1. Breaking The Interview Code “Know the rules of the game you are playing.”

2. How many interview styles are there? How many interview styles are there? ScreeningScreening | Informational | Directive Meandering | Stress | Behavioral Audition | Group | Tag-Team Mealtime | Follow-upInformationalDirective MeanderingStressBehavioral AuditionGroupTag-Team MealtimeFollow-up Screening | Informational | Directive Meandering | Stress | Behavioral Audition | Group | Tag-Team Mealtime | Follow-up

3. The Screening Interview Companies use this type of interview as a screening tool to ensure that candidates meet minimum qualifications. Computer programs are among the tools used to weed out unqualified candidates. (This is why you need a digital resume that is screening- friendly. See our resume center for help.) Companies use this type of interview as a screening tool to ensure that candidates meet minimum qualifications. Computer programs are among the tools used to weed out unqualified candidates. (This is why you need a digital resume that is screening- friendly. See our resume center for help.)

4. Confidence Strategy Highlight your accomplishments and qualifications. Get into the straightforward groove. Answer questions directly and succinctly. (Personality is not important to screener. Verifying your qualifications is! ) Highlight your accomplishments and qualifications. Get into the straightforward groove. Answer questions directly and succinctly. (Personality is not important to screener. Verifying your qualifications is! )

5. The Directive Style The interviewer has a clear agenda that is followed, typically ask all interviewees the exact same questions to ensure parity between interviews. This style has a rigid format and you might feel like you are being steam- rolled The interviewer has a clear agenda that is followed, typically ask all interviewees the exact same questions to ensure parity between interviews. This style has a rigid format and you might feel like you are being steam- rolled

6. Confidence Strategy Follow the interviewer’s lead. Politely interject information that you think is important to proving your qualifications as a candidate Follow the interviewer’s lead. Politely interject information that you think is important to proving your qualifications as a candidate

7. The Meandering Style This interview style relies on you to lead the discussion. It may begin with a statement like "tell me about yourself”. This interview style relies on you to lead the discussion. It may begin with a statement like "tell me about yourself”.

8. Confidence Strategy Come to the interview prepared with highlights and anecdotes of your skills, qualities and experiences. Ask well-placed questions. Come to the interview prepared with highlights and anecdotes of your skills, qualities and experiences. Ask well-placed questions.

9. The Stress Interview You might be held in the waiting room for an hour before the interviewer greets you. You might face long silences or cold stares. The interviewer might openly challenge your believes or judgment. You might be called upon to perform an impossible task on the fly - like convincing the interviewer to exchange shoes with you. You might be held in the waiting room for an hour before the interviewer greets you. You might face long silences or cold stares. The interviewer might openly challenge your believes or judgment. You might be called upon to perform an impossible task on the fly - like convincing the interviewer to exchange shoes with you.

10. Confidence Strategy Remember that this is a game. ( It is not personal. ) View it as the surreal interaction that it is. Even if the interviewer is rude, remain calm and tactful. Remember that this is a game. ( It is not personal. ) View it as the surreal interaction that it is. Even if the interviewer is rude, remain calm and tactful.

11. The Behavioral Interview Companies increasingly rely on behavior interviews since previous behavior can impact future performance. You might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or stress management. Companies increasingly rely on behavior interviews since previous behavior can impact future performance. You might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or stress management.

12. Confidence Strategy This requires reflection & organization. Ex. Prepare stories identifying context, logically highlight your actions in the Situation….. Identify the results of your actions. Keep responses concise and present in two minutes or less. This requires reflection & organization. Ex. Prepare stories identifying context, logically highlight your actions in the Situation….. Identify the results of your actions. Keep responses concise and present in two minutes or less.

13. The Audition For some positions, such as computer programmers or trainers, companies want to see you in action. You may go through a simulation or brief exercise in order to evaluate your skills.

14. Confidence Strategy Clearly understand the instructions and expectations for the exercise. Treat the situation as if you are a professional with responsibility for the task laid before you. Clearly understand the instructions and expectations for the exercise. Treat the situation as if you are a professional with responsibility for the task laid before you.

15. The Group Interview Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of your leadership potential and style. The group interview helps the company get a glimpse of how you interact with peers- are you timid or bossy, are you attentive or do you seek attention, do others turn to you instinctively, or do you compete for authority? Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of your leadership potential and style. The group interview helps the company get a glimpse of how you interact with peers- are you timid or bossy, are you attentive or do you seek attention, do others turn to you instinctively, or do you compete for authority?

