VOL GUIDE TO INTERVIEWING
Dress for Success: Business Professional
Appropriate attire for interviews and job fairs
These are general dress guidelines. Standards of dress may vary between industries and com-
panies. Research the company culture for cues before an interview—and when in doubt,
wear business professional attire.
Grooming
• Hair and facial hair should be neatly styled
• Nails should be clean
• No heavy cologne or perfume
• Natural style makeup
Attire
•
Matching two-piece dark suit (navy, solid,
or light stripes)
• Jacket sleeve length should extend 1/2 inch below
wrist; shirt sleeve should extend 1/2 inch beyond
the suit jacket sleeve.
•
Pant leg should touch the front of the shoe and
fall above the heel in the back.
•
Skirt should be knee length and cut to cover your
thighs when you sit.
•
Suits usually have tacking stitches to hold blazer vents
and pockets in place before purchase; make sure these
are removed.
• Conservative tie or bow tie (no flashy designs
or colors)
• Dress shirt or blouse with a conservative neckline
(mild or neutral color)
• All clothes ironed
Accessories
• Conservative accessories; no flashy designs
or jewelry
• Padfolio, professional bag, or simple purse
Shoes
• Polished dress shoes, flats, or heels
• No sneakers or open-toed shoes
• Dark or neutral dress socks or pantyhose
Trans Professional Dress: Whether to dress according to traditional cisgender norms
or wear clothes that allow you to express your gender identity can be a dicult decision
and will likely depend in part on the employer or industry. For organizations that are more
LGBTQ-inclusive, you may feel comfortable wearing clothes typically associated with your
gender identity. Or you may choose to dress in gender-neutral, androgynous clothing.
Make use of resources like the HRC Corporate Equality Index (hrc.org) to get a sense of
how open and accepting a company is. Career consultants are also available to advise you.
OPTIONS
Matching suit &
Dress shoes
Matching suit &
Dress shoes
CONTENTS
Before the Interview ...............................................................................................4
Self-Assessment
................................................................................................. 5
Research the Company ...................................................................................6
Prepare Your Questions .................................................................................. 7
General Sample Questions
............................................................................ 8
Practice, Practice, Practice
............................................................................9
During the Interview
............................................................................................. 10
Be Prompt and Prepared
............................................................................. 10
Dress for Success
............................................................................................. 10
First Impressions Count
..................................................................................11
Interview Styles and Strategies
..................................................................12
After the Interview
.................................................................................................19
Follow-up
.............................................................................................................19
Evaluation
.............................................................................................................19
Sample Thank-You Letter
............................................................................ 20
Remote Interviews
.................................................................................................21
Telephone Interview
........................................................................................21
Video Interview
................................................................................................. 22
The Company Visit
................................................................................................23
Preparing for the Visit
...................................................................................23
Arranging the Trip
...........................................................................................25
Arrival
..................................................................................................................25
The Evening Before
....................................................................................... 26
Interview Day
..................................................................................................... 27
Departure
............................................................................................................28
Interview Insights
.............................................................................................28
Salary.....................................................................................................................28
Testing
................................................................................................................. 29
Community
........................................................................................................ 29
Expenses and Follow-up
............................................................................. 29
After the Visit
................................................................................................... 30
Search Ethics and Accepting or Rejecting an Oer
....................... 30
“One important key to success is self-confidence. An
important key to self-confidence is preparation.”
–Arthur Ashe
4
BEFORE THE INTERVIEW
The first step you need to take in preparation for the interview process is to know your-
self. Just as successful salespeople must know everything about the product they are
selling, you must know your qualifications and be able to “sell” them to an interviewer.
It is important to know what you have to oer. What are your skills, accomplishments,
and goals?
Interviews are not the time to simply tell what you’ve done, but to sell your skills and
give examples of your accomplishments.
Question: Tell me about a recent accomplishment that has given you the most
satisfaction.
Simple answer: I coordinated an event that raised over $5,000 dollars for XYZ
Charity.
Selling your accomplishments: As the volunteer coordinator of my student orga-
nization, I set a goal to raise the most money to date for XYZ Charity. I decided we
should host a benefit concert and contacted several local bands; secured a venue;
and coordinated marketing, promotion, and ticket sales. I supervised a group of 20
volunteers and delegated various duties to each person. The concert went smooth-
ly and I am happy to say that we raised over $5,000, which was double the amount
raised a year ago.
This answer not only shows that you met your goal but also provides an excellent dem-
onstration of skills, selling your accomplishments by providing detail about the steps
that made the event a success.
The self-assessment in the following section can help you identify your personal quali-
ties and positive job performance traits. In completing the assessment, you will create a
list of your skills and accomplishments that you can refer back to before interviews.
QUICK TIP
Usually one of the first questions you will encounter in a job interview is “Tell me about
yourself.” Making a list of your accomplishments and skills that match the job require-
ments will help you answer this question with ease and start the interview o on the
right note. The better your skills and traits match the job description, the better your
chance of landing the job.
5
SELF-ASSESSMENT
An important part of knowing yourself is having an accurate assessment of your person-
al qualities and skills. Identifying these before your interview prepares you to use some
of these traits to sell yourself in the interview.
Using the scale below, rate your perception of your competence in each personal quality
and skill.
Personal Qualities
Enthusiasm/Energy 4 3 2 1 0
Resourcefulness 4 3 2 1 0
Goal Orientation 4 3 2 1 0
Competitiveness 4 3 2 1 0
Responsibility/Reliability 4 3 2 1 0
Demonstrated Initiative 4 3 2 1 0
Eectiveness as a Team Member 4 3 2 1 0
Proven Work Ethic 4 3 2 1 0
Perseverance 4 3 2 1 0
Quality Orientation 4 3 2 1 0
Skills
Analyze 4 3 2 1 0
Create/Develop 4 3 2 1 0
Teach/Train 4 3 2 1 0
Motivate 4 3 2 1 0
Implement 4 3 2 1 0
Administer/Manage 4 3 2 1 0
Communicate 4 3 2 1 0
Sell/Promote 4 3 2 1 0
Think of examples for each rating of 3 or 4. You can use these examples during
your interview.
Score Evaluation
58–72 You have acquired most of the traits that employers desire. If you can demon-
strate good evidence of these abilities, you have the potential to do very well in job
interviews.
45–57 You are a strong candidate. You have many of the necessary skills to succeed in
job interviews. You need to build on these strengths and work on the weaker categories.
32–44 There are two ways to look at this score: Either you are average at many things or
you are good at some and weak at others. If you are average at many things, you need
to identify ways to improve in some of these areas. If you are good at some and weak at
others, you need to build on the good points and work on some of the
weaker ones.
21–31 There is definite need for improvement. You have ranked yourself as weak on many
of the traits that employers value the most. You may want to discuss your results with a
Center for Career Development sta member.
20 or lower You should make an appointment with a career advisor.
