Employers use search engines to research potential job candidates

Cos rejecting jobs due to online posts

Social media has emerged as a major background-check tool for employers and nearly 68 per cent of them decide against hiring a person after rinding negative details about the can­didates, a survey has found.

According to a survey by job site CareerBuildcr India, as many as 59 per cent employers are currently using social media to research on job can­didates, while another 33 per cent are planning to access the platform soon. Interestingly, the survey said that 68 per cent employers who research job candidates on social media have found 'content' that caused them not to hire the individual.

The findings of the survey are based on responses by top 1.200 corporates in the coun­try. Moreover, about 75 per cent of employers were observed to be also using search engines such as Google to research potential job can­didates, the survey has found.

The most common reasons for employers to reject a job aspirant were that the candi­date lied about his qualifica­tions (50 per cent), had poor communications skills (50 per cent), posted provocative pho­tographs or information (47 per cent), shared confidential information of previous employer (42 per cent). Other reasons were that the appli­cants had posted details about their drinking or drug habits (38 per cent), were linked to criminal behaviour (35 per cent) and had bad-mouthed their previous company or fel­low employees (32 per cent).

"It's vital for job seekers to remember that much of what they post to the Internet and equally importantly, what
others post about them  can be found by prospective employers, and that can affect their chances of getting hired down  the road." CareerBuilder HR vice presi­dent Rosemary Haefner said.

"Job seekers need to stay vigilant, and pay attention to privacy updates from all of their social networking accounts so they know what information is available for others to see." Mr Haefner added.

Meanwhile, many employers surveyed said they are likely to hire the candidate if they find on social media platform that the individual's back- ground supported their pro-fessional qualifications, their personality was clearly a good fit within the company culture, had great communication skills, is creative and has wide range of interests, among others.

Smart Way of Job Searching

Now the information on Job opportunities used to be available through  Advertisements and  online Job Portals. Now many mobile Apps are providing information on Job opportunities. The leading job portals brought Mobile Apps, using Apps you can apply with a single click. You can also check the status of your application daily using these mobile Apps.

You can find many Apps for Job searching in Google Play store. You also find many Apps catering to Special Category  and many Apps are exclusive for Banking, IT and other Fields. You can visit Play Store and get information on each App and select the App which is useful to you.

When you are downloading the Apps related to Job portals you have to provide the same information you have provided in the Job portal, do not provide info which is different from Job Portal. When you upload your resume in the App for job Application make sure to update your resume in the Job portal also, otherwise this leads to confusion. Upload the same information on al the portals as well as Mobile Apps.
You can modify the resume to suit the job you are Applying for.

You can  Alerts setup to receive latest information on the jobs you have applied for. There are some Special Apps which are useful for getting Jobs. Some of these  Apps are

Linkedin : Linkedin App is associated with Professional ans Social media Network Linkedin.com. This App is useful for job searching as well as following the networking with professionals. You can search Field, profile, Salary and other criteria.

Be Known : This app is brought by leading job portal Monster.com. This works based on Facebook Timeline. Using this App you can share your Experiences, Profile and Qualifications. This App shares the information on your professional and educational qualification details without sharing your friends and your posts info.

Realtime Jobs : This App provides info on thousands of jobs and works based on twitter.Using this App you can send resume and short videos for jobs. Apps like Be Known,Real Time Jobs can be used on computers as well as mobiles, but some Apps can only be used by Mobiles only.

Shine.com, Indeed, Naukri.com, Job street, Job Search are some of the Apps which are useful for Job search., also providing some helpful tips on Resume Preparation and Interview tips. Some Apps also provide Alerts. Using these Apps you get maximum response in a short time.

When you download these Apps from play Store, check the info on who is proving this App long with the details of the App Provider. If you providing your details without verifying the App source your info may go to the Cyber criminals.

