Category Archives: Interviewing

Keep 8 rules in mind when answering why you were fired

And five possible reasons why you were fired, plus how to explain why.

Interviews are not something most people relish, especially if they have to address the fact that they were fired. (I prefer the term, let go.) The fact is that people are let go, good people. So the revelation will come when an interviewer asks, “Why did you leave your last job?”

why fired

The reason interviewers ask this question is obvious; they want to know what caused you to leave your previous position. It’s only natural that they’re curious. Wouldn’t you be curious if you were trying to decide whether to hire someone?

Of the three possible scenarios for leaving your previous company, the toughest one to explain, by far, is why you were let go. But you can answer this with more success if you keep eight important rules in mind.

Eight rules to follow when answering this question

Rule 1: Know your story. Because this question will be asked every time, you shouldn’t be caught off guard when it is. My experience interviewing people has shown me that many people haven’t thought of how to answer it.

Rule 2: Keep it short. Whereas a typical question can be answered within 90 seconds, this question should be brief. Think 20-30 seconds at most; hopefully shorter.

Rule 3: Be calm when delivering your answer. Don’t show emotion and body language that shows you’re uncomfortable. The old saying, “Don’t let them see you sweat” applies here.

Rule 4: Don’t bash your former employer. The reason for this is simple; most likely you’re talking with a potential manager who is trying to see if you’re going to be a fit.

Rule 5: Show self-awareness. Interviewers find it refreshing when candidates tell the truth, rather then lying about why they left their last position. For example, “I was looking for a better opportunity” doesn’t make sense if you have no job in hand.

Rule 6: Own it. Don’t place blame on others. Some of my clients tell stories about how the team failed to complete a project on time, but don’t explain their fault in the process.

Rule 7: Prove what you’ve learned from the situation. If the reason why you had to leave was due to your downfall, be honest about it while also demonstrating remorse without being emotional.

Rule 8: Have an ally on your side. If possible, let someone in the company speak to your excellence. My esteemed colleagues, Virginia Franco and Sarah Johnston, advise that you don’t go it alone.

Five common reasons why you were let go

There are various reasons why you may have been fired, but here are five common reasons why people must leave their previous company against their free will. Keep in mind that the following reasons will not keep you from getting hired.

You were not qualified for the job

In this case, it’s not your fault you were let go, unless you lied about your abilities. Assuming you were completely truthful, the fault lies on the employer. The interviewers didn’t do their homework or didn’t know what projects were coming down the road.

“When I was hired for the position, my employer realized six months later they needed someone who knows Pivot Tables in Excel and could use them without any training. To my manager’s credit, she apologized for not knowing this. There were no hard feelings. From now on, I’ll make sure I’m not getting into a similar situation.”

You under-performed

You may have been given goals that were unrealistic, goals most people couldn’t meet. In some cases upper management doesn’t understand what happens on the front lines. Here’s where you need to refrain from bashing your past employer.

On the other hand, the goals set forth may have been doable, but you “fell down on the job.” Here is an example of this scenario:

“I had to sell a product that was struggling against another top paint brand. For three years, I was doing well, but sales began to slip from seven percent growth year after year to slightly under zero percent growth. My VP told me I was no longer meeting expectations. We left on good terms, and he’ll be happy to be a reference for me.”

You made a mistake

Mistakes happen. Some environments are prone to mistakes; they’re part of occupation. However, some mistakes are more detrimental than others, and an employer may not see them as forgivable. Here’s were self-awareness (rule 5) is important to demonstrate. As well, explain what you’ve learned from your mistake. Here’s an example of an assignment completed late:

“As the senior software engineer in the team, I failed to realize how long this one would take and didn’t put enough time into it. This was a high exposure product, so the VP wanted this data storage software shipped on time. Unfortunately, it shipped two weeks late and wasn’t featured in a top trade magazine. I learned a valuable lesson from this: not to take deadlines lightly. In fact deadlines are 10 yards beyond the finish line, not the finish line.

Your boss was a tyrant

This is a very hard one to explain. You don’t want to bash your prior boss (rule 4), but you also don’t want to take full responsibility for this terrible situation. I can’t tell you how many people have confided in me about their difficult bosses; their stories so vivid that I believed them.

