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REVIEW QUESTIONS & SUGGESTED ANSWERS
1 What types of interviews are common in today’s business environment and how do they
different from one another?
Structured interviews follow set plans, and unstructured interviews are freewheeling exchanges;
1. What information should you locate about a company with which you will interview?
What means will you use to locate the information?
Facts that should be located include the name, status, latest stock quote, recent news and
2. Write a brief statement that describes your unique value to an employer. Include
information about your educational experiences, work experience, involvement in
student organizations, and other pertinent information.
3. What nonverbal messages can an interviewee convey to favorably impress an
interviewer? What negative nonverbal messages can be conveyed?
4. How do responses to standard and behavioral interview questions differ?
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
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5. What is a good strategy to use when you are asked about your major weakness? Provide
a specific example you might use?
6. Discuss three ways an interviewee can handle an illegal interview question. What are the
advantages and disadvantages of each?
7. How do the thank-you and the follow-up letter differ? What should each contain?
A follow-up letter includes (a) a reminder that an application for a certain job is on file, (b) a
8. What guidelines should be followed in requesting a recommendation letter?
To ensure that the reference can present an applicant’s qualifications well, the applicant should
9. Which would be written deductively: (a) an acceptance letter, (b) a refusal letter, or (c)
a resignation letter? What ideas should be included in each of these letters?
a) an acceptance letter should be written deductively. It accepts the job in the first sentence. The
b) to an employer who, with good reason and after much deliberation, had offered you a job, a
c) The resignation letter is written inductively. It calls attention to the specific job, gives reasons
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
2
10. How can a job applicant maximize the likelihood of accepting the “right” job?
The best way for a job applicant to know about accepting the “right” job is to first complete a
11. Explain why communication skills are the universal job requirement.
FEATURED ASSIGNMENTS
1Developing Verbal Skills: Research and read a selection of articles on job interviewing and
compose a list of rules for effective interview language. Then develop a one-page plan of
action for improving your interviewing language skills. Give several examples for each rule.
In class, compare your lists with your classmates.
12. Notifying a Reference of Information Requests: Write an email message asking a reference
to provide information to prospective employers. A reference can be a professor, past or
present employer, or other appropriate person. Remember to include a résumé and specific
information about how their qualifications relate to the job requirements in your request.
13. Thinking Logically and Creatively: Separate into small groups and locate five brain teasers
that could be incorporated into a job interview to identify an applicant’s ability to think
logically and creatively. Consult the numerous brain teaser books available in bookstores,
visit one of many brain teaser websites (such as http://amusingfacts.com/brain/), or share
brain teasers that you know have been used during actual job interviews. Then write a
two-page report on the importance of logical and creative thinking to their chosen career
field. Include the brain teasers your group selected as examples of how critical thinking can
be assessed in an interview.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
3
14. Developing Interview Skills: Interview a manager, preferably in your field, who conducts job
interviews regularly. Discuss techniques that will improve your interviewing techniques. Then
prepare a short presentation to share your findings with the class.
15. Performing Mock Interviews: Find a partner and stage an effective mock performance
interview. Write a commentary that explains why the portrayed behaviors and dialogue you
used are appropriate interview behaviors.
ADDITIONAL ASSIGNMENTS
1Rebounding from a Termination: Each year, many workers from every career field find
themselves out of work. The process of becoming reemployed can be stressful, to say the
least. Find an article that presents strategies for surviving a job termination and successfully
becoming re-employed. Using the information in the article, develop a checklist of strategies
for locating and landing a desirable job. Add your own additional strategies. Submit your
checklist to your instructor.
Sample checklist:
Investigate who you really are and what you want to do.
Write a résumé that emphasizes your strengths in different areas, including those outside your
16. Researching a Company and Asking Questions of an Interviewer: In small groups or
individually, research a company of your choice. To guide your research use the chapter
information and locate the following article online or from a database available from your
campus library:
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
4
Daniel, L. (2006). Finding the right job fit: Asking the right questions—of
yourself and a potential employer—can help ensure that you end up in the right
place. HRMagazine, 51(3), 62(6).