Recruiter Roundtable: The Weakness Question

Tips for Handling One of the Toughest Interview Questions
The Recruiter Roundtable is a monthly feature that collects career and job-seeking advice from a group of recruiting experts throughout the US.
The question we put before our panel this month is: "Being asked about one's own 'biggest weaknesses' in a job interview is considered (by many job seekers, at least) one of the worst interview questions. Do you ask candidates this, and how would you recommend candidates answer this question in a job interview without being phony?"
Be Up Front
There are times when I ask job candidates this question. It's not that I want to nitpick or make people feel uncomfortable, but rather I want to see in which areas they feel they need to improve and what they are doing about it. In order to advance professionally, we all need to be able to honestly identify not just our strengths but also our weaknesses and how we can upgrade in these areas.
I recommend that job candidates be up front during interviews. Don't say you have "no weaknesses" or "work too hard." Instead, tell hiring managers what you are working on improving and what you've done to build your skills in these areas.
One thing to keep in mind: If one of your weaknesses is directly related to the position and could potentially take you out of the running, the opportunity may not be right for you.
-- DeLynn Senna, executive director of North American permanent placement services, Robert Half International
Let the Job Description Guide You
First, make sure you truly understand the job duties before the interview starts. Match the job duties with your strengths. What is a strength you have that someone may consider as a weakness?
For example, if you apply to a sales job, your weakness could be "not quick to close": "I really take a lot of time to listen to a customer before I provide recommendations. A lot of sales people are quick to answer, but I spend time making sure I understand the customer's needs." Salespeople need to be good listeners although they don't always come across that way.
Another example is if you applied to a very detail-oriented job, your weakness is you are a perfectionist. The hiring manager needs someone that pays close attention to the little things.
In summary, a weakness on one hand is a strength on the other.
-- Amanda Mertz, lead recruiter, Wells Fargo Home and Consumer Finance Group
Will It Match Your References?
The importance of this question is often not the candidate's answer per se, but whether or not the candidate's references respond in a similar manner. In short, it is a way for employers to assess the candidate's awareness of his or her own strengths and weaknesses.
-- Yves Lermusi, CEO, Checkster
Choose Wisely
This is definitely a popular question that we often ask, and a lot of our clients also like to include when interviewing candidates. While "weakness" is a harsh word, remember that nobody is perfect, and we all have areas of development that we need to work on.
Employers are cognizant of this and ask the question for two reasons -- first, to make sure your weakness isn't a skill they need someone to have mastery of immediately, and second, to see how you handle yourself under pressure and when asked tough questions.
We advise our candidates to be honest and focus on a weakness that is not one of the top three qualities required for the job. Also, be sure to describe how you've already taken steps and made strides in strengthening this skill, showing your ability and desire to constantly learn and grow.
-- Kathy Gans, Senior Vice President, Ajilon Professional Staffing

Why Do You Want to Work Here?

By Carole Martin
The interviewer asks a rather simple question, yet it catches you off guard: "Why do you want to work for this company?" The obvious answer that comes to mind is, "Because you have an opening, and I need a job." While this may be true, it won't get you points in a job interview.
The interviewer is looking for an answer that indicates you've thought about where you want to work -- that you're not just sending your resume to any company with a job opening. Researching the company and industry before your interview will make you stand out as a more informed and competent applicant.
For instance, Annette is the first candidate interviewed for an HR manager position. When she is asked why she wants to work there, she replies, "I have always wanted to work for this company. I love your product, and I have used it for many years. This job would be perfect for me, a real opportunity for me to grow and develop."
Annette's answer begins well, but then shifts to what she can get out of the experience instead of what she has to offer. Her answer would be stronger if she proved she had researched the industry and company, and therefore could discuss more than her own experience with the product.
James is another candidate, and he answers more directly: "Based on the research I've done, this company is an industry leader. When I visited your Web site, I found some impressive information about future projects you have planned. I was also impressed with the founders' backgrounds and the current financial statements. This is the company I've been looking for, a place where my background, experience and skills can be put to use and make things happen."
James's answer demonstrates his interest in and enthusiasm for the company and what it stands for. He also demonstrates how he envisions he could be a member of the team.
You must do research before the interview and come up with two or three reasons why you want to work for the company. Search company Web sites for mission statements, product and service information, principals' backgrounds and contact information. Check company financials through the US Securities and Exchange Commission.
It would also be beneficial to think of at least two reasons this job is a good match for your skills, strengths, experience and background. What can you bring to the company? Write down your thoughts and rehearse them as part of your script.
There are no right or wrong answers to this question. Your answer should reflect that you have thought about what you want and have researched the company. Let the interviewer know you are being selective about where you want to work and you're not just going to take any job offered to you. Demonstrate that this is the company you want to work for -- a little flattery will go a long way.

