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14: Applying and Interviewing for Employment
14-1
CHAPTER 14:
Applying and Interviewing for Employment
CHAPTER SUMMARY
Chapter 14 focuses on how to prepare for and successfully complete job interviews. The chapter
begins its focus on writing application letters. Next, students are introduced to the interview
process, including screening, selection, and final interviews. They learn about the various types
of interviews, such as structured, open-ended, group, stress, video, and situational. They also
learn how to prepare for a job interview by doing follow-up research, thinking ahead about
questions, bolstering their confidence, polishing their interview style, planning to look good, and
being ready when they arrive. The chapter discusses interview stages (the warm-up, the question-
and-answer session, and the close), and offers suggestions for handling each one. The chapter
closes by focusing on common follow-up messages: letters of thanks, letters of inquiry, letters
requesting an extension, letters of acceptance, letters declining a job offer, and letters of
resignation.
CHAPTER OUTLINE
Submitting Your Résumé
Writing Application Letters
Getting Attention
Building Interest and Increasing Desire
Motivating Action
Following Up After Submitting a Résumé
Understanding the Interviewing Process
The Typical Sequence of Interviews
The Screening Stage
The Selection Stage
Common Types of Interviews
Structured Versus Unstructured Interviews
Panel and Group Interviews
Interview Questions
Behavioral Interview Questions
Situational Interview Questions
Case Interviews
Stress Interviews
Interview Media
Interviewing by Phone
Interviewing by Video
What Employers Look For in an Interview
Preemployment Testing and Background Checks
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Preparing for a Job Interview
Learning About the Organization
Thinking Ahead About Questions
Planning for the Employer’s Questions
Planning Questions of Your Own
Boosting Your Confidence
Polishing Your Interview Style
Presenting a Professional Image
Being Ready When You Arrive
Interviewing for Success
The Warm-Up
The Question-and-Answer Stage
Answering and Asking Questions
Listening to the Interviewer
Handling Potentially Discriminatory Questions
The Close
Concluding Gracefully
Discussing Salary
Interview Notes
Following Up After an Interview
Follow-up Message
Message of Inquiry
Request for a Time Extension
Letter of Acceptance
Letter Declining a Job Offer
Letter of Resignation
The Future of Communication: Blind Auditions
What’s Your Prediction?
Chapter Review and Activities
TEACHING NOTES
Submitting Your Résumé
In addition to your résumé, you’ll need to:
• Write application letters.
• Write job-inquiry letters.
• Fill out application forms.
• Write follow-up notes.
An application letter, or cover letter, has three goals:
• To introduce your résumé
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• Persuade an employer to read it
• Request an interview
A prospecting letter is more challenging because you don’t have the clear target you have with a
solicited letter. It requires more research to identify the qualities that a company would probably
seek for the position you would like.
For either type of letter, follow these tips:
• Avoid gimmicky application letters.
• If the name of the hiring manager is findable, address it to him or her.
• Clearly identify the opportunity you are interested in.
• Show that you understand the company and the position.
Because application letters are persuasive messages, use the AIDA approach to organize them.
The opening paragraph of your application letter has two important tasks to accomplish:
• Clearly stating your reason for writing
• Giving the recipient a reason to keep reading by demonstrating that you have some
immediate potential for meeting the company’s needs
To build interest and create a desire in the middle section of your application letter, try to:
The final paragraph of your application letter has two important functions:
• To ask the reader for a specific action (usually an interview)
• To facilitate a reply
To motivate action, you should include your email address and phone number, as well as the best
time to reach you.
Deciding if, when, and how to follow up after submitting your résumé and application letter is
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one of the trickiest parts of a job search.
• Keep in mind that employers continue to evaluate your communication efforts and
professionalism during this phase, so don’t say or do anything to leave a negative
impression.
When you follow up by email or telephone, you can share an additional piece of information that
links your qualifications to the position (keep an eye out for late-breaking news about the
company, too) and ask a question about the hiring process as a way to gather some information
about your status.
Understanding the Interviewing Process
An employment interview is a meeting during which both you and the employer ask questions
and exchange information; the objective is to see whether the applicant and the organization are
a good fit for each other.
As you begin to prepare for your interview, keep three points in mind:
• Recognize that the process takes time—start your preparation and research early.
Before deciding to make a job offer, most employers interview an applicant two or three times in
the following stages:
• Screening stage
• Selection stage
• Final stage
Interviews at the preliminary screening stage:
• Help employers screen out unqualified applicants.
Interviews at the selection stage allow organizations to narrow the field a bit further. A typical
next step is a telephone interview with the hiring manager. The most promising applicants are
then usually invited to visit the company for in-person interview with a variety of staff and
managers.
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Final stage interviews are often conducted to sell you on the advantages of joining the
organization.
Be prepared to encounter a variety of interviewing approaches and types of interview questions.
