attention and look interested.
- Don't fidget.
- Control nervous mannerisms.
- Smile and look friendly.
- Give honest answers. Interviewers are trained to look for body
signals that indicate when someone is lying.
- Speak clearly. Don't mumble or rush your sentences.
- Don't volunteer negative information about yourself.
- Be polite.
- Be confident and positive, not arrogant and over-eager.
- Don't interrupt.
- Relax. Don't let any silence shake you.
- Be genuine.
- Keep to the point when asking and answering questions.
- Keep your answers as concise as possible.
- Thank your interviewer for their time.
- Send a thank-you note or email.
5.0 The Salary Question
It is essential that the question, "How much money do you
want?" be tactfully deflected back to the interviewer, since
it is virtually impossible to accurately guess the specific
number the interviewer may have in mind. If you set the
number, you run the risk of either not being offered the job
at all (by saying a figure greater than they were prepared
to go) or shortchanging yourself (by setting the number
below their budgeted salary amount).
Therefore, it is imperative that "the ball" be thrown back
into the employer's "court". The following statement is
designed to accomplish just that:
"Mr./Ms. Interviewer, rather than give you a specific
amount, I would like to leave you with the thought that I am
both qualified and interested in the position we've been
discussing. If you feel the same about me, I would like to
rely on your honesty and integrity to make me the best offer
that you can which is both fair within your internal salary
structure and competitive in the marketplace."
Usually, such a response is satisfactory. However, some
interviewers will demand more. If you are asked for your
current compensation, answer truthfully, stating your base
salary and any guaranteed cash incentives, bonuses or other
payments that show up on your W-2. Do not include fringe
benefits, such as, medical plans, retirement contributions,
stock options, 401K contributions, etc. You may mention
these but clearly identify them as separate from your base
compensation.
If you are asked a direct question, "Would you accept $x?"
never say yes or no but deflect the question back to the
interviewer: "If you feel that $x is a fair amount and it
is your best offer, please make me that offer, because I
would like to work here."
6.0 Closing the Interview
Interviewers form opinions about you during the interview.
These opinions turn into conclusions shortly after you walk
out the door. If their opinion contains serious concerns
about you, you will likely not get the offer. Therefore, it
is essential that you uncover any concerns in the mind of
the interviewer and put them to rest while you are still
face to face with them. Later will likely be too late.
At the start of the interview, find out how long the
interview is scheduled to last. Then, monitor the time in
an unobtrusive manner. With about ten minutes left in the
allotted time, begin reviewing your interviewer's opinions
regarding you candidacy. One way to do this is to ask the
following question:
"Mr./Ms. Interviewer, you and I have just spent about forty
minutes discussing my background relative to this position.
At this point, I want to let you know that I feel confident
that I can do this job and would really like to work here.
Now, I would like to ask your opinion of me. How do you
think I would fit into this position? What do you think are
the positives that I would bring to the job? Do you have
any concerns? What are they?"
When the interviewer lists positives about you, agree with
him or her. Then expand on the positives by giving further
examples that support his or her opinion and by stating
additional qualifications that you possess that are relevant
to the job.
When the interviewer discusses his or her concerns, listen
to them carefully, restate them in a question form to make
sure that you understand the concerns, and then explain them
away. Some of these concerns may be simple
misunderstandings; e.g., they don't think you have a certain
skill because they forgot to ask you about it. Answer these
concerns directly by pointing out that you do possess the
necessary credentials.
Other concerns may be more difficult. They may be looking
for a skill that you don't have or don't have enough of. In
this case, try to minimize the deficiency and point out
compensating strengths that were important to the position.
Additionally, emphasize your confidence that you would be
able to get up to speed in the position and be productive
quickly. You may not always be successful at this, but you
will be surprised at how often a persistent, confident
approach will overcome the interviewer's concerns.
Remember that perfect candidates are rare and that, even if
one were available with 100% of the desired skills and
experience, they would not necessarily want the assignment,
because there would be no technical challenge, personal
growth or new learning involved. You may even point this
out to the interviewer, if appropriate, and emphasize that
what you find attractive about the position is the
opportunity to learn new skills and that this would make you
a good long-term employee.
When discussing each concern, don't move on to the next one
until you have gotten agreement from the interviewer that
this concern should not stand in your way of getting an ]
offer. If you can't answer the interviewer's concerns, you
are not likely to get hired.
If you succeed in getting agreement that there should be no
concerns about hiring you, then ask for a commitment to be
taken to the next step; e.g., to be called back for another
interview, or to be made an offer.