Beat Interview Brainteasers

By Thad Peterson

How many quarters -- placed one on top of the other -- would it take to reach the top of the Empire State Building?
When Jeremy Solomon was asked this in an interview, he didn't have a clue as to what would be the correct answer. Nonetheless, he remained calm.
First, he asked the interviewer exactly what she meant by "placed on top of the other." After she said on their sides, Solomon began to explain his logic step-by-step to the interviewer. He estimated that a quarter is about an inch in diameter and guessed that there are 120 floors in the Empire State Building, with each floor being 10 feet tall. Then he did the appropriate math.
Did Solomon give the right answer? Not quite -- the building only has 102 floors, and they aren't 10 feet tall.
Did he nail the question? Absolutely.
Divulge Your Thought Process
"Really, what interviewers are looking for is how somebody thinks through the problem," explains Jean Eisel, director of the Career Management Center at Duke's Fuqua School of Business. "Whether somebody gets the answer or not, it's more looking at how [job candidates] think through the problem. Don't try to get the answer. Focus on how you're going to divide the problem up. You don't necessarily have enough information to give the answer. They're really looking at how people process information."
The brainteaser is a type of interview question that's recently been popping up more and more. The use of these puzzling interview questions (how many times do a clock's hands overlap in a day? how would you weigh a plane without scales?) is originally attributed to Microsoft and made it's way into many technology companies' interviews. These types of questions have since been adopted by other industries, like business consulting, investment banking, law, marketing and finance.
There's even a book about this phenomenon, William Poundstone's How Would You Move Mount Fuji? The author offers similar advice to Eisel's: "They really expect you to walk them through your whole way of reasoning. And even if you end up not getting the right answer, they can be very impressed by some of the approaches you toss out there. In solving any real-world problem in business, you basically have to go through this process of brainstorming some ideas that aren't going to work out. So if you can show that you can do that -- even with one of these [mind-bending] problems -- that gives them a lot of useful information, even if you don't actually come up with the answer."
Talk It Out
Joel Spolsky is founder of Fog Creek Software and used to work as a program manager at Microsoft. He's used brainteasers at both companies, primarily as conversation starters. "The goal is to have an interesting conversation with the person and to try to see if they're smart through that conversation," Spolsky explains. "If you have an interesting conversation about certain types of topics with a person, you can determine if [he] is the type of person you want to hire. The questions are almost a pretext to having that conversation. If you have a conversation with somebody about the Backstreet Boys, you're not going to learn how smart the person is."
The truth is, a smart interviewer won't particularly care if you know how many piano tuners there are in the world or why manhole covers are round instead of square. What interviewers will care about is how you approach, analyze and break down a problem.

Questions and Answers for Software Testing Job Interviews

1. In which Software Life cycle phase does Testing Occur?

or

Can You explain the PDCA cycle and Where Testing Fits in

Ans: Software testing is an important part of the software development process. In normal software development there are four important steps, also referred to, in short, as the PDCA (Plan, Do, Check, Act) cycle.

a) Plan: Define the goal and the plan for achieving that goal.
b) Do/Execute: Depending on the plan strategy decided during the plan stage we do execution accordingly in this phase.
c) Check: Check/Test to ensure that we are moving according to plan and are getting the desired results.
d) Act: During the check cycle, if any issues are there, then we take appropriate action accordingly and revise our plan again.
The answer to the question is Check part of the cycle

2. What is the difference between white box, black box, and gray box testing?

Ans : Black box testing is a testing strategy based solely on requirements and specifications. Black box testing requires no knowledge of internal paths, structures, or implementation of the software being tested.
White box testing is a testing strategy based on internal paths, code structures, and implementation of the software being tested. White box testing generally requires detailed programming skills.
There is one more type of testing called gray box testing. In this we look into the “box” being tested just long enough to understand how it has been implemented. Then we close up the box and use our knowledge to choose more effective black box tests.

3. W hat is the difference between a defect and a failure?

Ans : When a defect reaches the end customer it is called a failure and if the defect is detected internally and resolved it’s called a defect.

There are three main categories of defects:
Wrong: The requirements have been implemented incorrectly. This defect is a variance from the given specification.
Missing: There was a requirement given by the customer and it was not done. This is a variance from the specifications, an indication that a specification was not implemented, or a requirement of the customer was not noted properly.
Extra: A requirement incorporated into the product that was not given by the end customer. This is always a variance from the specification, but may be an attribute desired by the user of the product. However, it is considered a defect because it’s a variance from the existing requirements.

4. W hat is the difference between verification and validation?
Ans: Verification is a review without actually executing the process while validation is checking the product with actual execution. For instance, code review and syntax check is verification while actually running the product and checking the results is validation.

