Interviews

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Chances are that you will have multiple interviews throughout your career search. Interviews are a critical component of the job search process. They are an opportunity to communicate how your skills and experiences fit with a position and organization. They are also an opportunity for you to gather additional information as you evaluate your interest in a position. 

Interview Preparations

Anticipate What They'll Ask

While it’s not practical or possible to prepare for every possible question an interviewer may ask, there are some easy ways to anticipate the likely themes, skills, and topics based on the employer and the job posting.

Researching the employer is a critical first step to preparing for an interview. You can use the following guiding questions to consider what information to gather: 

• What is the company’s product or service? Who are their primary consumers/clients/customers? 

• What is the mission and values of the organization? Where do those overlap with my values? 

• Are there any relevant news stories? Ex. financial situation, mergers/acquisitions, new product lines/services, initiatives they are working toward 

Understanding these aspects of the organization can help you identify what types of skills and experiences they most value and want to hear about. For example, if an organization is known as an innovator, make sure you prepare to talk about your interest and experience in innovating processes or products. If an employer is deeply committed to social justice or community service, prepare to highlight your dedication to issues that are important to you. Places to gather this information include:

• Organization website - you can find a lot of information on the home page, an “about us” page, or a “Careers” landing page

• U of M Business Reference Library

• Current employees, former employees, or clients via informational interviews

• News articles: Pioneer Press, StarTribune, Twin Cities Business Journal, Wall Street Journal

• Prepare 3-5 questions to ask during your interview based on your research. Consider asking what the next steps in the hiring process are. 

In addition to researching the organization, it is also important to review the original job posting or job description. Employers often create interview questions directly around the skills listed in the job posting. It is very important to: 

1. Review the job description and make a list of skills and qualities required for the position.

2. Use the skills listed to create a list of questions an employer might ask in a job interview. 

3. Ask someone in a similar career with another organization about the skills required for their job.

Prepare Interview Stories

• Reflect on why you want this job with this organization. How does this fit with your career goals?

• What are your top 3-5 qualifications for the position? Develop a plan for communicating these skills in your interview.

• Make a list of your “shining moments”—specific times you did an exceptional job in a work, academic, or volunteer activity. What skills and qualities did you show as a result of these exceptional moments? Utilize these examples to demonstrate your skills.

• Reflect on your weaknesses as they relate to this position. A genuine answer demonstrates self-awareness. Be prepared to talk about how you are currently working to improve in this area.

• What is the unique selling point that makes you different from other candidates who may have similar skills and qualifications?

• Prepare 10-15 stories in the STAR format to illustrate your behaviors in various work-related and leadership situations. Focus on those situations in which you are proud.

• Interviewing is challenging, and it’s normal to get nervous. Reflect on how nerves manifest for you and what strategies you can use to help you be at your best, such as deep breathing, mindfulness, fidgets, etc.

Complete Final Preparations

• Prepare answers to likely interview questions; rehearse them out loud!

• Schedule an interview prep or practice interview appointment with the coaching team.

• Organize what you will bring: resume copies, references, transcript, pen, portfolio, note paper, and/or questions you want to ask the employer.

• Research the careers of interviewers on LinkedIn if you have their names.

• Confirm travel logistics: bus routes, directions, parking, etc.

• Confirm interview itinerary: start and end times and who you will be meeting with.

Attire

The CBCC UG team encourages students to choose clothing that makes them feel comfortable and confident. Interviewing attire can vary based on the position, company, and industry to which you’re applying. Review the CBCC UG Attire Guidelines for examples and links to additional resources for inspiration.

Follow-Up (After the Interview)

• Send individual, tailored thank-you emails to everyone you interviewed with.

• Follow up on unanswered questions, if necessary.

• Follow up if the deadline passes and you have not heard from the company.

Tips for Phone Interviews

Phone interviews are often an important first step in the hiring process. Here are some helpful tips:

• Avoid bad service and loud places if possible— you cannot always rely on good cellular service, and nothing disrupts an interview more than a dropped call or poor connection. Also, find a quiet, private place for the discussion to help you avoid unnecessary distractions. The coaching team has a phone interview room you may reserve if you want a quiet space to conduct your phone interview.

• Stand and smile—Your voice will project a more positive and confident tone.