Excellent=4
Good=3
Average=2
Weak=1
Poor=0
6
RESEARCH THE COMPANY
We are often asked how students can separate themselves from the rest of the crowd
when trying to impress an on-campus interviewer. Should they wear crisp new business
suits? Should they spend top dollar on a fresh hairstyle or cut? Maybe do a video prac-
tice interview to help cut down on being nervous?
Simply put, all these things will help in impressing employers. But the best way to stand
out is to conduct serious research on the company you are interviewing with.
Here at UT’s Center for Career Development, we have a long-standing tradition of sur-
veying on-campus recruiters to gauge how well students do while being interviewed for
position openings. Each year, employers rate UT students low in two areas: knowledge
of how to sell themselves to an employer, and research into the organization.
To oer more information to students on what employers are looking for, we teamed
with Clemson University to survey employer expectations concerning first interview
preparation research. The survey asked employers to rate 17 points of knowledge a stu-
dent could learn about their company in preparation for a first interview. The same item
was ranked first at both UT and Clemson, and the top five, although ordered slightly
dierently, were also the same:
Point UT rank Clemson rank
Our primary product or service and its history 1 1
Our relative standing in the marketplace 2 5
Who are our typical clients and/or customers 3 2
Where our headquarters is located 4 3
Specific details of the job being interviewed for 5 4
While not in the top five, the item “Who are our competitors?” also ranked highly.
You can gain an advantage during on-campus interviewing by researching these items
for each company you plan to interview with. Our website provides links to sites that
can help you conduct employer research. You should also use personal contacts, news
publications, and other sources of information:
• Company websites
• Glassdoor glassdoor.com and Vault vault.com
• Chambers of Commerce
• Library business and trade magazines
• Local newspapers (especially the finance and business sections)
• UT Libraries lib.utk.edu (especially the D&B Million Dollar Database)
• UT Center for Career Development career.utk.edu
7
PREPARE YOUR QUESTIONS
Asking questions is an important part of the interview process. Before the interview,
compile a list of questions you plan to ask the employer. At the end of your interview,
expect the interviewer to ask, “Do you have any questions for me?” Now it is your turn
to “interview” the interviewer. It is your opportunity to show o your research and
evaluate whether the position and organization have something to oer you.
The questions you ask are just as critical as the responses you give. Although you may
have impressed the interviewer with your answers to the questions posed, you can
leave him or her doubting your interest in and knowledge of the position and organiza-
tion by not asking questions or not asking the right questions. Asking thoughtful, intel-
ligent questions requires advance preparation on your part.
Know What Good Questions Do
• Demonstrate interest, preparedness, critical thinking, and desire to achieve.
• Reveal your knowledge about the job, show you pay attention, and establish a
personal connection with the interviewer.
• Allow you to learn more about the position and the organization and help you
determine if they are right for you.
• Give you the opportunity to further “sell” your qualifications. By listening to the
interviewer’s responses, you may learn more about the organization’s needs.
Then you can follow up with points showing how you can help them meet
those needs.
Know How to Ask
• Ask questions that are of genuine interest to you and will help you make an in-
formed decision.
• Ask questions that show the depth of your research and preparation. Do not
ask questions that could easily be answered on the organization’s website or by
reviewing the job description.
• Do not ask about salary or benefits until you are oered a job. These types of
questions will make the interviewer wonder about your priorities.
• Tailor your questions to the interviewer. A human resources representative may
not be able to answer specific questions about day-to-day functions of the posi-
tion, whereas a manager or supervisor can discuss the more detailed technical
aspects of the job.
• Ask questions throughout the interview. You do not have to wait until the end of
the interview to ask for clarification of something the interviewer shares.
Additionally, if the discussion sparks a question, ask it then—you might forget
it by the end of the interview. However, try not to monopolize the conversation
with questions and your own agenda. Let the interviewer lead and follow his or
her cues.
8
Know What to Ask
• Make a list of the information you need to learn about the position and the orga-
nization. Prepare at least five good questions. Prioritize your questions and write
them down to take with you to the interview.
• Consider questions that concentrate on a broad view of the organization and the
specific details of the position.
• Review the list of questions that follows. Use them to help you develop your own
list or adapt them to your own interests and concerns.
GENERAL SAMPLE QUESTIONS
The Position
• What are the main objectives and responsibilities of the position?
• How does the organization expect these objectives to be met?
• Can you tell me about the primary people with whom I would be dealing?
• Can you describe a typical day?
• Is this a newly created position? If not, how long did the previous person hold it?
Was the previous person promoted? What is the potential for promotion?
• How many and whom would I supervise? To whom would I report?
• How and when would my performance be evaluated?
• Where does this position fit into the company’s organizational structure?
• What results would you expect from my eorts and on what timetable?
• What improvements need to be made on how the job has been done?
Example: After reading the brochure about your Global Sourcing Internship Program, I
was excited about the possibility to develop and implement my own project. What are
the chances that this would be a part of my experience and what kinds of projects have
interns completed in the past?
The Company
• What are the organization’s strengths, and what major problems or challenges
does it face?
• What significant changes do you foresee in the near future for the organization?
• What do you see ahead for the company in the next five years?
• What do you see in the future for this industry?
• How does the organization stand in comparison with its main competitors?
• Can you describe the company’s culture?
• How does the company recognize diversity, both in its workplace and with
its customers?
Example: I saw that your company is a part of USA Freedom Corps. How do you en-
courage involvement at the local level?
Example: I recently read in Business Week that a major competitor of yours is increasing
its market share in your main market. What plan does your firm have to regain its lost
market share?
9
Education and Training
• Are training and development programs required or oered within the organiza-
tion? Is training done in a classroom or group session, or individually?
• Does the organization support further education for its employees?
• Does advancement to upper management usually require an advanced
degree?
Example: I read in your literature that your training program is composed of three
six-month rotations. Would I have any input into where I would go at the end of the
rotation? How do you evaluate employee performance during the training period?
Example: I understand that the company provides opportunities for formal learning
through classroom and computer-based learning. As part of this process, do you have
a mentor program?
The Interviewer
• Can you please tell me how your career has developed at the organization?
Would someone entering the organization today have similar opportunities?
• How would you describe your management style and philosophy?
• What do you enjoy most about working for this organization?
• If you could change one thing about your position or the organization, what
would it be?
• What qualities are you looking for in a new hire?
The Closing
• Are there any further questions about my qualifications I can answer?
• What is the next step in the process?
• When do you expect to make a hiring decision for this position?
PRACTICE, PRACTICE, PRACTICE
When preparing for an interview, take some time to practice your interviewing skills
and gain feedback and coaching about your performance from a professional.
Practice Interview
One of the best ways to practice and prepare is to sign up for a practice interview.
A practice interview is conducted with a member of the Center for Career Development
sta. The interview is designed to replicate the type of interview that you might expe-
rience with an employer. The sta member who conducted the interview reviews the
video with you and provides feedback on things that you did well and areas that need
improvement. The whole process usually takes about 45 minutes.
To make an appointment for a practice interview, call 865-974-5435 at least 24 hours in
advance. If you are scheduling the interview to meet a class assignment, remember that
spaces fill up quickly and make your appointment early in the semester.