5. How does testing affect risk?

Ans: A risk is a condition that can result in a loss. Risk can only be controlled in different scenarios but not eliminated completely. A defect normally converts to a risk. For instance, let’s say you are developing an accounting application and you have done the wrong tax calculation. There is a huge possibility that this will lead to the risk of the company running under loss. But if this defect is controlled then we can either remove this risk completely or minimize it.

6. D oes an increase in testing always improve the project?

Ans : No an increase in testing does not always mean improvement of the product, company, or project. In real test scenarios only 20% of test plans are critical from a business angle. Running those critical test plans will assure that the testing is properly done.

7. How do you define a testing policy?

Ans: The following are the important steps used define a testing policy in general. But it can change according to your organization. Let’s discuss in detail the steps of implementing a testing policy in an organization.
Software Testing Basics
Definition: The first step any organization needs to do is define one unique definition for testing within the organization so that everyone is of the same mindset.
How to achieve: How are we going to achieve our objective? Is there going to be a testing committee, will there be compulsory test plans which need to be executed, etc?.
Evaluate: After testing is implemented in a project how do we evaluate it? Are we going to derive metrics of defects per phase, per programmer, etc. Finally, it’s important to let everyone know how testing has added value to the project?.
Standards: Finally, what are the standards we want to achieve by testing. For instance, we can say that more than 20 defects per KLOC will be considered below standard and code review should be done for it

8. Should testing be done only after the build and execution phases are complete?

Note: This question will normally be asked to judge whether you have a
traditional or modern testing attitude.

Ans : In traditional testing methodology (sad to say many companies still have that attitude) testing is always done after the build and execution phases. But that’s a wrong way of thinking because the earlier we catch a defect, the more cost effective it is. For instance, fixing a defect in maintenance is ten times more costly than fixing it during execution.

Testing after code and build is a traditional approach and many companies have improved on this philosophy. Testing should occur in conjunction with each phase .In the requirement phase we can verify if the requirements are met according to the customer needs. During design we can check whether the design document covers all the requirements. In this stage we can also
generate rough functional data. We can also review the design document from the architecture and the correctness perspectives. In the build and execution phase we can execute unit test cases and generate structural and functional data. And finally comes the testing phase done in the traditional way. i.e., run the system test cases and see if the system works according to the
requirements. During installation we need to see if the system is compatible with the software. Finally, during the maintenance phase when any fixes are made we can retest the fixes and follow the regression testing.

9. A re there more defects in the design phase or in the coding phase?

Note: This question is asked to see if you really know practically which phase is the most defect prone.

Ans: The design phase is more error prone than the execution phase. One of the most frequent defects which occur during design is that the product does not cover the complete requirements of the customer. Second is wrong or bad architecture and technical decisions make the next phase, execution, more prone to defects. Because the design phase drives the execution phase it’s the most critical phase to test. The testing of the design phase can be done by good review. On average, 60% of defects occur during design and 40%
during the execution phase.

10.W hat is the difference between latent and masked defects?

Ans : A latent defect is an existing defect that has not yet caused a failure because the exact set of conditions were never met.

A masked defect is an existing defect that hasn’t yet caused a failure just because another defect has prevented that part of the code from being executed.

The application has the ability to print an invoice either by laser printer or by dot matrix printer. In order to achieve it the application first searches for the laser printer. If it finds a laser printer it uses the laser printer and prints it. If it does not find a laser printer, the application searches for dot matrix printer. If the application finds a dot matrix printer (DMP) the application prints using or an error is given.

Now for whatever reason this application never searched for the dot matrix printer. So the application never got tested for the DMP. That means the exact conditions were never met for the DMP. This is called a latent defect. Now the same application has two defects: one defect is in the DMP search and the other defect is in the DMP print. But because the search of the DMP fails the print DMP defect is never detected. So the print DMP
defect is a masked defect.

Java Interview Questions and Answers - 2

Q 11. Can there be an abstract class with no abstract methodsin it? (Core Java)
Answer Yes

Q 12. Can an Interface be final? (Core Java)
Answer No

Q 13. Can an Interface have an inner class? (Core Java)
Answer Yes.
public interface abc {
static int i=0;
void dd();
class a1 {
a1() {
int j;
System.out.println("in interfia");
};
public static void main(String a1[]) {
System.out.println("in interfia"); } } }

Q 14. Can we define private and protected modifiers for variables in interfaces? (Core Java)
Answer No
Q 15. What is the query used to display all tables names in SQL Server (Query analyzer)? JDBC)
Answer select * from information_schema.tables

Q 16. What is Externalizable? (Core Java)
Answer Externalizable is an Interface that extends Serializable Interface. And sends data into Streams in Compressed Format. It has two methods, writeExternal(ObjectOuput out) and readExternal(ObjectInput in)

Q 17. What modifiers are allowed for methods in an Interface? (Core Java)
Answer Only public and abstract modifiers are allowed for methods in interfaces.