• Structured and unstructured interviews
• Panel and group interviews
In structured interviews:
• The interviewer (or a computer program) asks a series of prepared questions in a set
order.
In open-ended interviews, the interviewer adapts his or her line of questioning based on the
answers you give and any questions you ask.
In a panel interview, you meet with several interviewers at once.
In group interviews, one or more interviewers meet with several candidates simultaneously to see
how they interact.
Behavioral questions ask you to describe how you handled situations from your past. Use the
STAR approach to craft answers to behavioral questions:
• S/T: The situation you faced or the task you were given
Situational questions are similar to behavioral questions, except that they ask you to explain how
you would handle various hypothetical situations that could arise on the job.
Situational questions ask you to explain how you would handle various hypothetical situations.
The most unnerving type of interview is the stress interview, during which you might be asked
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Employers trying to cut travel costs and demands on staff time often interview candidates via
telephone or video.
Interviews show employers whether you:
• Can handle the responsibilities of the position
• Will be a good fit with the organization
The most common types of preemployment testing include:
• Integrity, personality, and cognitive ability tests
• Job knowledge and job skills tests
Preparing for a Job Interview
When preparing for interviews, be sure to:
Plan for the employer’s questions by giving a little extra thought to some tough questions like
these:
• What was the hardest decision you’ve ever had to make?
• What are your greatest weaknesses?
• Where do you want to be five years from now?
• What didn’t you like about previous jobs you’ve held?
• How do you spend your free time?
• Tell me something about yourself.
Remember that an interview is a two-way conversation, and that the questions you ask are just as
important as the answers you provide.
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To boost your confidence:
• Remember that you have value to offer the employer and the employer already thinks
highly enough of you to invite you for an interview.
Evaluate the length and clarity of your answers, your nonverbal behavior, and the quality of your
voice. To polish your interview style, you can:
• Stage mock interviews with a friend or using an interview simulator.
Clothing and grooming are important elements of interview preparation because they reveal
something about a candidate’s personality, professionalism, and ability to sense the unspoken
“rules” of a situation.
The following look will serve you well in just about any interview situation:
• Neat, “adult” hairstyle
• For more formal environments, conservative business suit (for women, that means no
exposed midriffs, short skirts, or plunging necklines), in dark solid color or a subtle
pattern such as pinstripes; white shirt and understated tie for men; coordinated blouse for
women
One way to be ready when you arrive is to plan ahead and bring the following items:
• A small notebook
• A pen
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• An outline of what you’ve learned about the organization
• Any past correspondence about the position
If you plan to use a tablet or other device for note taking or reference during an interview, be
careful not to waste any of the interviewer’s time fumbling with it. Also, turn off your mobile
phone.
Another way to be ready when you arrive is to plan to arrive early:
• Know when and where the interview will be held.
Finally, be ready when you arrive:
• Don’t approach the reception desk until 5 minutes or so before your appointed time.
• If you arrive early, use this time to review the key messages about yourself that you’d
like to get across in an interview.
Interviewing for Success
Every interview proceeds through three stages:
• The warm-up
• The question-and-answer session
• The close
The first few minutes of the interview might feel like small talk, but the interviewer is forming
an impression of you so respond with positive body language, a warm smile, and thoughtful
answers
Common questions in this stage include:
• Why do you want to work here?
• What do you know about us?
• Tell me a little about yourself.
In the question-and-answer stage, be sure to:
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• Let the interviewer lead the conversation.
• Never answer a question before he or she has finished asking it.
• Avoid one-word, yes-or-no answers as much as possible.
When it’s time to ask questions, be sure to:
• Ask questions from your prepared list.
• Probe for what the company is looking for in its new employees.
• Zero in on any reservations the interview might have about you so that you can dispel
them.
Be alert to how your comments are being received by noting the interviewer’s:
• Facial expression
• Eye movements
• Gestures
• Posture
A variety of federal, state, and local laws prohibit employment discrimination on the basis of:
• Race
• Ethnicity
• Gender
• Age (at least if you’re between 40 and 70)
If your interviewer asks questions to elicit information on these topics, think carefully before you
respond. You can refuse to answer it, you can answer it and move on, or you can try to identify
why the interviewer might have asked it.
If you choose to answer such a question as asked, ask yourself whether you want to work for an
organization that condones illegal or discriminatory questions, or that doesn’t train employees to
avoid them.
When the interviewer is trying to conclude the session, he or she may:
• Ask whether you have any more questions.
• Check the time.
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• Summarize the discussion.
• Simply tell you that the allotted time for the interview is up.
When you get the signal, you should:
If the interview ends with an offer of employment, you may either:
• Accept it.
• Request time to think it over.
If you receive a job offer, you’ll want to discuss salary, but let the interviewer raise the subject.
If you aren’t satisfied with the salary, you might be able to negotiate depending on the following
factors:
• Market demand for your particular skills
• Overall strength of the job market
If you’re comparing offers, be sure to consider the entire compensation and benefits package.