Generate a list of ten questions to ask an interviewer from the company you researched. Your
original questions should communicate initiative, intelligence, and genuine interest in the
company and the job. Submit a memo to your instructor that summarizes important facts
about the organization and shows the rationale for the selection of your ten questions.
17. Following Up on a Job Application: Assume that you have applied for a position earlier in
this current class term. Make the assumption you prefer about the position: You applied for
(a) an immediate part-time job, (b) a full-time job for next summer, (c) a cooperative
education assignment or internship, or (d) a full-time job immediately after your graduation.
Assume you have now completed the current class term. Mentioning the courses you have
taken this term, write a follow-up letter for the position for which you have applied.
18. Saying “Thank-You” for an Interview: Assume that you were interviewed for the job for
which you applied in the previous Additional Assignment. Write a thank-you email message
to the interviewer; send it to your instructor or submit as directed.
19. Accepting a Job Offer: Write a letter of acceptance for the job (internship) for which you
applied in Additional Assignment 3. Assume you have been asked to start work in two weeks.
Provide additional details concerning work arrangements, salary, etc. Supply an address.
20. Refusing a Job Offer Diplomatically: Assume that the job search identified in Additional
Assignment 3 was very successful; you were offered positions with two firms. Write a letter
refusing one of the job offers. Because you want to maintain a positive relationship with the
company for whom you are refusing to work, provide specific reasons for your decision.
Supply an address.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
5
21. Resigning from a Job: Write a letter resigning from your current job. If you are not currently
employed, supply fictitious information.
22. Informing a Reference of an Extended Job Search: Your job search is taking much longer
than you had hoped. Because your references have been providing recommendations for six
months now, you must write expressing your gratitude and updating them on the status of
your job search. If your qualifications have changed, include an updated résumé. Compose
an email to one of your references. Send to your instructor or submit as directed.
23. Sending the Right Nonverbal Signals: While what you say in an interview will obviously be
important, you will also have to be careful to send the right unspoken signals. Your numerous
nonverbal messages will also be noted by a prospective employer. Locate the following
article about nonverbal communication in interviews by searching online or using a database
available from your campus library:
24. Organizing an Employer Panel: Working with a small group, organize an employer panel
for a class session on successful interviewing. Include the following elements in your panel
activity:
a. Contact employers who would be willing to serve on the panel and share their views
about successful job interviewing.
b. In advance of the panel presentation, prepare a list of questions to be asked of the panel.
c. Select a team member to serve as moderator for the panel discussion.
d. As part of the panel discussion, solicit questions from the class for response by the guest
employers.
Student responses will vary. You might elect to organize the panel yourself to allow students to
learn what people in related fields expect from a successful job interview.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
6
25. Conducting a Job Interview: Identify another student in your class with similar career goals,
and together select a related job listing from a newspaper or web posting. Using that job
listing, develop a set of questions for an employment interview. Stage an interview, with one
of you portraying the role of the interviewer and one the interviewee. Submit your set of
questions to your instructor. Be prepared to conduct your interview in a class session or
follow your instructor’s directions for recording it.
26. Conducting a Performance Appraisal Interview: In pairs, stage an effective mock
performance interview. Videotape your interview and write a commentary that explains why
the portrayed behaviors and dialogue are appropriate. Submit your tape and commentary to
your instructor.
