Prepare for a job interview
What to cover in the days before, on the day itself, and just after. Tick as you go: whatever stays unticked is exactly what will make you hesitate in the room.
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One week before
| Done | To do |
|---|---|
| Those are the ones the interviewer will test. Prepare a concrete example for each. | |
| Two minutes each, with a figure if you can. They will answer half the questions asked. | |
| Their role changes everything: a future manager wants to know if you can do the job, HR whether you will stay. | |
| Funding round, new product, acquisition. One sentence showing you follow them beats ten minutes of theory. | |
| It becomes one of your questions — the best way to ask something that does not sound rehearsed. |
Your difficult answers
| Done | To do |
|---|---|
| Factual, short, no criticism of your previous employer. It is a loyalty test as much as a question. | |
| Decide it calmly, before you are in the room. | |
| One owned sentence is enough. Avoiding it draws more attention than explaining it. | |
| Ninety seconds maximum: where you are, what you are looking for, why them. |
Your questions
| Done | To do |
|---|---|
| Having no questions is the most common negative signal at the end of an interview. | |
| How many stages, with whom, by when. It saves you waiting in the dark. |
The day before and the day itself
| Done | To do |
|---|---|
| Add twenty minutes. Arriving out of breath costs you the first five minutes. | |
| On the device you will actually use, not another one. | |
| Useful for you, and for an interviewer who does not have it to hand. | |
After the interview
| Done | To do |
|---|---|
| Ten minutes later you have everything; the next day half of it is gone. | |
| Short, referring to one specific point discussed. It sets you apart at no cost. | |
| The stated deadline, plus two working days. |