Q 18. What is a local, member and a class variable? (Core Java)
Answer Variables declared within a method are "local" variables. Variables declared within the class i.e not within any methods are "member" variables (global variables).

Variables declared within the class i.e not within any methods and are defined as "static" are class variables

Q 19. How many types of JDBC Drivers are present and what are they? (JDBC)
Answer There are 4 types of JDBC Drivers
Type 1: JDBC-ODBC Bridge Driver
Type 2: Native API Partly Java Driver
Type 3: Network protocol Driver
Type 4: JDBC Net pure Java Driver

Q 20. What is the difference between ServletContext and PageContext? (JSP)
Answer ServletContext: Gives the information about the container
PageContext: Gives the information about the Request

Java Interview Questions and answers - 1

Q 01: Give a few reasons for using Java

• Ans 01: Java is a fun language. Let’s look at some of the reasons:
  Built-in support for multi-threading, socket communication, and memory management (automatic garbage collection).


• Object Oriented (OO).


• Better portability than other languages across operating systems.
  Supports Web based applications (Applet, Servlet, and JSP), distributed applications (sockets, MI. EJB etc) and network protocols (HTTP, JRMP etc) with the help of extensive standardised APIs (Application Program Interfaces).

Q 02: What is the main difference between the Java platform and the other software platforms?

Ans 02: Java platform is a software-only platform, which runs on top of other hardware-based platforms like UNIX, NT etc.

The Java platform has 2 components:

• Java Virtual Machine (JVM) – ‘JVM’ is a software that can be ported onto various hardware platforms. Byte codes are the machine language of the JVM.
• Java Application Programming Interface (Java API) -

Q 03: What is the difference between C++ and Java?

Ans 03: Both C++ and Java use similar syntax and are Object Oriented, but:

• Java does not support pointers. Pointers are inherently tricky to use and troublesome.
• Java does not support multiple inheritances because it causes more problems than it solves. Instead Java supports multiple interface inheritance, which allows an object to inherit many method signatures from different interfaces with the condition that the inheriting object must implement those inherited methods. The
  multiple interface inheritance also allows an object to behave polymorphically on those methods.
• Java does not support destructors but rather adds a finalize() method. Finalize methods are invoked by the garbage collector prior to reclaiming the memory occupied by the object, which has the finalize() method. This means you do not know when the objects are going to be finalized. Avoid using finalize() method to release non-memory resources like file handles, sockets, database connections etc because Java has only a finite number of these resources and you do not know when the garbage collection is going to kick in to
  release these resources through the finalize() method.
• Java does not include structures or unions because the traditional data structures are implemented as an object oriented framework (Java collection framework – Refer Q14, Q15 in Java section).
• All the code in Java program is encapsulated within classes therefore Java does not have global variables or functions.
• C++ requires explicit memory management, while Java includes automatic garbage collection.

Q 04: Explain Java class loaders? Explain dynamic class loading?

Ans 04: Class loaders are hierarchical. Classes are introduced into the JVM as they are referenced by name in a class that is already running in the JVM. So how is the very first class loaded? The very first class is specially loaded with the help of static main() method declared in your class. All the subsequently loaded classes are loaded by the classes, which are already loaded and running. A class loader creates a namespace. All JVMs include at least one
class loader that is embedded within the JVM called the primordial (or bootstrap) class loader. Now let’s look at non-primordial class loaders. The JVM has hooks in it to allow user defined class loaders to be used in place of primordial class loader.

Class loaders are hierarchical and use a delegation model when loading a class. Class loaders request their parent to load the class first before attempting to load it themselves. When a class loader loads a class, the child class loaders in the hierarchy will never reload the class again. Hence uniqueness is maintained. Classes loaded by a child class loader have visibility into classes loaded by its parents up the hierarchy but the reverse is not true as explained in the above diagram.
Important: Two objects loaded by different class loaders are never equal even if they carry the same values, which mean a class is uniquely identified in the context of the associated class loader. This applies to singletons too, where each class loader will have its own singleton.