CASE ASSIGNMENT 1
TO TELL OR NOT TO TELL: THE IMPLICATIONS OF DISCLOSING POTENTIALLY
DAMAGING INFORMATION IN AN EMPLOYMENT REFERENCE
Highly publicized and widespread business scandals have led to a significant increase in
reference checking. While some firms do their own checking, others turn to the expertise of
reference-checking services. Until recently, the rule for employers for responding to reference
checks about their employees was fairly simple: The less said, the better. The risk of providing
employment references to prospective employers is that former employees may sue if your
references are unfavorable and lead to job rejection or if they constitute invasion of privacy. The
employers may be liable to a former employee for defamation if the employer communicates to a
prospective employer or other person a false statement that results in damage to the former
employee’s reputation. Defamation is commonly referred to as “slander” if the communication is
verbal and as “libel” if the communication is written. Employers have traditionally been
cautioned about relating information that is not formally documented or for which no objective
evidence exists. Thus, the more information provided, the greater the likelihood of a defamation
or privacy invasion suit by the former employee. Awards in successful suits may include damages
for lost earnings, mental anguish, pain and suffering, and even punitive damages.
Recent court decisions may have changed all of that or at least created confusion for
employers about what to disclose. If an employer gives a positive reference for a fired employee,
the employee could sue for wrongful termination. In situations where the employer knows that a
former employee has a history of criminal violence or extremely aggressive behavior, the
employer may have a legal obligation to provide such information to a prospective employer.
Questions arise as to what to do if you are not sure that the information about the previous
employee is true. The risk of remaining silent is that you could be sued for negligently failing to
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
7
disclose the information if the former employee were to harm someone on the next job. On the
other hand, you could be sued for defamation if you do disclose the information and the former
employee can successfully establish that it is not true.
Some attorneys recommend that companies have employees who are leaving the
organization sign a form releasing the employer from any liability for responding truthfully
during the course of giving references. All inquiries for references should be handled through an
established point of contact, and only written requests for references should be considered. Only
accurate and verifiable information should be reported.
Activities
1. Make a list of types of statements that a former employer should generally avoid making
when giving employment references.
2. Write an organizational policy that addresses the appropriate guidelines for giving employee
references. Include statements concerning appropriate content and the manner in which such
information should be issued.
3. Formulate a legal argument that presents the conflict between the potential employer’s right
to know and the previous employer’s right to avoid possible defamation charges. Present both
sides in a short written report or presentation.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
8
CASE ASSIGNMENT 2
Summary
Imagine, solve, build, and lead. GE considers those four verbs as the most important in being part
of its team. “Bringing good things to life” begins with offering opportunities to applicants who
have the vision, energy, and confidence to strive for excellence. Success for GE, as for every
other company, begins with using the interview process to provide the perspective for hiring well.
What do you think GE looks for in applicants it interviews?
GE: DO YOU HAVE WHAT IT TAKES?
Imagine, solve, build, and lead—four bold verbs that express what it is to be part of GE. Known
for its demanding high-performance culture, GE also recognizes the value of work/life flexibility
in helping employees feel fulfilled both professionally and personally. GE is made up of 11
technology, services, and financial businesses with more than 300,000 employees worldwide. The
corporation heads the list of Top 20 Companies for Leaders and strives to create a balance
between the value that employees contribute to the company and the rewards offered in return.
GE views its size as strength, not a deterrent, in encouraging its employees to take risks and think
outside the box.
At GE, good ideas and a strong work ethic are encouraged, with company values based
on three traditions: unyielding integrity, commitment to performance, and thirst for change. GE
seeks qualified applicants who are willing to learn the skills necessary for company success.
Some candidates are hired directly into leadership development programs that combine work
experience with education and training. The Risk Management Leadership Program develops risk
management leaders through a combination of rotation in various risk management positions and
education in state-of-the-art risk management techniques. The Global Leadership Development
Program grooms international leaders through a combination of global assignments and
management training.
Diversity isn’t just a noble idea at GE but an ongoing initiative, evidenced by the fact that
women make up 35 percent of entry-level full-time corporate training programs hires. Minorities
make up about 30 percent. GE’s website proclaims its firm commitment to diversity and team
building: “We recognize the power of the mix, the strength that results from successful diversity.