• Organize your notes—One advantage of the phone interview is that you can have notes in front of you. Avoid relying too much on these, but it is fine to jot down some key points and have them in front of you during the interview.

• Do not worry about silence—The interviewer is probably taking notes. Without the benefit of non-verbal cues, it is tempting to fill any pauses, but let silence occur. Answer your questions concisely, and if too much silence passes, ask the interviewer if they would like you to share more information.

Tips for Virtual Interviews

• Plan the logistics—Prior to your interview, be sure to confirm the date/time and take into account any time zone differences. Before the interview begins, make sure you know which video conferencing platform you are using, such as Zoom, Google Hangouts, Teams, or another software. HireVue is a different type of video interview platform that allows you to pre-record your interview responses at any time, anywhere. Whether your interview is live or prerecorded, the following tips will help you prepare for any virtual interview. 

• Check your tech—Once you have confirmed which video conferencing platform you will be using, make sure you have the software downloaded. Give yourself enough time to test the technology. It’s important that you use a device that has video capabilities and good internet connectivity. Whether you are using the computer speakers or headphones, you can test the microphone and audio before your interview begins. Last, but not least, make sure your device is fully charged and have the charging cord with you.

• Find a quiet space, neutral background—Evaluate your environment in detail to minimize distractions. Find a room with a neutral background, tidy surroundings, and decent lighting. If the interview will take place via Zoom, consider using a professional or Carlson-branded Zoom background. If you interview at home and don’t live alone, talk with your housemates ahead of time to eliminate noise. Turn off your phone and any alerts on your computer to avoid being distracted by notifications during the interview. Also, plan ahead and consider if you have pets or children that might interrupt during your interview. You can also reserve an interview room in the CBCCSLCD offices.

• Practice—In a virtual setting, you may need to be more intentional about your nonverbal behavior and how that indicates engagement and connection. During a video call, you can still focus on sitting upright, smiling, and maintaining eye contact with the camera. Sitting eye level with the camera gives the appearance that you are engaged and shows attentiveness. You can also show attentiveness by nodding your head and practicing active listening. Avoid fidgeting and be self-aware of how your nerves manifest during the interview. Virtual interviews can feel uncomfortable or unnatural; try to be your authentic self and use these tips to show your interest and enthusiasm. 

• Attire—To make a great impression, consider dressing for your interview as you would if it were in-person.

• Handling Interruptions—The tips above are to help you have the best virtual experience, but it is possible that something could go wrong. Before your interview begins, ask the interviewer for a phone number where you can reach them in case of any technical interruptions, such as a failed connection. If the audio cuts out, call to see if you can continue the interview via phone or reschedule. Other possible interruptions may include unexpected noises in the background or a housemate/pet entering the view of the camera. Address the distraction by asking for a few moments, then turn off the camera to remove the interruption, or mute your microphone until the noise subsides. Don’t overreact: This is an opportunity to prove to an employer you’re adaptable and calm under pressure.

Understanding Varying Cultural Norms in the Business World

Whether you’re studying or interning in the United States or elsewhere, it’s important to recognize how learned social norms in the business world may affect how others interact

with and perceive you.

Shaking hands: In the United States, it’s common to shake hands when you meet someone; however, understanding is growing that some people do not shake hands for cultural reasons, or increasingly, health reasons. If you do not want to shake someone’s hand, or are in a situation in which others do not want to shake hands, some common alternative gestures include:

• putting your hand over your heart

• waving

• nodding your head

• bowing

While you should not feel pressured to shake hands, it’s important to approach someone with a smile or some gesture of friendliness to indicate your interest and pleasure in meeting them. Most importantly, avoid a misunderstanding by addressing your intent to refrain from shaking hands by saying something like, “I’m unable to shake your hand, but I’m really happy to meet you today.”

Eye contact: In Western business culture, making direct eye contact with the person you’re speaking to shows respect, confidence, and interest. In other cultures, that direct eye contact may be viewed as rude or inappropriate. Keep this in mind as you navigate different environments.

Asking questions: In the United States, asking questions, even to those with more authority, is viewed positively. It shows an employee is engaged, interested, and inquisitive. In some cultures, however, asking questions can be seen as rude or a challenge to authority.