How do you explain this without going into vivid detail? How do you refrain from getting emotional (rule 3)? It’s a tough one I have a hard time explaining to my clients. I’ve had one terrible boss in my career, yet he wasn’t bad enough that I was let go or wanted to quit. Without going into too much detail, you could explain this reason like this:

“Prior to my most recent boss joining the company, I had a boss who I worked well with. My new boss had a different style of leadership (meaning he was a bastard), which I was unaccustomed to. Suffice to say I learned a great deal from both managers and am prepared to work with bosses of various styles.”


When answering this question, remember to keep the eight rules in mind:

  • Rule 1: Know your story.
  • Rule 2: Keep it short.
  • Rule 3: Be calm when delivering your answer.
  • Rule 4: Don’t bash your former employer.
  • Rule 5: Show self-awareness.
  • Rule 6: Own it.
  • Rule 7: Prove what you’ve learned from the situation.
  • Rule 8. Have an ally on your side.

The reason you were let go may be one of the five I mentioned above. Keep in mind that many people get let go from their job; you’re not unique. So don’t lose confidence in yourself.

Photo: Flickr, Patricia Adam

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Be ready to prove that you can do what you’ve written on your résumé

Even though I had delivered hundreds of workshops, where I currently work, I still had to deliver one when applying for the workshop facilitator position. Sound confusing? You see, prior to applying for the role, I was delivering workshops as a disability navigator.

Teaching

I was in essence grooming myself for the role I now hold. Strike that. Now I also meet one-on-one with clients, as well as conduct workshops. I love the diversity, so the extra work is no problem.

In my interview workshop one attendee asked if having to perform a skill, such as what I described, for an interview is normal. I told her that it might not be commonplace, but it’s a great way to find the right candidate, along with asking behavioral-based questions and tough technical questions.

Situational interviews are smart

When you think about it, would a company hiring a truck driver without making a candidate actually drive a truck? Of course not. Why would it be any different for a software engineer to program in Java Script in an interview? Or a teacher lead a lesson on earth science to high school students?

Many articles have been written on how to answer tough interview questions. But let’s consider putting a day of questions away and instead having candidates perform in certain situations. There is more value in this for the mere fact that candidates must prove they can do what they’ve written on their résumé.

For a lack of a better cliche, “The proof is in the pudding.” The candidate delivers on his promise. He wrote on his resume that he can write compelling copy. A situational interview makes him prove it. A product or service is described; now he needs to write compelling copy for the website. This can be done at home or on the spot.

More than a few employers have discovered days after hiring an administrative assistant that he can’t, in fact, perform a task like creating pivot tables in Excel. Had the employer conduced a situational interview, they wouldn’t have come across this problem.

The circumstance would be more dire if a company hired a project manager without having said person present a 30, 60, 90 day plan of how she would oversee the implementation and follow-through of a testing software and hardware product.

Preparing for a situational interview

I’m sure you’ve heard about preparing for an interview—I mean really preparing—a bazillion times. You’ve been told you need to research the position, company, and industry. And if you’re really on top of it, you’ll research the people whom are interviewing you.

I asked one of my former clients how he would prepare for a situational interview. The surprise on his face was evident. Would he actually have to do that? He might. As a social media manager, he might have to write a 30, 60, 90 day plan on how he would develop a social media campaign.

The best case scenario and fairest of all is being told before an interview of the project a person has to complete, but this isn’t always the case. Like a truck driver who has to drive a dump truck, you might have to deliver a technical training class.

Ideally you know someone who works in the company for which you’re interviewing. You could ask that person if he knows how the interview process will  go. Your mole tells you the last person had to write a 30, 60, 90 day plan on the spot. Having a mole in the company who can provide you with this information is ideal, but often not possible.

You might reach out to the hiring team and ask if you’ll be participating in a situational interview, stating that you want to be as prepared as possible. Sound desperate? Perhaps. Maybe they’ll tell you; maybe they’ll leave you in the dark.

If you have no inside information, carefully comb through the job description to determine which of the requirements are most important. For example: top of the list is, “Analyze and track operational and financial metrics.” You might predict that you’ll have to perform part of this task, either before, during, or after the interview.

Preparation might not be an option

At the very least, you need to know that these types of interviews exist. They’ve been around forever, it seems. I had to create a flyer for a workshop program when I applied for a job in career development. Of course I busted my ass doing it. In the end, I didn’t get the job, and the organization had the results of my hard work. Hmm.