Q 05: What are the advantages of Object Oriented Programming Languages (OOPL)?

Ans 05: The Object Oriented Programming Languages directly represent the real life objects like Car, Jeep, Account, Customer etc. The features of the OO programming languages like polymorphism, inheritance and encapsulation make it powerful. [Tip: remember pie which, stands for Polymorphism, Inheritance and Encapsulation are the 3 pillars of OOPL]

Q 06: How does the Object Oriented approach improve software development?

Ans 06: The key benefits are:

• Re-use of previous work: using implementation inheritance and object composition.
• Real mapping to the problem domain: Objects map to real world and represent vehicles, customers, products etc: with encapsulation.
• Modular Architecture: Objects, systems, frameworks etc are the building blocks of larger systems.

The increased quality and reduced development time are the by-products of the key benefits discussed above. If 90% of the new application consists of proven existing components then only the remaining 10% of the code have to be tested from scratch.

Q 07: How do you express an ‘is a’ relationship and a ‘has a’ relationship or explain inheritance and composition? What is the difference between composition and aggregation?

Ans 07: The ‘is a’ relationship is expressed with inheritance and ‘has a’ relationship is expressed with composition. Both inheritance and composition allow you to place sub-objects inside your new class. Two of the main techniques for code reuse are class inheritance and object composition.

Inheritance is uni-directional. For example House is a Building. But Building is not a House. Inheritance uses extends key word. Composition: is used when House has a Bathroom. It is incorrect to say House is a Bathroom. Composition simply means using instance variables that refer to other objects. The class House will have an instance variable, which refers to a Bathroom object.
Which one to use? The guide is that inheritance should be only used when subclass ‘is a’ superclass.

• Don’t use inheritance just to get code reuse. If there is no ‘is a’ relationship then use composition for code reuse. Overuse of implementation inheritance (uses the “extends” key word) can break all the subclasses, if the superclass is modified.
• Do not use inheritance just to get polymorphism. If there is no ‘is a’ relationship and all you want is polymorphism then use interface inheritance with composition, which gives you code .

Q 08: What do you mean by polymorphism, inheritance, encapsulation, and dynamic binding?

A ns08: Polymorphism – means the ability of a single variable of a given type to be used to reference objects of different types, and automatically call the method that is specific to the type of object the variable references. In a nutshell, polymorphism is a bottom-up method call. The benefit of polymorphism is that it is very easy to add new classes of derived objects without breaking the calling code (i.e. getTotArea() in the sample code shown below) that uses the polymorphic classes or interfaces. When you send a message to an object even though you don’t know what specific type it is, and the right thing happens, that’s called polymorphism. The process used by objectoriented programming languages to implement polymorphism is called dynamic binding. Let us look at some sample code to demonstrate polymorphism

Inheritance – is the inclusion of behaviour (i.e. methods) and state (i.e. variables) of a base class in a derived class so that they are accessible in that derived class. The key benefit of Inheritance is that it provides the formal mechanism for code reuse. Any shared piece of business logic can be moved from the derived class into the base class as part of refactoring process to improve maintainability of your code by avoiding code duplication. The existing class is called the superclass and the derived class is called the subclass. Inheritance can also be
defined as the process whereby one object acquires characteristics from one or more other objects the same way children acquire characteristics from their parents.

Encapsulation – refers to keeping all the related members (variables and methods) together in an object. Specifying members as private can hide the variables and methods. Objects should hide their inner workings from the outside view. Good encapsulation improves code modularity by preventing objects interacting with each other in an unexpected way, which in turn makes future development and refactoring efforts easy.

Being able to encapsulate members of a class is important for security and integrity. We can protect variables from unacceptable values. The sample code below describes how encapsulation can be used to protect the MyMarks object from having negative values. Any modification to member variable “vmarks” can only be carried out through the setter method setMarks(int mark). This prevents the object “MyMarks” from having any negative values by throwing an exception.

Q 09: Why there are some interfaces with no defined methods (i.e. marker interfaces) in Java?

Ans 09: The interfaces with no defined methods act like markers. They just tell the compiler that the objects of the classes implementing the interfaces with no defined methods need to be treated differently. Example Serializable

Q 10: When is a method said to be overloaded and when is a method said to be overridden?