Personal space: Different cultures have different comfort levels for personal space. Notably, many Americans prefer a wider berth of space from another individual (about three feet). Standing closer than that may make someone who grew up in the United States uneasy or uncomfortable. For many other cultures, standing that far away from someone while talking may feel standoffish. Keep this in mind as you communicate with others and navigate different environments.

Punctuality: This is an area of great variability. Typically in business culture in the United States, punctuality is an important aspect of the professional world. If a meeting is scheduled at 9 a.m., it will begin at 9 a.m. In other parts of the world, time is more flexible. Additionally, if a company has transnational locations, norms around punctuality can be even more fluid. There is no right or wrong way to view these differences in norms; it’s just important to understand and adapt to your environment. Most important, take time to learn about other business +and cultural norms from around the world on GoinGlobal at z.umn.edu/goinglobal. 

Professional References 

You may be asked to provide three to four professional references to a potential employer before receiving a formal job or internship offer. This is your opportunity to ask people who view you highly to say positive things about you! The following list gives you suggestions for whom to ask:

• Supervisors at internships or jobs

• Co-workers

• Professors

• Other faculty and staff

• Committee or club members with whom you have served

Provide your list of references to an organization only after you have been requested to do so. References are typically provided online or may be submitted as a separate document (utilize the same header as your resume). Do not provide reference names and contact information to a potential employer until you have spoken with the people you would like to have serve as your references. Talk with these people in advance about the position you are seeking and why you are a good fit. Ask them if they would be willing to provide a positive reference and if they will speak favorably of you. Be sure to offer an updated copy of your resume to them. It is also an opportunity to obtain updated contact information.

Ex. Reference Page

1. Scott Peterson, Director

Grow Biz International

(763) 551-4130

scott.peterson@growbiz.com

2. Missy Elfson, Account Manager

General Mills

(952) 523-6451

missy.elfson@generalmills.com

3. Matt Walsh, Assistant Vice President

Target Corporation

(612) 457-8898

matthew.walsh@target.com 

Opening the Interview

Most interviews will begin with a question which allows you to introduce yourself while providing a summary of your background, skills, and experiences. An interviewer may say, “Tell me about yourself,” or “Walk me through your resume.” Although there are no right or wrong answers to this common question, we recommend the following guidelines:

• Keep your response to approximately 2–3 minutes. Longer responses usually provide too much information and can lose your listener. Remember, you will have more time to share your story later in the interview.

• Focus on delivering a high-level summary of your experiences and accomplishments, particularly as they relate to the position for which you are applying. Make a connection between your past experiences and the position and organization you are interviewing for.

• Focus on your unique strengths. What might set you apart from another candidate? For example, did you take additional coursework or participate in a student organization that would contribute to your work in this role?

EX: Tell Me About Yourself

“I’m currently a sophomore here at the Carlson School, and I’m studying Supply Chain and

Operations Management. When exploring majors and deciding what I wanted to do, I knew that I had a very process-oriented mindset. My business statistics class focused on quality and using statistics to identify problems within a process, and I loved it. I used that class to help confirm my major choice, and I’m currently enjoying my coursework, so I know supply chain and operations management is where I want to be. In addition to my schoolwork, I am also involved in a student group here on campus, and I work at the Undergraduate Business Career Center. In my student group, I am the Vice President of Revenue, and it is my job to help the organization find funds. Much of it consists of me constantly communicating with our members and assigning them to certain fundraising events. Most of it, however, is dedicated to trying to revamp our fundraising efforts. A lot of our members aren’t happy with our current methods, so in committee, I am leading the charge in changing the way we approach our fundraising. We are hoping to create large events that raise a lot of funds in one day, so much of my job is leading the brainstorming process and developing different events. I’ve learned a lot about how to communicate in a friendly and professional manner. It’s also helped me focus on my time management skills with my organization involvement and academics.”

Types of Interview Questions

Screening or General Questions

Screening or general interview questions are common during the first step in the interview process. They are used by many employers to assess basic qualifications and decide which candidates should be invited to first round interviews. These interview questions are largely based on your resume and past experiences, and are designed to see if your skills, experiences, and career goals make you a good match for the position. Many organizations will ask these types of questions during a “screening” interview that takes place over the phone. Some employers gather this information by having candidates submit a form or questionnaire. 