One of my clients was told specifically by HR that he wouldn’t have to solve a software problem in an interview. However, the hiring manager had different ideas. In the interview, he was told to go to the whiteboard and solve a problem.


One of the secrets of doing well in an interview, any type of interview, is expecting anything. Don’t be surprised by the types of questions asked, and don’t be surprised if you have to prove what you assert on your résumé.

Photo: Flickr, Marilyn Kaggen

 

5 times when TMI hurts your job search

When my wife and daughters talk about bras and other female accessories in my presence, that’s too much information (TMI) for me. Or when they reveal certain information on the relationship of one of my girl’s boyfriend, that’s also TMI.

tmiWhen my older customers introduce themselves during our networking events, they may reveal TMI. Such as how they were let go from their previous employer or how they have been out of work for a certain number of months.

What these folks fail to realize is that there are situations when disclosing your deepest and darkest secrets is not a wise move. And a networking event is one of them. So when is it harmful to your job search to disclose TMI?

The answer I’d like to give is always, but that’s unrealistic and a very cold statement. There should be times when you can voice your frustrations, such as with close friends, job-search buddy groups, etc. There should be times when you can let your guard down.

But let’s look at times when you shouldn’t.

Networking Events

I’ve already mentioned networking events. But this deserves more discussion because this is a time when you have a large number of people listening to you deliver your elevator pitch, or simply talking with you one-on-one.

This is a time when most people are listening for confidence, not defeatism; when they want to hear a positive tone, despite your feeling of despondency. After all, the purpose of networking is to create relationships that are beneficial to you and your networking partners.

Community Networking

Many people don’t realize that whenever they talk with someone in their community, there’s a chance, slight as it might be, that they might know of someone with whom you can speak, heard about a job opening, or even know the hiring manager of the department in which you’d like to work.

Therefore, it’s wise to not disclose TMI to anyone with whom you speak outside the home. Sometimes in my workshops I’ll listen to people as they talk about how they were unjustly let go. Workshops are part of your community and not where you should share this information unless asked.

I reiterate, if you want assistance from people, you need to come across as calm, friendly, and even confident. If you appear confident, others will be confident in your abilities.

Online Networking

Often I’ll see TMI shared on LinkedIn. What people need to realize is that recruiters, hiring managers, and HR are trolling LinkedIn for talent and that they read what people write. So if you come across as angry or you share inappropriate posts, you’re hurting your cause.

The same applies to Facebook and Twitter. I am acutely aware of the content people share on Facebook, content that would severely hurt people’s chances of getting a job. (Have you seen the F bomb thrown around on Facebook? I have.)

Many people reason that because they’re working, they don’t need to be concerned about sharing TMI. To them I say, “Nothing lasts forever, including your job.”

Family gatherings

Family member would love to help you find your next job and get out of unemployment. They really would. However, many of them are not in a position to help you. Sure, they may hear about an opportunity that seems right for you…85 miles from your home.

Am I saying you shouldn’t let family know you’re out of work? No, not at all. Just be selective as to which family members you share a great deal of information with. Cousin John, for example, is in your industry and understands the job of an accountant. Therefore, he is an ideal person to talk to at length.

The others. They’re the ones who you mention in passing that you are in transition. Explain what type of job you’re looking for and some of your best strengths. Going into a long drawn-out story about your unfortunate situation will probably garner some sympathy, but will not instill confidence in you.

Interviews

There are questions that are meant to determine if you raise any read flags. The most obvious are the weakness question, why you left your last job, and even tell me about yourself. Be aware of questions like this. Don’t disclose too much information that can hurt you.

Rather share information that shows the value you bring to an organization. Your answers to questions that ask for a negative result should be brief; no longer than 30 seconds. And they should always circle back to what you’ve learned from the experience.

Ironically my clients tend to describe every nuance of their weakness. At times I need to put up my hand and loudly say, “Stop.” Then they ask me if they’ve gone too far. TMI. Interviewers do want to hear self-awareness, but enough is enough. TMI.


As career consultants, we always stress telling the truth. But there is such thing as too much information (TMI). Know when you need to speak in a positive manner, as when you’re out and about; and know when you should avoid disclosing TIM at interviews.