Ans 10:
Method Overloading
Overloading deals with multiple methods in the same class with the same name but different method signatures.
class MyClass {
public void getInvestAmount(int rate) {…}
public void getInvestAmount(int rate, long principal)
{ … }
}
Both the above methods have the same method names but different method signatures, which mean the methods are overloaded.
Overloading lets you define the same operation in different ways for different data.
Method Overriding

Overriding deals with two methods, one in the parent class andthe other one in the child class and has the same name andsignatures.

class BaseClass{

public void getInvestAmount(int rate) {…}

}

class MyClass extends BaseClass {

public void getInvestAmount(int rate) { …}

}

Both the above methods have the same method names andthe signatures but the method in the subclass MyClassoverrides the method in the superclass BaseClass.

Overriding lets you define the same operation in differentways for different object types.

Toughest Interview Questions 61 - 64 of 64

Question 61 Looking back on your last position, have you done your best work?
Tricky question. Answer “absolutely” and it can seem like your best work is behind you. Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all.

BEST ANSWER: To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors. Then, recap those factors, highlighting your strongest qualifications.

Question 62 Why should I hire you from the outside when I could promote someone from within?
This question isn’t as aggressive as it sounds. It represents the interviewer’s own dilemma over this common problem. He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter.

BEST ANSWER: Help him see the qualifications that only you can offer.
Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside.

“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”

Question 63 Tell me something negative you’ve heard about our company…
This is a common fishing expedition to see what the industry grapevine may be saying about the company. But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm. It can only hurt your chances and sidetrack the interviewer from getting sold on you.

BEST ANSWER: Just remember the rule – never be negative – and you’ll handle this one just fine.

Question 64 On a scale of one to ten, rate me as an interviewer.
Give a perfect “10,” and you’ll seem too easy to please. Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you.

BEST ANSWER: Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your positivism.

However, don’t give a numerical rating. Simply praise whatever interview style he’s been
using.

If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”

If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.”

In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.

Toughest Interview Questions 56 -60 0f 64

Question 56 The “Secret” Illegal Question
Much more frequent than the Illegal question (see Question 55) is the secret illegal question. It’s secret because it’s asked only in the interviewer’s mind. Since it’s not even expressed to you, you have no way to respond to it, and it can there be most damaging.

Example: You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.

Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with someone like this?” But the interviewer never raises such questions because they’re illegal. So what can you do?

BEST ANSWER: Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it. More than likely, he is going to come up with his own answer. So you might as well help him out.

How? Well, you obviously can’t respond to an illegal question if he hasn’t even asked. This may well offend him. And there’s always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.

So you can’t address “secret” illegal questions head-on. But what you can do is make sure there’s enough counterbalancing information to more than reassure him that there’s no problem in the area he may be doubtful about.

For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk. You know your condition has never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or ability to travel. Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle them well.
So, too, if you’re in any different from what passes for “normal”. Make sure, without in any way seeming defensive about yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken concern your interviewer may have.

Question 57 What was the toughest part of your last job?
This is slightly different from the question raised earlier, “What’s the most difficult part of being a (job title…)” because this asks what you personally have found most difficult in your last position. This question is more difficult to redefine into something positive. Your interviewer will assume that whatever you found toughest may give you a problem in your new position.

BEST ANSWER: State that there was nothing in your prior position that you found overly difficult, and let your answer go at that. If pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are unimportant to the position at hand.

Question 58 How do you define success…and how do you measure up to your own definition?
Seems like an obvious enough question. Yet many executives, unprepared for it, fumble the ball.

BEST ANSWER: Give a well-accepted definition of success that leads right into your own stellar collection of achievements.
Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”

“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)

Question 59 “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?
Obviously, these and other “opinion” questions should never be asked. Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news. If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer.

BEST ANSWER: In all of these instances, just remember the tale about student and the ise old rabbi. The scene is a seminary, where an overly serious student is pressing the abbi to answer the ultimate questions of suffering, life and death. But no matter how ard he presses, the wise old rabbi will only answer each difficult question with a uestion of his own.

In exasperation, the seminary student demands, “Why, rabbi, do you always answer a uestion with another question?” To which the rabbi responds, “And why not?”

If you are ever uncomfortable with any question, asking a question in return is the reatest escape hatch ever invented. It throws the onus back on the other person, idetracks the discussion from going into an area of risk to you, and gives you time to hink of your answer or, even better, your next question!

In response to any of the “opinion” questions cited above, merely responding, “Why do ou ask?” will usually be enough to dissipate any pressure to give your opinion. But if our interviewer again presses you for an opinion, you can ask another question.