Behavioral Questions

Behavioral interview questions are the most common type of interview question asked by recruiters. These interview questions are based on the premise that past performance is the best predictor of future success. With these types of questions, you will walk your interviewer through “stories” which illustrate how you have behaved—at work, internships, in the classroom—in the past. These questions will focus on both high points in your experience, as well as challenges you have encountered. The intent is to see how you have behaved in various work-related situations in the past, as this is often a good predictor of how you will behave in similar situations in the future.

Most behavioral questions are designed to assess your proficiency in critical leadership areas such as:

• Drive and initiative

• Strategic thinking

• Adaptability and resilience

• Planning and organization

• Teamwork and collaboration

• Interpersonal and communication skills

• Analytical and problem-solving skills

• Influence and persuasion

STAR Technique

To answer behavioral questions, use the STAR technique by describing your situation, task, actions, and results. Responses are typically 2-3 minutes in length. 

Situation

Provide background to the story and briefly set the stage. You will want to keep this fairly short (approximately 30 seconds). Provide enough information so your listener will understand the context (e.g., your role, who you were working with). 

Task

Clearly explain the goal, plan, or objective. Be sure you make this very clear before moving into the next section of your response. 

Actions

Specifically, share what you did to address the task. Make sure that the action steps you outline are relating back to the skill or experience the interviewer asked about. For example, if the question asks about communication in a team and you are using a marketing class project, be sure the action steps are related to communicating, not the steps you took to complete the marketing plan. The majority of your response time will be spent in this phase. What role did you play? What skills or tools did you use? 

Result

Describe the impact of your actions in quantitative or measureable results. What was the final outcome to the situation? What was the final product of your work? You can also include what you learned from this experience or what you would do differently next time. 

EX. STAR Responses

Tell me about a time when you developed a creative solution to solve a business problem. 

Situation: In my marketing internship at a local tourism website, our team started to see advertising revenues dropping, and many long-term customers were not renewing contracts.

Task: My responsibility was to develop new ideas and incentives that would generate new business and retain existing customers.

Action: I designed a new social media campaign to broaden our customer base after researching the benefits of online advertising compared with other media. I also set up a training session for our marketing staff with a social media expert from the Carlson School so they could sell the benefits of the new campaign to existing customers.

Results: The result was that we retained 12 previous customers with contracts for new social media services, and we also increased our new advertisers by 20% over the previous summer. 

Tell me about a time when you had difficulty communicating with someone else and how you resolved the issue. 

Situation: My study abroad program in Geneva hosted students from all over the world to study economics. Although classes were conducted in English, each student had different expectations based on their home culture about group roles, sources for research, writing and presentation style, and relationships with faculty members.

Task: My global finance class was especially challenging because we completed one lengthy semester-long project and by mid-semester our group was not working well together.

Action: I saw the need to discuss our group dynamics before the finance work could be completed, so I invited my classmates to a team lunch. There I asked questions about how group work plays out in each home country and how each student sees that differently in our Geneva program. It was a fun, casual conversation, but I knew our group needed.

Result: The result was we worked much more smoothly as a team for the rest of the semester and took time to ask questions about expectations before getting upset with each other. We also scored higher than any other group in the class. If I were in a similar situation again, I would initiate a conversation about expectations much earlier in the project to save us some stress.

Sample Interview Questions

Check out our Sample Interview Question document for some examples.

Gamification

A method of introducing games into the interview process in order to evaluate candidates. The coaching team has seen an increase in employers using gamification in their interview process to identify how candidates approach problem-solving, analytical thinking, intellectual curiosity, and creativity. This method also allows employers to match candidates with positions and increases candidate engagement. Gamification can be an unexpected interview task, and not all employers explain how the game correlates to the skills it assesses. The CBCC UG team encourages employers to provide detailed info to candidates about their virtual interview process so students can focus on interview preparation. 

Case Questions

Case interview questions are becoming increasingly common in job interviews. These questions provide you with a particular business situation or problem, and ask you to walk through your thought process for solving it. Often, the case problem is a real-life business situation that an organization has faced in the past. The goal with these types of questions is primarily to test your critical thinking skills, as well as your ability to follow a logical process to solve a business-related problem. These types of questions are typically asked during interviews for consulting or strategy positions, but are becoming more common in nearly all areas of business. 

Sample Case Questions

• You are a consultant for a large distributor of canned beans in North America. They are considering an expansion into the Southeast Asian market. What are some of the strategies that you would recommend?