16. Confidence Strategy Observe to determine the dynamics the interviewer establishes and try to discern the rules of the game. Treat others with respect while exerting influence over others. Keep an eye on the interviewer throughout the process so that you do not miss important cues. Observe to determine the dynamics the interviewer establishes and try to discern the rules of the game. Treat others with respect while exerting influence over others. Keep an eye on the interviewer throughout the process so that you do not miss important cues.

17. The Tag-Team Interview Expecting to meet with Ms. Glenn, you might find yourself in a room with four other people: Ms. Glenn, two of her staff, and the Sales Director. Companies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation. Expecting to meet with Ms. Glenn, you might find yourself in a room with four other people: Ms. Glenn, two of her staff, and the Sales Director. Companies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation.

18. Confidence Strategy Treat each person as an important individual. Gain each person's business card at the beginning of the interview, if possible, & refer to them by name. Use the opportunity to gain information about the company. Just as each interviewer has a different function in the company, they each have a unique perspective. Treat each person as an important individual. Gain each person's business card at the beginning of the interview, if possible, & refer to them by name. Use the opportunity to gain information about the company. Just as each interviewer has a different function in the company, they each have a unique perspective.

19. The Mealtime Interview Meals often have a cementing social effect. ”Breaking Bread” together tends to facilitate deals. Company may want to: Know what you are like in a social setting. Observe not only how you handle a fork, but also how you treat your host, any other guests, and the serving staff. Meals often have a cementing social effect. ”Breaking Bread” together tends to facilitate deals. Company may want to: Know what you are like in a social setting. Observe not only how you handle a fork, but also how you treat your host, any other guests, and the serving staff.

20. Some basic social tips help ease the complexity of mixing a meal with business:  Take cues from your interviewer, remember you are the guest.  Do not sit down until your host does.  Order something slightly less extravagant than your interviewer.  If your interviewer wants to talk business, do so.  Take cues from your interviewer, remember you are the guest.  Do not sit down until your host does.  Order something slightly less extravagant than your interviewer.  If your interviewer wants to talk business, do so.

21. Try to set aside dietary restrictions if possible. (Remember, the interviewer is your host.) If you must, be as tactful as you can. BUT Avoid phrases like: "I do not eat mammals," or "Shrimp makes my eyes swell and water." Choose manageable food items. Avoid barbeque ribs and spaghetti. Practice eating and discussing something important simultaneously. Thank your interviewer for the meal. Try to set aside dietary restrictions if possible. (Remember, the interviewer is your host.) If you must, be as tactful as you can. BUT Avoid phrases like: "I do not eat mammals," or "Shrimp makes my eyes swell and water." Choose manageable food items. Avoid barbeque ribs and spaghetti. Practice eating and discussing something important simultaneously. Thank your interviewer for the meal.

22. The Second, Third or Fourth Interview (The Follow-up Interview) To confirm that you are really an amazing worker Could be having difficulty deciding between candidates Or upper level management needs to meet the candidate (s) before a hiring decision is made. To confirm that you are really an amazing worker Could be having difficulty deciding between candidates Or upper level management needs to meet the candidate (s) before a hiring decision is made.

23. Have your “A” Game ready Focus on cementing rapport, understanding where the company is going and how your skills mesh with the company’s vision and culture. The interviewer should view you as the answer to the Company’s needs. May find yourself talking compensation package. Or, you might find that you are starting from the beginning with a new person. Focus on cementing rapport, understanding where the company is going and how your skills mesh with the company’s vision and culture. The interviewer should view you as the answer to the Company’s needs. May find yourself talking compensation package. Or, you might find that you are starting from the beginning with a new person.

24. Confidence Strategies For Closing the Deal Be confident Accentuate what you have to offer and your interest in the position Probe tactfully to discover more company dynamics and culture. Be prepared to address the company's qualms about you. (if any) Have a plan for negotiating a salary. (i.e., know your worth) Be confident Accentuate what you have to offer and your interest in the position Probe tactfully to discover more company dynamics and culture. Be prepared to address the company's qualms about you. (if any) Have a plan for negotiating a salary. (i.e., know your worth)

25. The Informational Interview A meeting that you initiate Is underutilized by job-seekers A meeting that you initiate Is underutilized by job-seekers

26. Confidence Strategy Come prepared with thoughtful questions about the field and the company. Write a thank you note to the interviewer. Come prepared with thoughtful questions about the field and the company. Write a thank you note to the interviewer.