On the day of your practice interview, please arrive on time. If you wish to wear formal
interview attire you may do so, but it is not required. You must bring a copy of your re-
sume. If you need to cancel your interview, please do so as soon as possible so another
student can take your spot.
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InterviewStream
InterviewStream is an innovative tool that allows you to practice your interview skills
online with a webcam. InterviewStream creates a realistic interview experience in which
you are asked challenging questions and must respond. You can use InterviewStream
whenever and as often as you want to prepare for an employment opportunity. The link
can be found on our homepage. If you don’t have a webcam, you can schedule a time
to use the program at the Center for Career Development by calling 865-974-5435.
Other Options
You may also practice your interview skills with friends or family members, or by your-
self in front of a mirror. Whatever you do, remember that with every skill you have ever
learned, you had to first learn the technique and then practice. Interviewing well is a
skill that takes practice!
QUICK TIP
Working with someone on your interview skills and getting feedback on your
performance in a practice interview is somewhat like working with a sports coach to
improve your game—the time you spend practicing will help you improve. In today’s
competitive job market, you must always be prepared and in top shape!
DURING THE INTERVIEW
BE PROMPT AND PREPARED
On the day of your interview you should plan to arrive 10 to 15 minutes before your
scheduled interview time. Be sure to ask for accurate directions and take into consider-
ation the distance you must travel to reach your destination, trac you might encoun-
ter, parking, and even time zone changes if it’s a long trip.
Bring with you (organized in a folio)
• Academic transcripts
• Extra copies of your resume
• List of at least three professional references
• Pen and paper
Do not bring
• Bckpck or book bg
• Lrge hndbg
• Laptop computer
DRESS FOR SUCCESS
Appropriate attire supports your image as a person who takes the interview process
seriously. Even if employees of an organization dress casually on the job, you should
dress up for the interview unless you are specifically told otherwise by the employer.
Your clothing should be conservative and well fitted; it should not take center stage.
If you are primarily remembered for your attire, you have probably made an error in
11
judgment. All clothes should be neatly ironed. Suit jackets usually have tacking stitch-
es to hold vents in place before purchase; make sure these are removed. You should
also carefully inspect for dangling threads, lint, and missing buttons.
Avoid carrying a backpack or large purse to the interview, but bring a portfolio
with copies of your resume, transcript, a note pad, pen, and a list of questions for
the employer.
A warning: If you smoke, avoid doing so in your interview outfit. Cigarette odors cling
to your clothes, and smoking is an undesirable habit to most employers.
If you still have questions or need more ideas, observe well-dressed individuals in
your industry on the job or at career fairs and information sessions.
Dressing conservatively is always your best bet. You want to be remembered for your
skills, not your clothing!
See the inside front and back covers for examples of business professional and busi-
ness casual dress.
Interview Attire
• A neutral dark or gray suit, solid or with subtle pinstripes. If you wear a skirt, it
should be knee-length.
• Avoid high slits.
• A white or muted light-colored shirt or blouse is best under the suit jacket.
Do not show cleavage.
• There is more flexibility with ties, but conservative colors and patterns are
most appropriate.
• Neutral hosiery or dark matching socks with polished leather lace-up shoes or
basic low-heel pumps. Avoid open-toe shoes or sandals.
• Watches and jewelry should be simple and conservative, with no dangly or
flashy earrings.
• Piercings should be limited to one per ear.
• Avoid wearing cologne, aftershave, or perfume on the day of your interview.
• Only light makeup is recommended, with minimal eye makeup and clear or
light nail polish.
• If you have facial hair, make sure it is neatly groomed.
• If you carry a purse, keep it simple and small.
FIRST IMPRESSIONS COUNT
When meeting someone for the first time, people often form an opinion in the first
30 seconds or less! Your image and appearance are important factors that contribute
to that first impression.
When meeting the person you are interviewing with for the first time, smile and look
alert. Nothing leaves a better first impression and communicates more enthusiasm.
Give a firm handshake and introduce yourself with confidence: “Hello, Mr. Jones, I’m
Sue Smith. It’s very nice to meet you.”
You should always be aware of cultural dierences in etiquette and sensitive to other
customs, especially if you are interviewing with an international firm or for a position
involving work in another country. Research the customs and culture ahead of time.
12
INTERVIEW STYLES AND STRATEGIES
The interview is an opportunity for an employer to gain more information about you
through a question-and-answer exchange. Interviews may include behavioral ques-
tions, open-ended questions, problem and puzzle questions, or a case interview
process. This section includes information on each of those elements.
Behavioral Interview
During a behavioral interview, the interviewer asks questions that are aimed at get-
ting you to provide specific examples of how you have developed the required skill
set for the job. Interviewers rely on this method to evaluate experiences and behav-
iors as indicators of the applicant’s potential for success.
Employers are looking for work-specific skills such as computer programming or
CAD; functional or transferable skills that remain the same from one job to another,
such as good communication or math skills; and adaptive or self-management skills
(are you dependable, a team player, a self-directed worker, a problem solver, a deci-
sion maker?).
QUICK TIP
In a behavioral interview, make sure to provide specific examples. Focus on providing
proof-by-example descriptions of your capabilities.
To provide the most helpful information, apply the STAR technique:
Situation or Task. Describe the situation you were in or the task you needed to
accomplish. Your description should reflect a specific event or situation, not a
generalized sense of what you have done in the past. Be sure to give enough de-
tail for the interviewer to understand. This situation can be from a previous job, a
volunteer experience, or any relevant event.
Action you took. Describe the action you took. Be sure to keep the focus on you—
even if you are discussing a group project or eort, describe what you did, not the
eorts of the team. Don’t tell what you might do, tell what you did.
Result you achieved. What happened? How did the event end? What did you ac-
complish? What did you learn? Wherever you can, quantify your results.
Example
Situation: Advertising revenue was falling o for my college newspaper, the Bea-
con, and large numbers of long-term advertisers were not renewing contracts.
Action: I designed a new promotional packet to go with the rate sheet and com-
pared the benefits and circulation of the Beacon to other ad media in the area. I
also set up a special training session for the account executives with a business
professor who discussed competitive selling strategies.
Result: We signed contracts with 15 former advertisers for daily ads and five for
special supplements. We increased our new advertisers by 20 percent over the
same period the year before.
13
Here are some commonly asked behavioral interview questions:
1. Describe a situation in which you were able to use persuasion to successfully
convince someone to see things your way.
2. Describe a stressful situation that demonstrated your coping skills.
3. Give an example of using good judgment and logic in solving a problem.
4. Give an example of setting a goal and being able to meet or achieve it.
5. Tell about a time when you had to use your presentation skills to influence
someone’s opinion.
6. Give a specific example of a time when you had to conform to a policy with
which you did not agree.
7. Discuss an important written document you were required to complete.
8. Tell about a time when you went above and beyond the call of duty to get
a job done.
9. Tell about a time when you had too many things to do and you were required
to prioritize your tasks.