• A major Canadian airline has sold more seats year- over-year for the past three years, yet has seen a decline in profits. What could be causing this?

• Choose one of Company X’s brands and tell me how you would change the way it is marketed.

• You are consulting with a company that has just announced a merger with one of their primary global competitors. Walk me through some of the implications for HR leadership to consider.

When answering case interview questions, consider the following steps:

1. When the interviewer presents the case, be sure to take notes in order to capture the key details of the business situation or problem. When the interviewer has finished, clarify the question that was asked by restating it aloud. This demonstrates that you have a good understanding of the situation, the complication, and your task, and ensures that you’re not missing any key pieces of information before moving forward. Clarify how much time you will have to solve the case if it has not been stated.

2. Spend some time structuring your approach to solving the case. Do this in silence, using a pen and paper, and spend 1–2 minutes at the most. Consider using a specific “framework” to create this structure (e.g., cost/benefit, SWOT analysis), as this can help you break a large, complex problem into more manageable pieces. When finished, inform your interviewer of the approach that you will be taking in formulating your response.

3. Analyze the problem or situation by asking questions to gather information that you think would be helpful in solving the case. Often, the interviewer has additional information that they will share if you ask for it. When asking questions, work from big to small, starting with what you believe to be the most important elements of the problem or situation. Keep in mind that your interviewer may not have the information that you’re looking for, or may ask you why you think that information would be helpful. Be prepared to explain your rationale. After you’ve asked a few questions, your interviewer may encourage you to move along by coming up with a solution, so take your cues from the interviewer at that point and refrain from asking additional questions.

4. Finish the case with a specific, actionable recommendation. It is important that you commit to a solution when answering a case interview question—avoid “riding the fence” or being vague in your response. If applicable, think about both short- and long-term approaches to solving the problem.

Technical or Function-Specific Questions

Technical or function-specific interview questions are designed to test your knowledge and understanding of a specific function or industry. Unlike most other types of interview questions, these questions are designed to assess whether your academic and work experiences have prepared you with the knowledge and skills necessary to be successful in a particular functional area. Technical or function-specific interview questions are very common in finance (especially banking), and are becoming increasingly common in marketing, supply chain, and other areas of business.

In order to answer these questions, you will have to rely on your knowledge, experience, and coursework. Unlike other types of interview questions, technical or function-specific interview questions generally do have a “right” answer. If you do not know the answer to a question, do your best to demonstrate your general knowledge of the content area. However, if you truly do not have the technical knowledge or experience to answer the question, you should simply state that this is a current gap in your skill set, and share what you would do to close the gap quickly in order to make yourself a more marketable candidate in this functional area.

Examples of Technical or Function-Specific Questions

• Walk me through how you prepare a discounted cash flow.

• What are the differences between selling into the grocery vs. convenience channels?

• How would you decide to enter either a high-end or low-end market?

• What is an investment taken out specifically to reduce or cancel out the risk in another investment?

• What are the 4Ps of marketing?

Closing the Interview

At the end of the interview, you will usually have an opportunity to ask a few questions of your interviewer. Be sure you have 3-5 questions prepared in advance that demonstrate your advanced research of the organization and position, and that help you gather good information. The questions you ask should reflect those things about which you are truly curious. What information do you need to decide if the position and the organization are a good fit for you? Examples of the type of questions that are appropriate include:

• What do you think the most challenging aspects of the job would be for someone with my background starting out in the organization?

• What training will I receive? How does the organization develop employees for the long run?

• How will my skills fit in with the skills of the other members of the department?

• Could you tell me briefly about the people with whom I will be working?

• How are teams and projects assigned

Once you have asked your questions and the interview is coming to a close, you should prepare your “final sell” or closing to the interview. There are some general guidelines you should follow:

• Restate your interest in the position and in the company. If possible, draw on some of the research you have conducted in advance to demonstrate your knowledge of the organization.

• Try to make a clear connection between what they are looking for in an ideal candidate and the skills and experiences you have to offer.

• End the interview with a positive and upbeat vibe to leave a solid, lasting impression on your interviewer.

• “Thank you so much for your time. The more I learn about Land O’Lakes and the finance program there, the more excited I get to join your organization. I really look forward to hearing back from you about next steps.”