5 steps to answer, “Tell us about a time when you had to deal with pressure”

You’re in a group interview and it’s been going smoothly. You’ve answered the questions you prepared for. To your credit, you read the job description and identified the most important requirements for the job, Marketing Manager.

Mock Interview

The interview is going so well that you’re wondering when the hammer will fall. When will the killer question be asked? That question would be, “Tell us about a time when you had to deal with pressure.”

In the job description, one sentence read, “You will be working in a fun, fast-paced, pressure packed environments. If you like challenges, this is the job for you.”

Sure enough one of the interviewers asks the question you were dreading. “Jane, tell us about a time when you had to deal with pressure. How did you approach it, and what was the result?”

Great, a behavioral-based question. You never considered what you did at your last job as having to deal with pressure. Pressure wasn’t in your vocabulary. Coming to the interview, you ran a scenario over and over in your mind.

The interviewer is waiting for your answer. How are you going to respond? You decide that you’ll ask for some clarification first. “This is a great question but one I’m having trouble with,” you say. “Would you give me an example?”

“I’m referring to a time when you had to meet a deadline as a Marketing Manager. There will be deadlines to meet here,” one of the interviewer says calmly.

All of the sudden it occurs to you that you had many deadlines to meet, and that you met almost all of them, 95% at least. You will have no problem answering the question honestly. It’s just a matter of recalling the specifics of a story that comes to mind.

“Thank you Ms. Jones. This helps a lot.”

Remembering the S.T.A.R formula a career coach told you to use, you begin your story.

Situation

Three years ago I was hired by my previous organization to manage the marketing department. One major problem the company had was a lack of social media presence. I mentioned this in my interview with them.

Task

Shortly after I was hired, I was given the task of creating a more robust social media presence. The VP of the organization came into my office and gave me the exciting news; and as he was leaving, he told me I had a month to pull it off.

Actions

  • The first thing I did after hearing the news was evaluate the situation. We had a Facebook page that was barely getting hits. Some of our employees had LinkedIn accounts, and that was about it.
  • I approached one of my employees whose LinkedIn profile was strong and asked if she would be willing to create a LinkedIn company page. I was strong with LinkedIn, but knew very little about a company page. She was excited to take this on.
  • As I left her cubicle, she told me she would also take on the Facebook page. I joked with her about taking on Twitter. She told me it would be too much work, in addition to her other responsibilities. I agreed.
  • From looking at our competitors’ social media campaigns, I realized our strongest competitor had the top three I mentioned, as well as Instagram and Pinterest. I didn’t have the staff to implement these two platforms. I would need to hire a person to take these on.
  • My VP agreed to letting me hire a person to take on Instagram and Pinterest, but told me I had a budget of 20K. I was able to negotiate 5K more, plus an additional month on the deadline.
  • The person I hired was looking for part-time work, 25 hours a week, and knew Instagram and Pinterest very well, having taught it at a local community college. He agreed upon 22K for salary.
  • The last step was letting our clients and partners know about our new campaign. Once the campaign was a few weeks off the ground, I had one of the staff send out a mass mailing through ConstantContact, letting them know about our campaign.

Result

At first the reaction I was hoping for from our audience was sluggish, but after a month our visits to Facebook increased by 300%. LinkedIn visits increased by 50%, and Twitter gained 50% more followers. Instagram also did well with 4 visits a day. It was agreed that Pinterest would be dropped after a month since its inception.

Even with the extended due date I negotiated, my staff were able to complete the task by a month and a half. In addition, my VP decided that our new hire would be offered a full-time position monitoring all of the platforms.


There’s one more component of your story to make it complete: what you learned. This will close the loop.

Learn

What I took away from this experience is that when the pressure’s on, I react with decisiveness. I’m more than confident I will do the same for you.


This behavioral-based question is a common one asked in interviews. Be prepared to answer it and make sure you use the S.T.A.R formula. This is the best way to tell your story.

Beyond the “Nerves” in an Interview: 4 ways to deal with it

Most people get nervous when they’re being interviewed for a job. They are peppered with questions that are meant to get to the core of their technical abilities, motivation, and fit. It’s a stressful situation. This is called “getting the nerves,” and it’s natural. Most likely you feel the same way about interviews.

anxious

But what if you are unable to get past the nerves because of anxiety? What can you do that will prevent you from losing the opportunity for the job? How can you stop your hands from shaking, your voice cracking, or even breaking into tears. In this post I’ll talk about what to do if it’s more than having the “nerves” in an interview.