10. Give an example of having to make a split-second decision.
11. How do you typically deal with conflict? Give an example.
12. Tell about a time you were able to successfully deal with another person even
when that individual may not have personally liked you (or vice versa).
13. Tell about a dicult decision you’ve made in the past year.
14. Give an example of trying to accomplish something and failing.
15. Give an example of showing initiative and taking the lead.
16. Tell about a recent situation in which you had to deal with a very upset
customer, co-worker, or group member.
17. Give an example of a time when you motivated others.
18. Tell about a time when you delegated a project eectively.
19. Give an example of missing an obvious solution to a problem.
20. Describe a time when you anticipated potential problems and developed
preventative measures.
21. Tell about a time when you were forced to make an unpopular decision.
22. Describe a time when you set your sights too high (or too low).
14
Career Readiness Competencies and Interview Questions
Examples of behavioral interview questions to practice the STAR method
Competency
Definition
Examples of
Behavioral Interview Questions
Critical Thinking/
Problem Solving
Practice sound
reasoning and
analytical skills to
make decisions and
overcome problems
• Give an example of a time you used good judgment
and logic to solve a problem.
• Tell me about a situation where you had to deal with
an upset customer, co-worker, or group member.
• Tell me about a dicult decision you have had to make
and the reasoning you used to make the decision.
• Tell me about a time when you worked in a situation
where rules or guidelines were not explicit. How
did you accomplish the task and what guided your
decision making process?
Oral and Written
Communication
Articulate thoughts
and ideas clearly to a
variety of audiences
and employ eective
public speaking skills
• Describe a time in which you were able to influence
someone’s opinion.
• Tell me about a time when you successfully delivered
a presentation. What made it successful?
• Discuss an eective written document or report you
completed. What made it eective and why are you
particularly proud of it?
• Tell me about a time when you did not communicate
well. What did you learn from it?
Teamwork/
Collaboration
Build collaborative
relationships with
co-workers and be
able to work well in a
team environment
• Tell me about a time when you successfully built and
maintained a relationship with a co-worker or client.
What were your strategies?
• Describe how you have contributed to an
organization’s or employer’s mission.
• Tell me about a time when you worked on a team.
What was your role and impact on the team?
Digital
Technology
Leverage existing
digital technologies
ethically and eciently
to complete tasks;
demonstrate eective
adaptability to new
technologies
• Describe a challenge you have had in solving a
technical or software-related problem. What were
your steps and what was the outcome?
• Tell me about a time when you sought to develop
technical skills with software or a tool. What was your
learning process?
• Provide an example of a time when you had to change
how you work to adapt to a new technology.
• Have you ever had to introduce a new process or
technology to a group of people? If so, please explain
your method.
15
Leadership
Utilize the strengths
of others to achieve
common goals; use
interpersonal skills
to develop and
motivate others
• Give an example of a time you showed initiative and
took the lead on a project.
• Give an example of a time when you motivated others.
• Tell me about a time when you delegated tasks to
others. How did you decide what to delegate to
dierent individuals?
Professionalism/
Work Ethic
Exhibit eective
work habits such as
punctuality, working
productively, personal
accountability,
integrity, and ethical
behavior
• Give an example of a time you set a goal and the steps
you took to achieve it.
• Tell me about a time when you went above and
beyond to get the job done.
• Tell me about a time when you had several obligations
and had to prioritize your time. How did you decide
what to prioritize? Were you successful?
• Give an example of a time when you tried to
accomplish something and failed. How did you
handle the situation?
Career
Management
Identify skills,
strengths, knowledge,
experiences, and
areas of growth
related to career
goals; navigate job
options and pursue
opportunities
• Tell me about a time when you have received
feedback from others. What did you learn and how
have you utilized it?
• Give an example of a time when you acted with
integrity in a job or organization.
• What have you done during your time in college to
become better prepared for your career?
• Tell me about a professional accomplishment you are
proud of.
Global/Intercultural
Fluency
Demonstrate openness,
inclusiveness,
sensitivity, and the
ability to interact
respectfully with all
people; understand
individuals’ dierences
• Tell me about a time when you recognized and
overcame your own biases.
• Give an example of a time when you worked with
people who had dierent beliefs and values than you.
• Give an example of a time when you showed
inclusivity of others.
Adapted from the NACE Career Readiness Competencies
16
Open-Ended Questions
A typical first interview question might be an open-ended question such as “Tell me
about yourself.” You should be prepared to tell an interviewer about yourself on a
professional or career-oriented level.
Before your interview, think about what you have done that has prepared you for the
job. Prepare and rehearse a brief description of your education and previous expe-
riences that will highlight how you would be a good match for the job. Keep your
response concise and accentuate the positive. Do not discuss personal issues such as
age, children, family, or religious aliation.
Here are some commonly asked open-ended questions:
1. Tell me about yourself.
2. What are your long- and short-range goals and objectives? When and why did
you establish these goals? How are you preparing to achieve them?
3. Why did you choose this major? This career?
4. How would you describe your ideal job?
5. Describe a situation in which you were successful.
6. What do you think it takes to be successful in this career? In a company
like ours?
7. Tell about some of your recent goals and what you did to achieve them.
8. Are you a team player?
9. What motivates you?
10. Why should I hire you?
11. How would you describe yourself?
12. How would a friend or professor who knows you well describe you?
13. What do you see yourself doing five years from now?
14. Where do you want to be 10 years from now?
15. Do you handle conflict well?
16. How do you determine or evaluate success?
17. What major problem have you had to deal with recently?
18. In what ways do you think you can make a contribution to our company?
19. Do you handle pressure well?
20. How much training do you think you’ll need to become a productive
employee?
21. What accomplishments have given you the most satisfaction? Why?
22. Describe your most rewarding college experience.
23. What qualities do you feel a successful manager should have?
24. What is your greatest strength?
25. What is a weakness you have?
26. What led you to choose your field or major?
27. What college subjects did you like least? Why?
28. Why did you choose to attend your college?
29. How has your education prepared you for your career?
30. Do you have plans for continued study? An advanced degree?
17
31. Are your grades a good indication of your academic achievement?
32. What have you learned from participation in extracurricular activities?
33. What were your favorite classes? Why?
34. Why is your GPA not higher?
35. How familiar are you with the community where we are located?
36. Are you willing to travel? How much?
37. Why did you decide to seek a position with this company?
38. What do you know about our company?
39. Is money important to you?
40. Are you seeking employment in a company of a certain size? Why?
41. What criteria are you using to evaluate potential employers?
42. Do you have a geographical preference? Why?
43. Will you relocate? Does relocation bother you?
44. What kind of salary are you looking for?
45. What have you learned from your mistakes?
QUICK TIP
Don’t forget to ask the interviewer for a business card before you leave the interview.
You will need this information when you follow up after the interview.
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Problem or Puzzle Questions
A handful of employers make a practice of asking problem or puzzle questions during
an interview. These are usually done to test logical thinking skills, intelligence, and your
ability to think on your feet and solve problems under stress. The eectiveness of this
type of interview is in doubt, however, and it is rarely used.
