Behavioral interview questions



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BEHAVIORAL INTERVIEW QUESTIONS



  • Tell me about a project you have managed.  How have you kept track of and monitored its progress?

  • Conflict on the job in inevitable.  Tell me about a time when you successfully dissipated the conflict by seeking solutions from others.

  • Describe a time when you had to ask questions and listen carefully to clarify the exact nature of an internal/external customer’s problem.

  • Tell me about the most diverse group to whom you have made a presentation.  What difficulties did you encounter? What did you do?

  • Change is often difficult for people.  What steps have you taken to overcome resistance to change?  Give a specific example.

  • Tell me about a specific project you were working on where the specifications changed but the deadline did not.

  • Give me an example of how you have worked collaboratively with others to meet a common goal.

  • Tell of a time when you worked with a colleague who was not completing his or her share of the work. Who, if anyone, did you tell or talk to about it? Did the manager take any steps to correct your colleague? Did you agree or disagree with the manager's actions?


RECOMMENDED APPROACH
Have stories to tell. Use the "STAR" method to structure your responses:

  • What was the SITUATION?

  • What was your TASK?

  • What ACTION did you take?

  • What was the RESULT?

Remember to clearly identify YOUR role in the story. Be detailed. The interviewer will probe for more information about how what you did impacted the result. Some companies will spend an entire 30 minute interview on two behavioral questions/stories.


CASE INTERVIEW QUESTIONS
The types of cases you are likely to encounter will generally fit into one of three distinct groups - Strategy, Build-up, or Special Cases. No matter what type of case you encounter during the interview, you should follow these general guidelines:


  • Think first, then speak

  • Be as clear and concise as possible (e.g. 1, 2, 3)

  • Ask questions, don't just give answers

  • Make sure you are answering the problem being asked

  • Establish the scope of the problem before digging deep in one area

  • Always state your assumptions

  • Don't be afraid to take notes if there are a lot of facts

  • Be sure you explain your thought process/logic path

  • Select a solution and justify it

  • Don't forget possible alternatives

  • Read the newspaper the day of your interview; many times interviewers will pull cases from the day's news


Strategy cases generally involve Costs, Revenues, or Marketing. Recommendations for solving these cases involve using frameworks like “The Four Ps” (Product, Price, Place, Promotion) or “The Three Cs” (Customers, Competitors, Capacity, Cost).
Build-up cases are meant to test your quantitative ability and general logical reasoning skills, for example:
  • How many credit cards are there in the world?


  • How many quarters are there in Yankee stadium during a sold out game?

  • How many people in the U.S. wear earrings?

There are certain statistics that you should be familiar with in order to help you solve cases, including:



  • Population of the world

  • Population of the US (or country you are focusing on)

  • Number of households in the US/country

  • Number of adults in the US/country

  • Number of cars per household

  • Minimum wage

You should also be familiar with general demographic trends (i.e. generational tendencies and income distribution).


Special cases (i.e. engineering, economics, data analytics) focus on your ability to think conceptually, business acumen, and creativity, for example:

  • What is the minimum number of 1 " x 1" x 1" cubes needed to make a 10" x 10" x 10" cube?

  • A red and a white die are rolled. Let event C = {5 on red die} and event D = {sum of dice 11}. The 36 outcomes have equal likelihood. Are events C and D independent?

  • Let X1, X2, …,XN be a random sample from geometric distribution with p.m.f. f(x;p) = (1-p)x-1, x=1,2,3… What is the maximum likelihood estimator of p (derive)?


If you get stuck…
  • Pause to collect your thoughts. Remaining silent is better than blurting out an incoherent thought


  • Recount what you already know to the interviewer. By reviewing what you know about the case, the next step often becomes more clear

  • Avoid inappropriate approaches, like ignoring or forgetting important facts, defending impractical solutions, or force-fitting a framework that just doesn’t work

  • Don't give up. Interviewers are judging your poise and maturity in addition to your problem-solving skills


Adapted from: Inductis, Inc. Interview Guide at

Office of Student Affairs 11/25/2016

Career Services – A. Blackburn Page





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