Sometimes interviewers will be very reluctant to give you
feedback. Common responses are "I'd like to think about it
and get back to you", "I'd like to discuss it with the other
people that you met", or "I have several more people to
interview." Don't accept these kinds of responses as a
justification for not giving you feedback. Be gracious, but
be persistent.
One way to do this is to say, "I don't want to put you on
the spot by asking you for a commitment, but I would like to
know how you feel about me. At this point, I am simply
asking for your opinion. What do you think are the positives
that I bring to the position?" Then wait for an answer.
If none is forthcoming, that usually is a sign that you're
not going to get the job. At this point, there is not much
more that you can do.
Nevertheless, it is essential to ask for feedback, because
if you fail to ask the question and don't get the offer, it
might have been because you were afraid to uncover and
answer any concerns. Candidates who confidently ask for
feedback and address interviewer concerns have about double
the success rate on interviews compared to those who don't.
Pre-Interview Preparation
1.1 Prepare a list of approximately 15 to 20 open-ended
questions:five each about the Company, the Department or
Project, the Interviewer and the Position. Questions that
begin with "Tell me about..." work the best. The benefits of
having questions prepared are:
- The answers provide you with valuable information for
evaluating any potential offer.
- They are an excellent way of showing enthusiasm and
interest in the company and position.
- They create a favorable impression of you by showing that
you are organized and are serious about the interview.
Make certain that you write these questions out and that you
take the list with you. By writing them out, you ensure
that:
- You formulate better questions.
- You organize them in a more logical and effective
sequence.
- You don't forget the questions, because you take the list
with you to the interview and use them during the
interview.
An effective way to use these questions in the interview is
to memorize the first one or two questions to get the
interviewer talking. After the interview is underway, ask
the person, "Do you mind if I take some notes?" Almost no
one will object. After all, interviewers themselves take
notes, usually on your resume. Then, take out your notepad,
have your questions on one side and take your notes on the
other. Examples of good open ended questions include:
1.1.1 Company
- What are its products and services?
- What has been its history (especially if it is a
relatively new company)?
- Where does it fit into the marketplace?
- Who are its top competitors?
- What are the company's advantages relative to the
competition?
- What are the challenges posed by the competition?
- What are the company's corporate goals?
- How does it plan to meet these goals?
- What sets the company apart as a place of employment?
i.e., what makes it a good place to work?
1.1.2 Department or Project
- What is its primary mission or objective?
- Where does it fit into the overall scheme of the company?
- How is it organized?
- Staff size.
- Reporting structure.
- Subdivision of responsibilities.
- What is the technical environment?
- Hardware and operating system platforms.
- Programming languages.
- Other tools - e.g., database, GUI toolkits,
methodologies, CASE.
- What are the group's short term (6-12 month) objectives?
- How well are these objectives being met? Why?
- What is being done to insure that the objectives are met?
- What are the key challenges that are facing the group at
this time?
- What is planned after the short term goals are achieved?
1.1.3 Interviewer
- How long have you been with the company?
- If he or she has been there six months or longer, what
have you liked about working here?
- If new to the company, what attracted you to the company?
- What have you found positive since you have been here?
- What kind of people succeed here or what qualities do
successful people in the company/department have in
common?
- What does a new person have to be most aware of and what
can they do to ensure that they get off to a good start
with the company?
- What do you look for in the people that are hired to work
for you?
- What do you do to help a person get off to a successful
start?
- What sort of feedback and review mechanism do you use to
keep a person on the right track?
- Do you perceive that you have a management style? If so,
what is it?
- What do you see as the major challenges in your position?
- What can your subordinates do to make your job easier?
1.1.4 Position
- If I were hired, what is the most immediate thing that I
could do to help the group meet its objectives?
- What do you expect me to accomplish in the first six
months?
- What would be a list of possible assignments after that?
- If I performed satisfactorily, what sort of long term
advancement or recognition could I expect?
- What are the key skills that one would have to possess in
order to be successful in this position?
- What do you feel makes this an attractive position?
- What would be the most important thing that a person
needs to be aware of in order to adjust successfully to
this environment or position?
1.1.5 If the position involves developing a new computer or
software product that is sold on the market, the
following make good additional or alternate questions:
- What needs and markets is the product intended to
address?
- How well does it do so?
- Who are the chief competitors?
- What are the company's advantages against these
competitors?
- What are the challenges it faces from the competition?
- How is it meeting these challenges?
- Where is the product in the current release cycle?
- What needs to be done to meet the next release date?
- What does the company expect of its employees in order to
meet release dates?
- What new technologies is the company moving into in order
to stay competitive in the market?
1.2 Make a list of 15 to 20 reasons why you feel that you would
be a good employee. Organize these in the areas of
Technical Experience, Job Skills and Personal Qualities.