Problem or puzzle questions usually fall into three categories:
1. Those with a correct answer. Example: There are three ants at the three corners
of a regular triangle. Each ant starts moving on a straight line toward another,
randomly chosen corner. What is the probability that none of the ants collide?
(The correct answer, by the way, is one in four. Can you figure out why?)
2. Those with no correct answer but with a recommended approach. Examples:
How many gas stations are there in the United States? Design a spice rack for a
person who is blind. The interviewer is looking at how you approach the ques-
tion. Does your approach provide a reasonable way to view the problem and
lead to an approximate solution? On the gas station problem, you might start
with the population of the United States, estimate the number of vehicles, es-
timate the number of vehicles served by the average gas station, and come up
with an answer.
3. Those with no correct answer that test the imagination. Examples: If you could
be a breakfast cereal, what would you be? What would you like to be the epitaph
on your gravestone? Responses to these questions would be dicult for a psy-
chologist to interpret. The best advice in handling them is to try to show some
imagination or positive attributes: “My breakfast choice would be Special K be-
cause it’s part of a good nutrition team.”
These types of questions are not common but can be very important. Don’t start talk-
ing right away. Think the question through and organize your thoughts. Ask clarifying
questions and make sure you get as much information as you can. Finally, don’t be
frivolous or make wisecracks about the question.
Case Interview
The case interview process is typically used by management consulting firms, law firms,
counseling and social work organizations, and police departments. Employers use the
case interview to help them understand your thought process and evaluate how you
might handle certain situations under pressure. In a case interview, you will likely be
presented with a dilemma and asked to analyze the situation, identify the main is-
sues, and discuss how you would solve the problem. Interviewers ask case questions to
see how well you listen, think and use logic behind your thoughts, and articulate your
thoughts under pressure.
Your job during the case interview is to become the professional in the situation pre-
sented to you by the interviewer. You must ask questions to clarify the facts, explore
the bigger picture, think about all the issues, and then come to a conclusion. There is
really no right or wrong answer; you are being evaluated on the process you use to
structure a competent approach and come up with an appropriate solution.
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Make Your Case
1. Listen to the question. While the interviewer is presenting the question, listen
carefully. This may be one of the most important skills you can demonstrate.
2. Establish that you understand the question. Summarize the highlights of the
problem aloud.
3. Determine the objectives. Make sure you have a clear understanding of the ob-
jectives. Verify these aloud.
4. Ask questions. You will want to ask questions to obtain additional information
and demonstrate to the interviewer that you are capable of asking inquiring
questions under pressure.
5. Lay out the framework. Make sure you explore the bigger picture and formulate
actions that will help you implement a strategy.
6. Manage your time. You may only have about 15 minutes to state your answer, so
don’t get bogged down in the details.
7. Show your enthusiasm. Interviewers want employees who are excited about
problem solving.
8. Summarize and bring closure to the case. At this point you will want to review
your findings and make recommendations.
Make the eort to practice extensively before participating in a case interview.
For more information about case interviews, visit quintcareers.com and
casequestions.com.
AFTER THE INTERVIEW
FOLLOW-UP
Send a thank-you note as soon as possible after your interview. Either mail a handwrit-
ten letter on appropriate stationary within 48 hours or send an email within 24 hours. A
sample thank-you letter is included on the following page.
EVALUATION
After the interview, take some time to evaluate. Ask yourself these questions:
Is this the job for me?
Is this a good fit for both parties involved?
Was I prepared for this interview?
Would I do anything dierently next time?
If your answers show that you prepared and presented yourself well, pat yourself on the
back for having done everything possible to ace your interview.
20
SAMPLE THANK YOU LETTER
Michael Smith
2521 Kingston Pike
Knoxville, TN 37919
865-555-5555
June 22, 20xx
Ms. Sara Jordan, Director
Campus Recruiting
Acme Corporation
1000 Peachtree Road
Atlanta, GA 30340
Dear Ms. Jordan:
I want to thank you for the opportunity to interview with Acme Corporation for the District
Sales Representative position. I enjoyed meeting you and learning more about the position.
I would like to stress my interest in the position and my enthusiasm for working with Acme
Corporation. I believe my education and internship experience in the marketing and sales
industry ts ideally with the job requirements outlined.
I feel that I could make a signicant contribution to your company. Thank you again for your
time and consideration. If you have any questions, please feel free to contact me at 865-555-
5555 or msmith@utk.edu. I look forward to hearing from you soon.
Sincerely,
Michael Smith
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REMOTE INTERVIEWS
Some employers use telephone or video interviews to conduct initial screenings or
full interviews. Remote interviews can present a challenge if you are not ready. Being
organized and well prepared is the key to success.
There are several things you will want to have handy for remote interviews:
• A copy of your resume and list of references
• Paper and pens or pencils for taking notes
• A copy of your transcript
• Any correspondence you have had with the employer, including company
literature and information
• Notes you have on the organization
• Your personal calendar and class schedule for the semester in case you need
to schedule a company visit or another interview
TELEPHONE INTERVIEW
Because we often use the telephone for chatting with friends, it is important to re-
structure your attitude and adopt a professional manner when answering or using
the phone during the job search process. Answer the phone in a pleasant and profes-
sional manner and not with jokes or slang. If you share a land line with roommates or
if others may answer your phone, talk with them about this concern as their behavior
reflects on you.
Take the call in the privacy of a room, if possible. Consider using a land line, as it will
typically give you a better connection. If the telephone is in a noisy location, ask the
interviewer to wait a moment, then quickly move to a quieter location, turn o music,
ask roommates to be quiet, etc. You want to be able to totally focus on the telephone
interview and not be distracted. If you receive another call during the interview, do
not stop to take the other call. If the beeping continues, apologize to the interviewer
and ask them to continue.
Your posture while you are on the telephone can aect your voice. Slouching in a
chair or lying on the bed or floor can cause your voice to be more casual and hard
to understand. Sit as you would in an actual interview or at a desk with your notes in
front of you.
Avoid chewing gum, eating, drinking, or smoking while on the telephone interview.
These actions are rude during an interview, and the sounds are actually amplified on
the telephone.
Energy and enthusiasm need to come across in your voice. Occasionally smile as you
talk, as this will also come through in your voice. Talk slowly and clearly during the
telephone interview. Avoid using a speaker.
Consider doing a practice telephone interview with a friend and taping the session to
identify areas where you can improve.
22
VIDEO INTERVIEW
While telephone interviews are still more common, video interviews are gaining pop-
ularity. Like phone interviews, video interviews are a simple cost- and time-eective
way of interviewing over long distances. In addition to the considerations for a phone
interview, there are a few extra things to keep in mind:
Well before the Interview
• Download and register on the program you will be using. (Very often this will
be Skype or one of a few others.)
• Use an appropriate user name. Like your email address, it should be something
professional.
• Test and check the hardware you will be using. Do your webcam and micro-
phone work?