Interview notes will help you decide if the company is the right fit for you when it comes time to
choose from among job offers.
Following Up After an Interview
Following up after an interview:
• Shows that you really want the job and are determined to get it.
Express your thanks within two days of the interview.
In a thank-you message (whether it’s a phone call, an email message, or a letter), you should:
• Acknowledge the interviewer’s time and courtesy.
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• Reinforce the reasons that you are a good fit for the position.
• Modify any answers you gave during interview.
• Respond to any negatives that might have arisen in interview.
Send a message of inquiry when you:
When requesting a time extension, be sure to:
• Open with a strong statement of your continued interest in the job.
• Ask for more time to consider the offer.
• Provide specific reasons for the request.
• Assure the reader that you will respond by a specific date.
When you want to accept an offer, send a letter of acceptance within five days that:
• Begins by accepting the position and expressing thanks.
• Identifies the job that you’re accepting.
Remember that your written acceptance can be legally binding.
When writing a letter declining a job offer, be sure to:
• Use the negative message plan.
• Open warmly.
When writing a letter of resignation:
• Use the techniques for negative messages.
• Make the letter sound positive.
• State your intention to leave.
• Give the date of your last day on the job.
• Give your employer at least two weeks’ notice.
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THE FUTURE OF COMMUNICATION: BLIND AUDITIONS
Implicit bias has been a longstanding concern in job interviews and hiring decisions. In the
1970s, women made up only 5 percent of professional symphony musicians. Orchestras
gradually moved to blind auditions, where the performer is hidden behind a curtain so the people
evaluating them can hear but not see them—meaning they can’t make judgments based on
gender, age, appearances, or anything other than how well the musicians play. Within a decade,
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OVERCOMING DIFFICULTIES STUDENTS OFTEN FACE
Although some students will have experienced employment interviews, others will not. Students
may be anxious about job interviews, and they typically have many questions. Explain that
employment interviews have a dual purpose and that this chapter and class activities will help
students present themselves effectively.
Students may have some misconceptions about the number of interviews that are required for
some jobs, so discuss the screening, selection, and final stages of interviews, and point out what
each stage is designed to do.
Class members who have been interviewed by employers may have experienced only structured
interviews. Many will be unfamiliar with all the various types: structured, open-ended, group,
stress, video, and situational interviews. Point out the differences between types and discuss what
an applicant should strive to accomplish in each one.
Students often need assistance in determining what information they should not reveal during an
interview. Caution them about revealing too much personal information such as marital status,
childcare needs, and so forth, when responding to a question such as “tell me about yourself.”
Provide examples of what they could include to illustrate their strengths during an interview.
Students often have no response when asked the question, “What do you consider to be your
greatest weakness?” Be sure to provide guidance in how to address this question by turning a
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Discuss how to dress properly for interviews. Don’t assume that today’s students all know how
to dress for an interview. Include dress and appearance issues for both men and women. For
illustration, pull photos from your files, or ask your students to research the Internet for examples
of how people should dress for employment interviews.
Discuss Table 14.6 to help students understand what employers don’t like to see in candidates.
What students should not do is often as important to discuss as what students should do during
an interview.
Students frequently question how to deal with the issue of salary. Encourage them to research
local salaries for various jobs prior to the interview. Your school’s career services office may
have some specifics for students to review. Caution students to hold off introducing this subject
and until the interviewer brings it up.
Review with students the most common follow-up messages used in the employment process
and how to organize them. Some students may question whether a thank-you message is
necessary, so discuss the benefits such messages can provide applicants. Stress the importance of
conveying a “you” attitude and including courtesy in any follow-up messages.
SUGGESTED CLASSROOM EXERCISES
1. Gathering opinions of human resource managers. Invite two or three employers to address
the class and share information about what they look for in job applicants. Invite them to
2. Dressing for a successful interview. Assign students the task of researching appropriate
interview attire. Once their research is completed, ask students to apply what they have
learned and come to class dressed for a job interview. Critique each student’s dress and attire.
Copyright © 2019 Pearson Education, Inc.
3. Planning effective answers to interview questions. Assign students to work in teams to
prepare a list of questions that could be asked during a structured interview. Instruct students
4. Participating in mock interviews. Arrange for each student to be interviewed by
businesspersons from the community as a class exercise. Your school’s Internship and Career
Services Center may be able to assist in this exercise. If employers are not available for this
5. Preparing and critiquing follow-up messages. As class exercises, assign case scenarios in
which students plan, write, and complete the following: follow-up letter thanking the
6. Rewriting and editing. Require students to go through the planning step before composing.
While students are working, move around the room and provide individual constructive
comments about organizational pattern, completeness of information provided, tone, and so
TEST YOUR KNOWLEDGE
14-1. Answers to starred discussion items not provided.
14-2. Answers to starred discussion itemsnot provided.
14-3. In a structured interview, the employer maintains control by asking a series of preset