• Make sure you get a business card or contact information from each person you interview with for writing thank you for writing thank you emails. After the interview, determine whether this position is a fit for you. For example, ask yourself whether the people you met with represent the kind of people with whom you would like to work. Would you be challenged and energized by the work, the organization, and the people with whom you would work?

Second Round Interview Tips

At the end of the interview, you will usually have an opportunity to ask a few questions of your interviewer. Be sure you have 3-5 questions prepared in advance that demonstrate your advanced research of the organization and position, and that help you gather good information. The questions you ask should reflect those things about which you are truly curious. What information do you need to decide if the position and the organization are a good fit for you? Examples of the type of questions that are appropriate include:

• What do you think the most challenging aspects of the job would be for someone with my background starting out in the organization?

• What training will I receive? How does the organization develop employees for the long run?

• How will my skills fit in with the skills of the other members of the department?

• Could you tell me briefly about the people with whom I will be working?

• How are teams and projects assigned

Once you have asked your questions and the interview is coming to a close, you should prepare your “final sell” or closing to the interview. There are some general guidelines you should follow:

• Restate your interest in the position and in the company. If possible, draw on some of the research you have conducted in advance to demonstrate your knowledge of the organization.

• Try to make a clear connection between what they are looking for in an ideal candidate and the skills and experiences you have to offer.

• End the interview with a positive and upbeat vibe to leave a solid, lasting impression on your interviewer.

• “Thank you so much for your time. The more I learn about Land O’Lakes and the finance program there, the more excited I get to join your organization. I really look forward to hearing back from you about next steps.”

• Make sure you get a business card or contact information from each person you interview with for writing thank you for writing thank you emails. After the interview, determine whether this position is a fit for you. For example, ask yourself whether the people you met with represent the kind of people with whom you would like to work. Would you be challenged and energized by the work, the organization, and the people with whom you would work?

Many organizations will host a dinner or reception the evening before the second round of interviews. Make an effort to interact with as many people from the organization as possible; however, you should also make it a point to interact with other candidates who have been brought in for the second round interviews as well. As with any interview, you will want to make sure you have conducted thorough research into the organization so you can speak to why you feel the organization and position are a good fit for you. 

Most organizations will communicate their timeline for making a decision at the end of the interview, but you should ask if they do not. This will allow you to more effectively manage the interview process with other organizations. Also, if you do not ask about timing, some interviewers may perceive this as lack of interest. 

Practice Interviewing

The coaching team offers a number of resources to support you as you prepare for interviews with organizations during your job or internship search. 

Interview Prep Appointments

Meet with a career coach to address your specific questions about the interview process. Discuss preparation strategies, brainstorm answer content, and informally practice interview responses. You can schedule an appointment at cbcc.appointments.umn.edu, select the 30 minute option and then indicate interview preparation as your reason for the appointment. 

Practice Interviews with Recruiters

This program gives you the opportunity to conduct a practice interview one-on-one with a corporate recruiter and receive immediate feedback on your interviewing skills. Recruiters will use behavior-based interview questions they use in real campus interviews and will help you prepare for the upcoming interview season. 

Interview Stream

Interview Stream is a tool that allows you to practice your interviewing skills on your own with the use of a computer and a webcam. The system enables you to select from different types of interviews (e.g., marketing, finance, consulting), or allows you to customize an interview by selecting from various interview questions. Interview Stream is a great option for students who have little experience with interviews, or for students who prefer to practice their skills on their own time! 

Thank You Note

The thank you note is a very important tool in a job search. It helps establish goodwill and appreciation, and strengthens your candidacy. Sending a thank you via email is the most common method. In addition to a thank you email, sending a handwritten note via postal mail can add a personal touch. 

To whom should I send thank you notes?

• People who granted you informational interviews

• People who agreed to serve as your references

• Every person who interviewed you

• People who helped you in any way during your job search process

Additional thank you note tips:

• Send the thank you within 24 hours of the interview!

• Make sure your notes are personal

• Re-emphasize your strongest or unique qualifications as they relate to the position

• Reiterate your interest in a position

• Provide supplemental information not previously given

• Draw attention to the good match between you, the job, and the organization

• Express your sincere appreciation for their time

Important: Don’t underestimate the importance of the thank you note. Recruiters have been known to deny an otherwise strong candidate who did not send a thank you note. Do not skip this critical step!