Our business and workforce diversity creates a limitless source of ideas and opportunities.” GE
recognizes the “power of the mix” and the strength that results from inclusiveness. In an
atmosphere of inclusiveness, all employees are encouraged to contribute and succeed. Former
CEO and business legend Jack Welch offers the following career advice to anyone looking for the
right job: “Choose something you love to do, make sure you’re with people you like, and then
give it your all.”
At GE, “bringing good things to life” begins with offering opportunities to those who
have a vision and the energy and confidence to pursue it. Vice President and chief diversity
officer Deborah Elam is pursuing and steering efforts to globally develop and execute GE’s
strategies to promote internal diversity, flexibility and inclusion. As vice president and chief
diversity officer, Deborah Elam steers efforts to globally develop and execute GE’s strategies to
promote internal diversity, flexibility, and inclusion.
Upon receiving her bachelor’s degree, Elam joined GE in 1989 as a human resources
intern. The company brings in hundreds of interns each year, offering 65 percent of them full-time
positions. While at GE, she earned a master’s degree in public administration that helped her as
she worked her way up the company ladder. The learning culture at GE is promoted through a
corporate leadership institute, business training centers, and leadership best practice sharing. The
9
company believes that the best ways to stay competitive are to share intelligence across the
organization and foster learning around the changing demands of the marketplace.
While GE’s diversity initiative started as a U.S. activity, the program was expanded and
refocused a few years ago and embodied in the slogan “global employer of choice.” “No matter
where we work or do business, we want to attract and retain the very best talent,” explains Elam.
“Diverse representation is clearly important around the world,” Elam continues. “In the U.S. it
may be women and U.S. minorities. In Europe it may be having a pan-European leadership
team.” With nearly 40 percent of the company’s sales taking place outside the United States, GE
recognizes the importance of producing diverse, global business leaders. The company is
dedicated in its strong efforts to make sure everyone in the company has the opportunity to
succeed and grow.
Diversity is a strong part of GE’s recruitment effort, and the company strives to be
reflective of the markets served. GE presently sponsors four employee affinity networks: the
African American forum, the women’s network, the Hispanic forum, and the Asian Pacific
American forum. A fifth initiative, the Native American network, is in its infancy. Activities for
all the networks include mentoring, coaching, networking, and creating opportunities that bring
members in contact with senior GE leaders. Participation in a network is voluntary, but each
network is viewed as an investment in people, and those who get involved get noticed. “We’ve
seen the results: getting more leaders into the pipeline,” says Elam.
Work/life issues are also important to GE. Onsite daycare and flexible work arrangements
are examples of benefits designed to aid employees in being their best, both at home and in the
workplace. Bringing good things to life” at GE begins with offering opportunities to applicants
who have the vision, energy, and confidence to strive for excellence. Success for GE, as for any
other company, begins with hiring well and then developing employees effectively to pursue the
vision of the organization. GE has repeatedly appeared among the top ten of Fortune magazine’s
“America’s Most Admired.” Studies of the ten most admired companies reveal that they attract
far more applicants than they need, by an even greater ratio than Fortune’s 100 Best Companies
to Work For. To find out why GE has repeatedly received the most admired designation, go to
http://money.cnn.com, search “Fortune ‘America’s most admired” and explore the articles,
looking for the key areas used to rank companies.
Activities
1 What assessment factors are considered in determining the “America’s Most Admired”
award winners?
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publicly accessible website, in whole or in part.
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27. Using the assessment factors used in the award process as a guide, compose a list of
questions that you might ask during an employment interview to determine the respectability
of the company with which you are interviewing.
28. Visit the GE website to learn about some of the company’s plans to promote management
diversity. You may choose to visit any one of the network forums: Women, African, Asian, or
Hispanic. Summarize your findings in a short report.
29. Following directions provided by your instructor, post your response to the following
question: As GE uses focused strategies to get more minority employees into the management
pipeline, how can they assure that the traditional white male constituency is not
shortchanged?
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
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