For example:
1.2.1 Technical Experience
- Operating systems
- Programming languages
- Databases
- User Interface Builders
- CASE Tools
- Applications or Products
1.2.2 Job Skills
- Design
- Programming
- Debugging
- Documentation
- Testing and Integration
- Presentations
- Customer Interface
- Project Management
- Training
1.2.3 Personal Qualities
- Hardworking
- Self-starter
- Fast learner
- Able to handle complex problems
- Trustworthy
- Team player
- Reliable
After making the list, think of at least one (preferably two
or three) concrete examples of your past accomplishments
which illustrate each of the above qualities. It is not
necessary to think of a separate example for each quality.
One particular project may have drawn on most of your
strengths and can illustrate them well. However, make sure
you have at least five different accomplishments for all of
the above points combined.
1.3 In response to the question "Tell me something about
yourself," be prepared to respond with a three to five
minute verbal resume with particular emphasis upon your
accomplishments and skills rather than just your
responsibilities.
1.4 Prepare answers to likely objections - e.g., reasons for
leaving previous companies or a short job stay.
2.0 Immediately Preceding the Interview
The following guidelines should be followed as you prepare
to leave for the interview:
- Dress in a conservative, professional manner.
- Be at least ten minutes early for the interview.
- Review your objective for going on the job interview
(i.e., the sole purpose is to get the job offer!). The
evaluation of the opportunity should always come after
the interview.
3.0 The Opening
Since the most important impressions are formed within the
first few minutes of an interview, it is mandatory that your
first impression be a good one. The following guidelines
are essential to achieving this most important first
impression:
- Extend a firm, friendly handshake.
- Smile.
- Maintain good eye contact.
4.0 The Interview
In the allotted time that follows, both employer and
candidate will be given the opportunity to ask the questions
necessary to gain enough information to decide whether or
not this is a good match for both. In essence, these
questions are intended to provide an important exchange of
information for each party. The way in which these
questions are answered, however, may go a long way towards
determining you desirability as a prospective employee.
Again, the following guidelines are essential to providing
the most favorable impression:
4.1 Answering the Employer's Questions
4.1.1 Yes/No Questions
If at all possible, a question should always be answered
with a'yes' answer (i.e., a positive response). This is
particularly important when the question concerns your
personal attitudes (e.g., "Would you work overtime?" or
"Would you do maintenance or porting?").
Remember, you evaluate and make a decision after the
interview, not during. If a question must be answered with
a 'no' answer (e.g., you're asked about technical skills you
don't have), it is important to respond in one of two ways:
a) "No, I'm not strong in that area, but I do have
experience in . . ." or "I know that wouldn't take me
very long to learn, since I already have experience in
this (other) area..." In other words, you minimize
the negative and accentuate the positive.
b) You ask, "Is that skill important to the position?"
and then listen to the response. Many times, the
employer will say, "No, it's not required. I was just
interested in whether or not you had it." In other
words, don't assume that just because you don't have a
particular skill or technical knowledge, you won't get
the job.
4.1.2 Open-Ended Questions
These are largely attitudinal questions (e.g., "What is your
attitude towards overtime?") and should always be answered
in a positive, flexible manner.
4.2 Asking the Employer Questions
It is during this time that the candidate can ask and gain
valuable information that she or he needs to eventually
evaluate the opportunity, and at the same time, demonstrate
enthusiasm to the employer. This is done primarily through
the use of asking the open-ended questions you prepared
prior to the interview.
4.3 General Tips
- Be on time.
- Turn off your cell phone and pager.
- Dress for success.
- Don't wear perfume, aftershave, or other scents.
- Greet your interviewer with a firm handshake.
- Sit up straight and maintain reasonable amounts of eye contact.
- Pay attention and look interested.
- Don't fidget.
- Control nervous mannerisms.
- Smile and look friendly.
- Give honest answers. Interviewers are trained to look for body
signals that indicate when someone is lying.
- Speak clearly. Don't mumble or rush your sentences.
- Don't volunteer negative information about yourself.
- Be polite.
- Be confident and positive, not arrogant and over-eager.
- Don't interrupt.
- Relax. Don't let any silence shake you.
- Be genuine.
- Keep to the point when asking and answering questions.
- Keep your answers as concise as possible.
- Thank your interviewer for their time.
- Send a thank-you note or email.
5.0 The Salary Question
It is essential that the question, "How much money do you
want?" be tactfully deflected back to the interviewer, since
it is virtually impossible to accurately guess the specific
number the interviewer may have in mind. If you set the
number, you run the risk of either not being offered the job
at all (by saying a figure greater than they were prepared
to go) or shortchanging yourself (by setting the number
below their budgeted salary amount).
