2. 22
PreparationPreparation
Review your resumeReview your resume
Understand the job descriptionUnderstand the job description
Determine the competenciesDetermine the competencies
Interview questions and answersInterview questions and answers
Know who is on the Interview TeamKnow who is on the Interview Team
ClosingClosing
3. 33
Know your ResumeKnow your Resume
Error freeError free
Quantitative & qualitativeQuantitative & qualitative
Look for your “red flags”Look for your “red flags”
Unexplained employment gapsUnexplained employment gaps
Frequent job changesFrequent job changes
Discrepancies in educational historyDiscrepancies in educational history
Lack of continuityLack of continuity
4. 44
CompetenciesCompetencies
Reliable indicators of job successReliable indicators of job success
““Success Factors”Success Factors”
Predictable and repeatable measures ofPredictable and repeatable measures of
high performancehigh performance
6. 66
SkillsSkills
Specific tasks, operations, processes andSpecific tasks, operations, processes and
procedures viewed as relevant to the workprocedures viewed as relevant to the work
Often, the way knowledge is demonstratedOften, the way knowledge is demonstrated
E.g., ability to deliver a client presentationE.g., ability to deliver a client presentation
Proficiency with using tools and equipmentProficiency with using tools and equipment
in the rolein the role
E.g., Financial Analyst ability to createE.g., Financial Analyst ability to create
spreadsheetsspreadsheets
7. 77
KnowledgeKnowledge
Large grouping of concepts, disciplines andLarge grouping of concepts, disciplines and
rules that form a context in which to performrules that form a context in which to perform
skillsskills
The specific background information necessaryThe specific background information necessary
to perform a role:to perform a role:
E.g., understanding of investment industry, comprehensionE.g., understanding of investment industry, comprehension
of the law, grasp of benefit plan conceptsof the law, grasp of benefit plan concepts
Sometimes reflected in certifications, licenses, etc.Sometimes reflected in certifications, licenses, etc.
8. 88
AttributesAttributes
A characteristic behavior associated with aA characteristic behavior associated with a
person:person:
E.g., team player, leadership, initiativeE.g., team player, leadership, initiative
9. 99
CompetenciesCompetencies
CommunicatedCommunicated
General: AdministrativeGeneral: Administrative
Specific: Develops effective systems andSpecific: Develops effective systems and
processesprocesses
BehaviorsBehaviors
Looks for ways to reduce duplication of effortLooks for ways to reduce duplication of effort
in departmentin department
Uses a flowchart to manage complexUses a flowchart to manage complex
projectsprojects
10. 1010
Competency Description
Analytical: Gathers relevant information systematically and applies logic
in solving problems and making decisions. Predicts benefits and costs and
weighs risks.
Business Perspective : Shows understanding of issues relevant to the
broad organization and business; has and uses cross-functional knowledge.
Change Management: Champions change. Takes initiative to channel
changes as an opportunity to drive goal-driven initiatives.
Communication: Expresses ideas clearly and simply both orally and in
writing; creates an environment where people are comfortable expressing
ideas. Promotes the timely flow of information to subordinates, team
members and management.
11. 1111
Competency Description
Consumer/Customer Focus: Anticipates consumer and customer needs
(both internal and external); takes action to meet consumer/customer
needs; continually searches for ways to increase customer satisfaction;
demonstrates a concern for helping and serving others.
Cost Management: Analyzes cost versus benefit. Uses project
management process to maintain cost balance expectations and desired
outcomes.
Fundamental Technical Expertise: Demonstrates an overall
understanding of current technology resources. Applies various systems
and tools in context of advancing business goals, processes and service
quality.
12. 1212
Competency Description
Influence/Negotiations: Seeks mutually beneficial solutions;
obtains cooperation from others including those not under direct control.
Innovation: Challenges established ways of doing things by coming up
with resourceful ideas and solutions. Pushes for continuous improvement in
all ways of doing business.
13. 1313
Competency Description
Leadership/Assuming Accountability: Displays leadership through
actions and work activities. Interprets shared organizational vision by
assuming accountability. Leads by example to establish new benchmarks
for quality and performance.
Managing People/Coaching: Develops competencies by creating
challenging/broadening work assignments. Gives timely constructive and
specific performance feedback; brings out the best in all people.
Planning/Priority Setting: Develops plans to support business
strategies; translates objectives into action plans. Identifies tasks critical to
business success; allocates resources accordingly.
14. 1414
Competency Description
Results Oriented: Get results and add value to the organization by
moving others to action, takes decisive action on emerging opportunities.
Risk Management: Assesses and applies Risk Management principles
to all levels of work. Maintains cross-functional view of the organization in
order to pro-actively manage risk impacts.
Self Management: Can work autonomously by focusing on goals at
hand. Seeks additional responsibilities within balance of current work and
delivering results.