• Consider your background. This means no inappropriate or distracting items in
view of the camera. Ask roommates or others to stay out of the room on inter-
view day. Secure pets in another room.
• Check room lighting to make sure you’re easily visible in the camera. Look for
dark shadows or excessive brightness.
• Practice using the program (with an appropriate background etc.) with a
friend to make sure everything is ready.
• If you’re interviewing on a program like HireVue, you may not actually be
talking to a person. HireVue uses text questions which you read and then are
given an allotted time to respond. Know the time limit (usually three minutes)
and practice keeping your answers to that length.
• Practice using InterviewStream at the Center for Career Development or
connect through the link on our homepage.
On Interview Day
• Choose professional attire that will show up well on camera. Dark, subdued
colors do better than light and bright ones.
• Take just as much care for your appearance as you would for an in-person
interview. New technology allows for lifelike video quality, so attention to detail
is important.
• Close all nonessential programs and processes to make the most of your
computer’s speed.
• Keep a note pad handy so you can easily write notes during the interview.
During the Interview
• Use your notes when need be, but do not rely on them more than you would
in a live interview.
• Talk and look into the camera (instead of the computer screen), especially
while answering questions. Do not look around your room or away from
the camera.
• Do not do anything else on the computer while interviewing. Any other activ-
ity will be obvious to the employer.
• Make sure to use the picture-in-picture so you can see how you will look to
the interviewer.
23
Ending on a Positive Note
At the end of the call or video session, the interviewer will usually explain what you
can expect to happen next. Before the interview is ended, be sure you have the inter-
viewer’s name, title, company, and telephone number. After a remote interview it is
appropriate to send a brief thank-you note. Refer to the interview and to one or two
items that were discussed and reiterate your interest in the position.
THE COMPANY VISIT
Most companies that recruit on college campuses include a company visit (some-
times called a plant trip, second interview, site visit, or oce visit) as a major part of
the hiring process. The company visit is generally a full day of interviewing and relat-
ed activities at the company site. After the company visit is completed and an evalua-
tion conducted, an oer may be made.
There is no way to describe every aspect of what you can expect in a company visit,
because employers vary greatly in how they arrange them. The length of the trip,
number of people involved, levels of people interviewed, types of tests conducted,
and degree of formality can dier from one company to the next.
This section focuses on information that is fairly consistent for most companies to
help you understand the nature of the company visit, how to prepare for it, and how
to conduct yourself most eectively during the visit.
A visit gives the company an in-depth assessment of a candidate before making a
job oer. The company visit is time-consuming and expensive for employers, so they
screen a large number of applicants down to a few who are invited to visit. The com-
pany visit is generally the last step in the selection process before an oer is made.
The company is confident that the candidate who is invited to visit has the technical
skills and intelligence to do the job. The visit gives them an opportunity to confirm
that there is a good match between the candidate’s goals and the career opportunity.
They also attempt to see that there is good chemistry between the candidate and the
company’s culture.
A company visit also allows the candidate an opportunity to see the company and
some of its people firsthand in order to make a wiser decision if an oer is made. The
company visit provides the candidate with an opportunity to learn more about the
position, the long-term career opportunities, the company’s employees, the company
itself, and the local community. The company will usually be doing as much selling as
evaluating, because this is the information the candidate will use in deciding whether
to accept or decline an oer. The candidate, like the company, is trying to determine
whether or not there is a good fit between the two.
PREPARING FOR THE VISIT
Since a visit is the final step for most companies in deciding whether to make a job
oer, it should not be taken lightly. Attempt to learn as much about the company as
possible. Preparation should draw on the following sources:
• Notes taken after the initial interview
• Company website
• Annual report
24
• Promotional material
• Industry and business publications
• Former students who are now employed by the company
• Current employees in the line of work for which you are interviewing
• People who have had direct dealings with the company or its products
You should prepare to present yourself as being knowledgeable about the company,
its products or services, and the career opportunity being discussed. The better pre-
pared you are, the more probable it is that the company will see you as enthusiastic,
driven, motivated, mature, and thorough.
Use the information you have obtained to develop insightful questions that show
interest in the company and the position. Your questions should demonstrate your
thorough preparation for the visit but should also provide the type of information
that will support an informed decision to accept or decline an oer. To prepare these
questions, you should investigate the company’s mission, long-range goals, business
philosophy, and management style. You should also research the community in which
the company is located.
Position your questions carefully during the interview process. For example, you
might ask recent hires about training, promotion, performance evaluation, and com-
munity life. More experienced interviewers can be asked about corporate culture,
long-term plans, company history, and other topics where experience enhances the
value of a response. Good questions will cover a wide range of topics:
• Corporate goals and direction
• Career enhancement
• Market growth opportunities
• Competitive environment
• Research and development
• Evaluation system
• Career paths of recent hires
• Commitment to training
• Community lifestyle
Questions such as “So what do you all do?” or “What are the benefits?” do not sit well
with most interviewers. These questions show shallowness and a lack of concern for
the key criteria that are being judged during the visit. The first type of questions begs
information that should have already been discovered, and the second reflects an
overemphasis on matters that will be explained in good time.
While knowledge, good insightful questions, and a sharp business outlook will go a
long way toward a successful company visit, a lack of personal preparation can de-
tract from your positive image. What factors constitute good personal preparation?
They include leaving personal problems at home, taking appropriate business dress
for the type of company you are visiting, and having a well-groomed appearance
(hair, face, skin, nails, etc.).
Candidates often put themselves at a disadvantage by packing carelessly, neglecting
to take grooming aids, or leaving for the visit with pressures from school deadlines.
These factors can contribute to a poor company visit.
25
ARRANGING THE TRIP
An invitation to a company visit will usually come from a contact person at the com-
pany. This person will become your source of information about all aspects of the
trip, and any questions before the trip can be addressed to him or her.
The majority of company visits are one full day in length. This generally necessitates
an overnight stay in the city where the company is located. Travel will be either by
flying or driving, depending upon distance and your preference. Usually trips of more
than 200 miles will justify flight.
If you are flying in, it is a good idea to use a travel agent for flight arrangements.
Give the agent your desired travel dates and times. The agent will search for the best
times, report back to you, and then book the flight at no extra cost.
Some companies are prepared to schedule all the arrangements for the company
visit. They will reserve and prepay the hotel room and schedule and prepay the
flights. Some oer these conveniences only when requested by the candidate.
If the company is not prepaying the flight, you should have a method of payment for
the travel agent. Confirm your hotel reservations with your contact at the company
and make sure they know up front how payment will be handled. If you are flying, you
should also discuss arrangements for ground transportation in advance with
your contact.
After receiving confirmation of your travel arrangements, call or send a note to your
contact in the company confirming your reservations and travel plans. This step is
important to avoid any last-minute mix-ups or confusion.
Candidates who are married sometimes request that their spouse accompany them
on the visit. Some employers may oer to include your spouse on the visit, and oth-
ers will oer a later visit that includes him or her, after an oer has been made. If your
spouse is accompanying you on the visit, discuss arrangements for him or her—
including transportation, activities during the day, and hotel reservations—with your
company contact person.