Admit to Yourself that You’re Anxious

You’re not alone in feeling anxious. Knowing this should give you solace. Many job seekers have told me that they felt so “anxious” that they couldn’t think straight and answer the questions entirely. A few have even told me that had to remove themselves from the situation. While this is not “normal behavior,” it does happen.

Telling others, job counselors, a therapist, or even friends, could be helpful. Talking about how you feel can relieve some of your anxiety. Hearing from those you talk with that being anxious is understandable will be of comfort. Further, talking with someone who felt anxious in interviews, but landed a job regardless will give you a better sense of hope.

Know that the interview/s are barriers to getting a job, and once you’ve overcome the barrier, you will be able to do the work required to succeed. Remember that you want the job for which you’re applying; it is the end game. This will take preparation, though.

Before an Interview

I tell my clients that being prepared for an interview will give them confidence. This means thoroughly researching the position and company. If you’re really good, you’ll research the competition. People who interview without preparing—winging it—generally perform poorly in an interview.

While it’s important to research the position and company, you will benefit also from preparing mentally for the interview. This will include getting a good night’s sleep the day before, if you can. The day of the interview, you should take a leisurely walk and rehears answering the questions you predict will be asked. Or you might prefer answering the questions while looking into a mirror.

You might benefit from participating in a taped mock interview which will show you how you respond to questions, as well as your body language. I conducted a mock interview with someone who my colleague believed to be anxious. The client’s answers were fine; however she appeared tense and fidgeted with her fingers. My suggestion to her was that she keep her hands in her lap.

Admit to the interviewers that you’re anxious

Chances are that at least one of the interviewers—if it’s a group interview—suffers from anxiety and can relate to your condition. Perhaps one or more of the interviewers know others who suffer from anxiety. They should be empathetic if they know your condition.

You can simply say before the interview begins, “I’m a bit anxious at the moment. Interviews are stressful for me. I hope you understand.” Chances are that they’ll understand your feelings.

In fact, anxiety is more prevalent than you might suspect. According to the National Institute of Mental Health, approximately 19 percent of adults suffered from anxiety.

An estimated 19.1% of U.S. adults had any anxiety disorder in the past year.

Past year prevalence of any anxiety disorder was higher for females (23.4%) than for males (14.3%).

An estimated 31.1% of U.S. adults experience any anxiety disorder at some time in their lives.

It is possible that you aren’t clinically anxious, but interviews and other social situation cause symptoms of anxiety. The most important thing is the message you deliver. Focus on expressing the value you will bring to the table. If you have to pause at times, that’s fine.

When your anxiety is debilitating

You may suffer from clinical anxiety, in which case you’re probably taking medication or attending therapy to keep it at bay. Healthy Info Daily describes the biological reasons for anxiety:

For a person with severe anxiety, their neurotransmitters are not working properly, and important messages can’t get through properly, which in turn causes the brain to work improperly, leading to anxiety, depression and other stress-induced disorders.

There are obvious signs of anxiety. Some symptoms of anxiety are excessive worrying, sleeplessness, panic attacks, fear/discomfort around crowds, and fear of speaking in public. Compound your anxiety with the pressures of an interview, it’s no wonder being interviewed is difficult. However, knowing you’re suffering from anxiety will explain the fear you experience in an interview.

In some cases, job candidates may need intervention or help from a vocational professional. This is in severe cases and usually for candidates who won’t be serving customers. Jobs that are individualistic would be best for them. If you fall under this category, it’s important that you apply for jobs appropriate for you.

Disclose your disability at some point during the interview, perhaps at the beginning. You have the ability to handle the responsibilities of the job; however you will require accommodations. It’s best to let employers know this before they hire you, as if you’re hired and then disclose your disability, your supervisor will most likely distrust you and might find reasons to let you go.


Interviews can cause mild to server anxiety for many people. If you happen to be one who gets anxious in an interview, reflect on why you are, ask for help from others, and if your anxiety is severe consider medication as a means to keep your anxiety at bay.

This post originally appeared on recruiter.com.