Therefore, it is imperative that "the ball" be thrown back
into the employer's "court". The following statement is
designed to accomplish just that:
"Mr./Ms. Interviewer, rather than give you a specific
amount, I would like to leave you with the thought that I am
both qualified and interested in the position we've been
discussing. If you feel the same about me, I would like to
rely on your honesty and integrity to make me the best offer
that you can which is both fair within your internal salary
structure and competitive in the marketplace."
Usually, such a response is satisfactory. However, some
interviewers will demand more. If you are asked for your
current compensation, answer truthfully, stating your base
salary and any guaranteed cash incentives, bonuses or other
payments that show up on your W-2. Do not include fringe
benefits, such as, medical plans, retirement contributions,
stock options, 401K contributions, etc. You may mention
these but clearly identify them as separate from your base
compensation.
If you are asked a direct question, "Would you accept $x?"
never say yes or no but deflect the question back to the
interviewer: "If you feel that $x is a fair amount and it
is your best offer, please make me that offer, because I
would like to work here."
6.0 Closing the Interview
Interviewers form opinions about you during the interview.
These opinions turn into conclusions shortly after you walk
out the door. If their opinion contains serious concerns
about you, you will likely not get the offer. Therefore, it
is essential that you uncover any concerns in the mind of
the interviewer and put them to rest while you are still
face to face with them. Later will likely be too late.
At the start of the interview, find out how long the
interview is scheduled to last. Then, monitor the time in
an unobtrusive manner. With about ten minutes left in the
allotted time, begin reviewing your interviewer's opinions
regarding you candidacy. One way to do this is to ask the
following question:
"Mr./Ms. Interviewer, you and I have just spent about forty
minutes discussing my background relative to this position.
At this point, I want to let you know that I feel confident
that I can do this job and would really like to work here.
Now, I would like to ask your opinion of me. How do you
think I would fit into this position? What do you think are
the positives that I would bring to the job? Do you have
any concerns? What are they?"
When the interviewer lists positives about you, agree with
him or her. Then expand on the positives by giving further
examples that support his or her opinion and by stating
additional qualifications that you possess that are relevant
to the job.
When the interviewer discusses his or her concerns, listen
to them carefully, restate them in a question form to make
sure that you understand the concerns, and then explain them
away. Some of these concerns may be simple
misunderstandings; e.g., they don't think you have a certain
skill because they forgot to ask you about it. Answer these
concerns directly by pointing out that you do possess the
necessary credentials.
Other concerns may be more difficult. They may be looking
for a skill that you don't have or don't have enough of. In
this case, try to minimize the deficiency and point out
compensating strengths that were important to the position.
Additionally, emphasize your confidence that you would be
able to get up to speed in the position and be productive
quickly. You may not always be successful at this, but you
will be surprised at how often a persistent, confident
approach will overcome the interviewer's concerns.
Remember that perfect candidates are rare and that, even if
one were available with 100% of the desired skills and
experience, they would not necessarily want the assignment,
because there would be no technical challenge, personal
growth or new learning involved. You may even point this
out to the interviewer, if appropriate, and emphasize that
what you find attractive about the position is the
opportunity to learn new skills and that this would make you
a good long-term employee.
When discussing each concern, don't move on to the next one
until you have gotten agreement from the interviewer that
this concern should not stand in your way of getting an ]
offer. If you can't answer the interviewer's concerns, you
are not likely to get hired.
If you succeed in getting agreement that there should be no
concerns about hiring you, then ask for a commitment to be
taken to the next step; e.g., to be called back for another
interview, or to be made an offer.
Sometimes interviewers will be very reluctant to give you
feedback. Common responses are "I'd like to think about it
and get back to you", "I'd like to discuss it with the other
people that you met", or "I have several more people to
interview." Don't accept these kinds of responses as a
justification for not giving you feedback. Be gracious, but
be persistent.
One way to do this is to say, "I don't want to put you on
the spot by asking you for a commitment, but I would like to
know how you feel about me. At this point, I am simply
asking for your opinion. What do you think are the positives
that I bring to the position?" Then wait for an answer.
If none is forthcoming, that usually is a sign that you're
not going to get the job. At this point, there is not much
more that you can do.
Nevertheless, it is essential to ask for feedback, because
if you fail to ask the question and don't get the offer, it
might have been because you were afraid to uncover and
answer any concerns. Candidates who confidently ask for
feedback and address interviewer concerns have about double
the success rate on interviews compared to those who don't.
posted by Anonymous at
12:42 PM