Get all directions ahead of time. If anything at all is unclear about dates, times, or
locations, call your company contact person to clear things up before departure. You
should leave knowing how you will get from the airport to the hotel to the interview
site and your first meeting of the day.
ARRIVAL
It is usually a good idea to arrive in the city the night before your company visit. If
possible, try to avoid very late flights or the last flight into the city. This will help avoid
the problems that can arise from airline delays and cancellations.
Once in town, go to the hotel and check in. Many hotels have courtesy vans from the
airport. In other cases, you may need to take a taxi. Keep any ground transportation
receipts for later reimbursement.
When checking into the hotel, ask whether you have any messages (the company
may have left information for you) and verify any prepayment agreement. Most
26
hotels will ask to imprint a credit card for any charges not covered by the company.
Other notes on the hotel stay:
• Schedule a morning wake-up call with the front desk, allowing plenty of time
to get cleaned and dressed, pack, and check out, in addition to setting the
alarm on your cell phone.
• If your room is unsatisfactory for any reason—particularly if it’s in a noisy
location—don’t hesitate to ask the hotel to change it.
• Local calls often are not free. They often cost anywhere from 50 cents to over
a dollar each.
• Do not bill any long-distance calls to the room. Call collect, use a credit card,
or call from your cell phone.
• Review the bill upon checkout to ensure its accuracy.
THE EVENING BEFORE
Many companies will arrange for you to meet an employee for dinner on the evening
of your arrival. This dinner is designed to give you an opportunity to relax and meet
an employee while getting a casual sense of the next day’s schedule, the company,
the city, and any other pertinent topics.
Your dinner companion might be a line manager, your key contact, a recent hire at
the company, or an alum of your school. The degree of informality and nature of con-
versation at dinner can vary, but they are usually quite relaxed.
To a degree, the dinner is an interview. Any dinner companion can serve as an evalu-
ator, so your behavior should always reflect maturity and professionalism. The dinner
host may be evaluating your social graces, manner of speech, conversational skills,
ability to mix business and pleasure, and maturity.
If a dinner is included in your company visit, you should dress appropriately; eat mod-
erately; avoid alcoholic beverages beyond a glass of wine, a beer, or a single drink;
ask good, penetrating questions revolving around the topic of discussion; and relax.
The dinner is generally social in nature and you should be yourself, although it should
be your professional self that comes through.
When you return to the hotel, remember to leave a wake-up call for morning, use a
travel alarm clock or the alarm in your phone, and have a parent or friend call in the
morning to make sure you wake up with plenty of time to prepare. No mistake is
worse than tardiness.
Be prepared to check out of the hotel when you leave for the company site in the
morning. Failing to do so can result in an extra night being charged to the company.
Take any baggage with you, as it may be out of the way to return to the hotel at the
end of the day.
27
INTERVIEW DAY
The day of the interview is generally a very busy one. Dierent companies set up dif-
ferent types of schedules. Many will schedule three to five hour-long interviews with
various levels of management in a one-on-one setting—but interviews may be shorter
or longer, fewer or more numerous.
Some employers schedule group interviews with four to 12 candidates visiting at one
time. The candidates engage in both group sessions and one-on-one interviews. The
group visit is more dicult for to arrange, but it gives the company a chance to see
each candidate among peers, and candidates a chance to see some of those who
might be a part of their training group.
Most employers are well prepared for candidate visits. Many conduct formal inter-
view training for their managers, and these companies usually provide very good
interview sessions. Interviewers will probably have scanned your resume and be
familiar with your background. They will attempt to assess your motivation and
drive—to see what makes you strive for success. Each interviewer will be attuned
to particular strengths and weaknesses.
You may hear the same question from three or four dierent people, yet must give as
good an answer to the fourth as to the first. This can be tiring, but it may also indicate
an area of particular concern to the company. If the employer is not well prepared,
you will have to carry the interview with your questions and observations.
You can probably expect to meet one-on-one with department managers and first-
line supervisors of the hiring area. You may also meet with a second- or third-level
manager who has had experience in many dierent areas of the company. Finally, you
may meet with a vice president of human resources or a director-level manager to
round out your exposure to the company.
If you are interviewing at a plant location, an employment manager or plant manager
will probably conduct a tour of the plant at some point. While this is usually a relaxed
tour, be aware that you are still being interviewed, even in this setting.
Companies usually try to structure the itineraries to meet your schedule, and many
design the day to provide a friendly and relaxed atmosphere. It is important to the
company that you feel as comfortable as possible about the visit so you can accu-
rately assess your feelings about the job, company, location, etc. These opportunities
are usually provided through a host-guest relationship. Remember that just as you
are selling yourself to the company, the company is also selling itself to you.
Anyone you meet—for even a few minutes—is a potential evaluator, so you must re-
main sharp and confident at all times. At no time can you reflect a lack of profession-
alism and expect a positive response.
28
DEPARTURE
The last meeting of the day will often be with your contact person or personnel
manager. This session is to answer any final questions, explain follow-up procedures,
discuss reimbursement, and take care of any additional details. After the visit, you will
be directed back to the airport for the flight home. Most companies structure the day
to allow you to depart the facility between 3 and 5 p.m.
Before you leave, make sure that all your questions have been answered and that you
understand both your and the company’s areas of responsibility for follow-up. These
should be discussed during the last session of the day.
INTERVIEW INSIGHTS
As mentioned earlier, most daylong company visits are packed with interviews. Un-
der the pressure of numerous back-to-back interviews, it is easy to grow weary and
ignore some points that are important to your success.
During a company visit, you will be speaking with a variety of managers at dier-
ing levels of the corporate hierarchy. It is important that you be yourself, maintain
a positive attitude, and relax as much as possible. Take the opportunity to ask a lot
of questions, get a feel for the company’s operating environment, and speak with
as many people as possible. This gives you a better understanding of the people
and environment in which you might eventually be employed. You may discover
valuable information in unexpected settings: waiting for an interviewer in a recep-
tion area, lunching in the company cafeteria, or speaking with a secretary in a
manager’s oce.
Most interview questions are geared toward assessing your communication skills,
teamwork, leadership capabilities, interpersonal skills, and desires as they relate to
both the current position and your long-range career goals. It is very important to
understand that you are being probed during the company visit and to take a long-
range view when preparing your responses.
Some companies assign each interviewer a specific quality or skill to focus on during
the interview. One interviewer will look at leadership ability, one at analytical abil-
ity, another at communication skills, and so on. In other companies, each interviewer
determines his or her questions independently—an approach that may appear less
coordinated to the candidate. In either case, following the visit all the interviewers will
meet to discuss the candidate and make a decision.
SALARY
Salary is a touchy topic that often catches students o guard. If questioned about
salary expectations, you can respond in one of two ways:
• Give a broad range. “I would hope with my background and qualifications to
be making between $36,000 and $42,000.” The range given should be real-
istic and based upon research of starting salaries in the industry and for the
position being discussed.