Photo: Flickr, Eduardo

5 pre-interview tools employers use to screen candidates

You’re probably aware of the order in which employers attempt to fill a position. First, they consider their own employees; second, ask for referrals from their employees; third, seek referrals from trusted people outside the company; fourth, hire recruiters; and lastly, advertising the position. Or they use a combination of all of these.

pre-employment test

There are many reasons why employers prefer not advertising an open position, including the cost to advertise, having to deal with a deluge of résumés, and interviewing people they don’t know.

In many cases advertising their position/s is unavoidable because all other methods of filling them have failed. Thus, they resort to tools to make sure they get the most qualified people entering their doors. You need to be aware of these tools.

Applicant tracking systems (ATS)

This is the beginning of the hiring process from the candidates’ experience. The ATS eliminates approximately 75 percent of the applicants for a single job. It is a godsend for recruiters and HR, who are overburdened with résumés to read.

To be among the 25 percent that pass the ATS, you’ll have to write a résumé that is keyword rich. Unfortunately many candidates don’t know about the ATS and don’t optimize their résumés. I’m astounded by the number of people who come through our career center unaware of the ATS.

Your best bet is to write keyword-rich résumés that are tailored to each job. Instead of using the spray-and-pray approach, be more focused on positions that are a fit and dissect job descriptions to identify the most important skills and experience required.

Jon Shields of www.jobscan.co explains the ATS in great detail in this post.

Pre-employment aptitude and personality tests

Employers have come to rely on aptitude and personality tests that can determine the candidates who’ll advance in the hiring process. Some employers will swear by them, believing that the software can do a better job of screening individuals than their own HR and recruiter.

Employers use pre-employment tests because they are objective and fair across the board—each candidate answers the same questions—and they’re a good indicator of job-related skills. These tests also measure character traits like integrity, cognitive abilities, emotional intelligence, etc.

Where these tests fail is measuring candidates’ motivation to learn job-related skills. This means if you aren’t completely proficient in a certain CRM software, for example, your ability to learn quickly isn’t factored in.

These tests can also encourage dishonesty. For example, you might get the sense that the test encourages outgoing, extraverted types; but you’re preference is for an individualistic work setting. Ergo, your answers won’t truly reflect your personality.

This article talks about the most common types of pre-employment tests.

Telephone Interviews

Hardly new, the telephone interview is typically the first type of interview you will encounter to get to the face-to-face interview. The interviewer has two main objectives: getting your salary requirement and determining if you have the job-related skills to do the job.

However, you need to expect not only the aforementioned questions, but more difficult questions, such as situational and behavioral-based. Telephone interviews have also become more numerous. It’s not uncommon for someone to participate in three or more telephone interviews.

LinkedIn’s report, Global Recruiting Trends 2018, states that telephone interviews are considered the least favorable out of the structured interview. This is probably due to the fact that phone interviews are conducted by agency recruiters who may know little about the job requirements and desired fit; thus producing less qualified candidates.

Skype interviews

Skype interviews are common these days. Employers use them to save time and, ultimately, money. As well, interviewers get to see your facial expressions and body language. They are akin to face-to-face interviews, save for the fact that candidates aren’t invited to the company. This means candidates must nail the following areas:

  1. Stellar content and demonstrated enthusiasm through your answers and body language.
  2. Professional attire. Dress as though you’re going to a face-to-face interview.
  3. All the mechanics are in check, such as lighting, sound, and background.
  4. Look at the webcam, not at the interviewer/s. Looking at them will make it seem like you’re not making eye contact.

Skype interviews may, in fact, be the final interview, which makes it even more dire for job candidates to be prepared for them. This is particularly true if interviewers are situated all over the world.

Don’t be surprised if an employer wants to conduct a Skype interview with you. One of the areas I didn’t mention is learning how to set up a Skype account. My efforts in setting up mine was frustrating, as I had a hard time figuring out how to access the free version.

Video interviews

Skype interviews can not only be challenging for candidates, they can also be time consuming for the employer, as it requires them to participate. Video interviews, on the other hand, don’t require employer participation, until the interviews are watched and graded.

Job candidates are given a number of questions to answer and are timed during the session. At no point do they see the interviewer/s, unlike a Skype interview. My clients who have participated in video interviews say it’s like talking to a wall.

This might be a bit unnerving, but don’t let it rattle you. Have you ever answered interview questions while looking in the mirror? Think of it this way and you’ll be fine. One more thing, look at your computer’s webcam while answering the questions, just as you would for a Skype interview.