15. 1515
Competency Description
Strategy/Vision: Develops and communicates a long-term direction
for the team-organization. Links the overall business goals with the team’s
goals.
Team Building/Relationship: Creates a commitment to common goals;
initiates and develops relationships with others as a key priority. Develops
an environment that empowers others; values the contributions of all team
members.
17. 1717
Behavioral InterviewingBehavioral Interviewing
Key concept: past behavior isKey concept: past behavior is
predictive of future behavior underpredictive of future behavior under
similar conditionssimilar conditions
Competency-basedCompetency-based
18. 1818
Behavioral QuestionsBehavioral Questions
““Tell me about a time when you . . . .”Tell me about a time when you . . . .”
““Give me an example of . . . .”Give me an example of . . . .”
““Describe a project where you had to . . . .”Describe a project where you had to . . . .”
19. 1919
Behavioral QuestionsBehavioral Questions
What did you do in your last job to contribute toWhat did you do in your last job to contribute to
a team environment?a team environment?
Describe a situation in which you were able toDescribe a situation in which you were able to
win the support of others that did not report towin the support of others that did not report to
you.you.
Give me an example of how you organized andGive me an example of how you organized and
tracked a complex project.tracked a complex project.
21. 2121
Behavioral ResponseBehavioral Response
ScenarioScenario
I was a temp in a Finance organization. Two daysI was a temp in a Finance organization. Two days
after I joined, the Senior Financial Analyst left onafter I joined, the Senior Financial Analyst left on
Maternity Leave. I was left to learn on my own.Maternity Leave. I was left to learn on my own.
22. 2222
Behavioral ResponseBehavioral Response
ActionAction
One day, I took it upon myself to create a financialOne day, I took it upon myself to create a financial
model to analyze the cost benefit of hiring Collegemodel to analyze the cost benefit of hiring College
Interns.Interns.
23. 2323
Behavioral ResponseBehavioral Response
Outcome or resultOutcome or result
Now, the organization is expanding its collegeNow, the organization is expanding its college
recruiting efforts by 35%.recruiting efforts by 35%.
24. 2424
Contrary QuestionsContrary Questions
Designed to gather data about aDesigned to gather data about a
candidate’s limitationscandidate’s limitations
Helps interviewer understand theHelps interviewer understand the
candidate more fully:candidate more fully:
E.g.,E.g., Give me an example of a time whenGive me an example of a time when
you wereyou were unableunable to convince your boss toto convince your boss to
support your proposed course of action.support your proposed course of action.
25. 2525
Follow-up QuestionsFollow-up Questions
Help interviewer to probe more deeplyHelp interviewer to probe more deeply
Useful when candidate:Useful when candidate:
Gives vague answersGives vague answers
Responds in a theoretical or future-orientedResponds in a theoretical or future-oriented
mannermanner
Expresses feelings or opinionsExpresses feelings or opinions
26. 2626
Follow-up QuestionsFollow-up Questions
E.g.,E.g.,
Can you give me a specific example ofCan you give me a specific example of
when you did this?when you did this?
Under those particular conditions, how didUnder those particular conditions, how did
you react?you react?
Exactly, how were you involved?Exactly, how were you involved?
Specifically, how did you use thisSpecifically, how did you use this
knowledge in your job?knowledge in your job?
27. 2727
Leading QuestionsLeading Questions
Forecast the desired responseForecast the desired response
Control candidate’s responseControl candidate’s response
E.g.,E.g.,
Are you sitting for the upcoming Level II CFAAre you sitting for the upcoming Level II CFA
exam?exam?
28. 2828
Theoretical QuestionsTheoretical Questions
Open-endedOpen-ended
HypotheticalHypothetical
E.g.,E.g.,
We’re looking for someone who is notWe’re looking for someone who is not
afraid to take initiative. How would youafraid to take initiative. How would you
take initiative?take initiative?
29. 2929
ResponsesResponses
Take time to answer the question to thinkTake time to answer the question to think
of an appropriate scenario orof an appropriate scenario or
circumstancecircumstance
Silence is okaySilence is okay
30. 3030
Roles and ResponsibilitiesRoles and Responsibilities
RecruiterRecruiter
GeneralistGeneralist
Hiring ManagerHiring Manager
Other InterviewersOther Interviewers
31. 3131
Common Interview MistakesCommon Interview Mistakes
Having insufficient knowledge of the jobHaving insufficient knowledge of the job
Talking too muchTalking too much
Giving redundant or repetitive examplesGiving redundant or repetitive examples
Not being preparedNot being prepared
32. 3232
ClosingClosing
Summarize why you are theSummarize why you are the
candidatecandidate
Ask questions that help you assessAsk questions that help you assess
the requirements of the position andthe requirements of the position and
determine if this position is a matchdetermine if this position is a match
for you.for you.
E.g., culture, requirements,E.g., culture, requirements,
management stylemanagement style
Thank Interviewer for their timeThank Interviewer for their time