• Sidestep the question: “I’m sure that if you make me an oer it will be com-
mensurate with my qualifications and the current industry salary structure.”
29
Avoid giving an exact figure in response to a question about salary whenever pos-
sible. If pressed by an interviewer, it is best to give a range.
Candidates are often tempted to bring up the salary issue themselves. As a general
rule, it is best not to mention salary until the company brings it up. Salary will usually
not be a topic of conversation until an oer is made.
TESTING
Many companies test candidates before extending an oer to visit the company or
during the visit itself. This testing may consist of standard mathematical and verbal
tests—similar to the SAT or ACT, but much briefer. Be aware that this type of testing
may be conducted and that no real preparation is possible—although you should get
plenty of rest the evening before a test to aid clear thinking.
Some companies administer personality tests that involve numerous questions for
which there are no right or wrong answers. There is no benefit to trying to “psych
out” a personality test. Answer honestly with your initial reaction to each question.
Many companies also test candidates for use of illegal drugs. This encompasses
testing for all controlled substances and usually takes the form of a urine sample. Be
aware that this test may occur and that failure to submit to a drug test may end fur-
ther employment consideration.
COMMUNITY
Make an eort to learn about the surrounding community if you may be relocating
there. Look at the website of the local chamber of commerce and other information
on the area. An apartment guide or home guide is probably available through the
chamber or the realty association for use in selecting a residence. During the visit,
question people—particularly those closest to your age—about housing, entertain-
ment, cost of living, and other personal concerns.
EXPENSES AND FOLLOW-UP
Expense handling and reimbursement vary from company to company, but nearly
all will handle this part of the process with a sensitive eye toward candidates’ needs.
Generally, most major travel and lodging expenses will either be prepaid by the com-
pany or put on a credit card by the student and then reimbursed by the company.
If possible, it is a good idea to secure a major credit card for interviewing and later
business travel. This will provide the ability to pay expenses when the need arises and
will help to avoid any potentially embarrassing situations.
If a credit card is not an option and you are short on cash, many companies are will-
ing to prepay expenses. Never turn down a company visit because of low funds!
By talking to the contact person in the company, you may find that they can help.
Companies are often willing to assist students by prepaying airline tickets and hotel
rooms, and they may even provide cash up front for use in travel.
Many incidental expenses are also usually reimbursable, including parking, cab fares,
business phone calls, meals, and tips. You are fully responsible for personal incidental
30
expenses: room service snacks, newspapers and magazines, personal phone calls,
gifts, in-room movies, and other personal items.
Always collect receipts for expenses. Even if the hotel is prepaid, you should have the
resources to cover the bill in case of an error or misunderstanding.
While expense reimbursement is not an overriding issue, it is important to use com-
mon sense and good judgment. An expense report that includes unnecessary or un-
usually high expenditures is generally frowned upon. Meals need not be at a fast-food
restaurant, but they should be reasonable, and you should avoid expensive wine and
other high-priced menu items. The hotel’s restaurant prices are usually a good mea-
sure of how much to spend.
AFTER THE VISIT
Following your visit, send a personal letter of thanks to all the people you met and
talked with. Email is appropriate if you have access to addresses. While this may not
aect the probability of getting an oer, it is a common courtesy and will definitely
be remembered if you end up working there.
A letter of thanks to your main contact person is mandatory. This letter or email
should rearm your interest in the position and highlight your qualifications one last
time—or, if applicable, indicate that you have no further interest in the position. This
short note should reflect your responsiveness, highlight your understanding of eti-
quette, and show your continued interest. It provides you with one last opportunity to
stand out above the competition and position yourself for a potential hire.
Many companies get back to candidates within two weeks of the actual visit with an
oer or rejection. This is an average; some companies oer jobs on the spot, while
others take up to a month to respond. It is a good idea to find out how long you can
expect to wait to hear from the company regarding an employment decision. Feel
free to contact the company to check on delays if the estimated decision date passes
with no response.
SEARCH ETHICS AND ACCEPTING OR REJECTING AN OFFER
After ccepting a job oer (internship or full time after graduation), you should not
continue to interview. Notify the Center for Career Development of your acceptance
and cease further activity. Unprofessional behavior by students and recent graduates
hurts the university’s reputation with employers and may ultimately lead to fewer op-
portunities for other students.
Finally, never be afraid to turn down a job oer if, after careful consideration, you
consider it not to be right for your future. After all, the goal of the whole process is
not an immediate job but long-term career satisfaction.
The University of Tennessee is an EEO/AA/Title VI/Title IX/Section 504/ADA/ADEA institution in the provision of its education and
employment programs and services. The university name and its indicia within are trademarks of the University of Tennessee.
A project of the Center for Career Development with assistance from the UT Oce of Communications and Marketing. Job 519149
Dress for Success: Business Casual
Appropriate attire for information sessions and other less formal employer events
These are general dress guidelines. Standards of dress may vary between industries and com-
panies. Research the company culture for cues before an interview—and when in doubt,
wear business professional attire.
Grooming
OPTIONS
• Hair and f acial hair should be neatly styled
• Nails should be clean
Sweater & blouse
• No heavy cologne or perfume
Knee-length skirt
Dress shoes
• Natural style makeup
Attire
• Dr ess shirt, polo shirt, sweater, or blouse
• Tie is optional
• Knee-length dr ess or skirt cut to cover
your thighs when you sit
• All clothes ironed
Accessories
• C onservative accessories; no flashy
designs or jewelry
• P adfolio, professional bag, or simple purse
Shoes
• O xfords, derbys, loafers, flats,
wedges, or heels
• No sneakers
Dress shirt
Chinos
Dress shoes
Trans Professional Dress: Whether to dress according to traditional cisgender norms
or wear clothes that allow you to express your gender identity can be a dicult decision
and will likely depend in part on the employer or industry. For organizations that are more
LGBTQ-inclusive, you may feel comfortable wearing clothes typically associated with your
gender identity. Or you may choose to dress in gender-neutral, androgynous clothing.
Make use of resources like the HRC Corporate Equality Index (hrc.org) to get a sense of
how open and accepting a company is. Career consultants are also available to advise you.
#whycintas
Cintas Corporation is an EEO/Affirmative Action Employer and will make all employment-related decisions without regard
to race, color, religion, sex, sexual orientation, gender identity, national origin, disability or protected veteran status.
careers.cintas.com
facebook.com/Cintas
twitter.com/CintasCorp
linkedin.com/Company/Cintas
youtube.com/user/CintasCorp
Choosing the right company for your career is an
important decision, and Cintas is dedicated to
mentorships, community involvement, innovation
and sustainability. With more than 400 locations,
our employee-partners have limitless opportunities
to develop their skills, knowledge and career.
Cintas is committed to
helping students get
Ready for the Workday
®
and their futures.
Student Union, Level 2
Monday–Friday
8 a.m.–5 p.m.
865-974-5435
career.utk.edu