Matthew Kosinski from www.recruiter.com. rates the top five video interview platforms in this post.


There you have it: 5 tools employers use to determine who to invite for a face-to-face interview. No method of hiring the right person is flawless, but employers feel like they’re making strives to accomplish landing the best candidate. It is up to you to do well in every aspect of the process.

4 keys to a successful mock interview

One of my clients told me recently that the mock interview I conducted with her was the best experience she’s had preparing for interviews to date. This was after a session where I reviewed her performance with constructive criticism, at times brutal honesty.

mock interview2

I understood my client’s sentiment, because I also think a mock interview is extremely effective, if done correctly. I’ve conducted hundreds of mock interviews over the course of my tenure at the urban career center for which I work.

You don’t have to be a career advisor in order to conduct a mock interview. You can be a friend or relative. But to successfully conduct a mock interview, you must cover the following four components.

Keep the interview itself short

The length of the mock interview should be no longer than 45 minutes; you’ll want to give yourself time to play back the recorded interview. The playback gives the client and you the opportunity to address the strengths and weaknesses of her performance.

The goal of a mock interview is not to make it the length of a real interview. Where the real interview might be a marathon, the mock interview is akin to a sprint. It is intense and just long enough for the client to get the idea of how she performed. Additionally, the interview part itself can be exhausting if it is 90 minutes long.

The mock interview should be filmed and played back

If possible, you should should film the mock interview with a digital camera. The old saying the camera never lies is true. Not only is it important for your client to hear the content of her answers and the tone and inflection of her voice; she also needs to see her body language and other nuances.

Your client, and you, may forget the answers she gives. Filming the interview allows both of you to hear her answers again. You can comment on her answers intelligently and accurately. For example, “Your answer to this question asking why you left your most recent position is a bit too long,” you may comment. “And refrain from blaming your supervisor if possible.”

Seeing her body language can be even more important to your client than hearing her answers, particularly if her body language is extremely poor. One of my clients came across so stiff that he didn’t move his hands the whole time. His eye contact was extremely poor, as well. He recognized this because of seeing the recording and vowed to correct his body language and eye contact.

Usually I don’t have the time to get through the entire playback, but this is fine. I ask participants to bring a thumb drive with them so they can review their mock interview at a later date.

Clients must take the mock interview seriously

Be sure to make this clear before a few days of the mock interview. Tell your client that it will be treated as a legitimate interview. Setting this expectation will ensure that the atmosphere will be professional.

This begins with something as simple as dressing the part. I can tell when a client is serious about his mock interview by the way he dresses. If he comes dressed to the nines, this is a good sign. On the other hand, if he comes dressed in a tee-shirt and shorts, this is a turnoff.

The participant must also have done his research. For example, if you ask, “What can you tell me about this company, and why do you want to work here?” it is unacceptable for him to tell you he will know the answers in the “real interview.” No, he must see the mock interview as a “real interview.”

Your client must be an active participant. I will ask for my client’s input during the playback of the mock interview. This is his opportunity to comment on the content of his answers, as well as his body language. As the interviewer, you don’t want to give all the feedback. It’s important that the participant does some self-critique.

You must also take the mock interview seriously

This means being prepared. If I show up for a mock interview unprepared, it doesn’t go as well; and I sense that my client knows this. I might ask canned questions.

Before conducting a mock interview, ask your client to provide two documents, her résumé and a recent job description. From these you’ll write the questions for the interview. You don’t necessary have to stay on script; you might fall into a more conversational mode if the spirit drives you.

The questions must be challenging, without embarrassing your client. It’s also important to come across as friendly in order to put her at ease. On the other hand, if you know your client will encounter stress interviews, make the mock interview stressful. Generally speaking, the mock interview must build confidence, not demean your client.

At times you might experience resistance from your client. Hold your ground. She doesn’t need to agree with everything you say; and you might want to preface this at the beginning of the critique. Keep in mind that she will know more about her occupation, but you know more about the interview process. However, if you are unprepared, your authority goes out the window.


Mock interviews can be the most valuable job-search tool for a candidate. I encourage my clients to participate in them as much as possible. Many express discomfort at the idea of being asked questions, let alone being filmed. When you have the opportunity to conduct a mock interview with a client, don’t hesitate. You’ll be doing your client a great favor.