Or you could assert a generality that almost everyone would agree with. For example, if our interviewer is complaining about politicians then suddenly turns to you and asks if ou’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it ard to find any politicians I like these days.”
(Of course, your best question of all may be whether you want to work for someone pinionated.)

Question 60 If you won $10 million lottery, would you still work?
Your totally honest response might be, “Hell, no, are you serious?” That might e so, but any answer which shows you as fleeing work if given the chance could make ou seem lazy. On the other hand, if you answer, “Oh, I’d want to keep doing exactly hat I am doing, only doing it for your firm,” you could easily inspire your interviewer to ilently mutter to himself, “Yeah, sure. Gimme a break.”

BEST ANSWER: This type of question is aimed at getting at your bedrock attitude bout work and how you feel about what you do. Your best answer will focus on your ositive feelings.

Example: “After I floated down from cloud nine, I think I would still hold my basic belief
that achievement and purposeful work are essential to a happy, productive life. After all,
if money alone bought happiness, then all rich people would be all happy, and that’s not
true.

“I love the work I do, and I think I’d always want to be involved in my career in some fashion Winning the lottery would make it more fun because it would mean having more
flexibility, more options...who knows?”

“Of course, since I can’t count on winning, I’d just as soon create my own destiny by ticking with what’s worked for me, meaning good old reliable hard work and a desire to chieve. I think those qualities have built many more fortunes that all the lotteries put ogether.”

Toughest interview Questions 51 - 55 of 64

Question 51 What are your goals?
Not having any…or having only vague generalities, not highly specific goals.

BEST ANSWER: Many executives in a position to hire you are strong believers in goalsetting.
(It’s one of the reason they’ve achieved so much). They like to hire in kind.

If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.

Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).

Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.

Question 52 What do you for when you hire people?
Being unprepared for the question.

BEST ANSWER: Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any position.
1. Can the person do the work (qualifications)?
2. Will the person do the work (motivation)?
3. Will the person fit in (“our kind of team player”)?

Question 53 Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).
Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill. Be ready.

BEST ANSWER: Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.”

If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle. Here’s how:

“Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d first get to know everything I could about it, all its features and benefits.”

“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way to do that is by asking some questions. May I ask you a few questions?”

Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one? And in addition to that? Any other reason? Anything else?”

“And would you want such a stapler to be reliable?...Hold a good supply of staples?” (Ask more questions that point to the features this stapler has.)

Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for.

Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.”

NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about selling, he may give you a standing ovation.

Question 54 “The Salary Question” – How much money do you want?
May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.

BEST ANSWER: For maximum salary negotiating power, remember these five guidelines:
1. Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger.
2. If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”
3. The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the
position pay?” Or, more simply, “What does this position pay?”
4. Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.
5. Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.

Question 55 The Illegal Question
Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job. You can’t even be asked about arrests, though you can be asked about convictions.

BEST ANSWER: Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions.

You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had.

Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church.

Third, if you don’t want your privacy invaded, you can diplomatically answer the concern
behind the question without answering the question itself.

Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons…

Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every right
to change your plans later. Get the job first and then enjoy all your options.)

Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.

Toughest Interview Questions 46 -50 of 64

Question 46 How many hours a week do you normally work?
You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.

BEST ANSWER: If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled.

If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.

Question 47 What’s the most difficult part of being a (job title)?
Unless you phrase your answer properly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak.

BEST ANSWER: First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be specific about those results.
Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager. I feel this is one area where I excel.”

“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly, the exceptional results you’ve achieved.).

Question 48 The “Hypothetical Problem”
Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?” Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.

BEST ANSWER: Instead, describe the rational, methodical process you would follow in
analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.

Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.

Question 49 What was the toughest challenge you’ve ever faced?

Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career.

BEST ANSWER: This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:
1. A quality most important to the job at hand; or
2. A quality that is always in demand, such as leadership, initiative, managerial skill,
persuasiveness, courage, persistence, intelligence, etc.

Question 50 Have you consider starting your own business?
If you say “yes” and elaborate enthusiastically, you could be perceived as a loose cannon in a larger company, too entrepreneurial to make a good team player…or someone who had to settle for the corporate life because you couldn’t make a go of your own business.

Also too much enthusiasm in answering “yes” could rouse the paranoia of a small company indicating that you may plan to go out on your own soon, perhaps taking some key accounts or trade secrets with you.

On the other hand, if you answer “no, never” you could be perceived as a securityminded drone who never dreamed a big dream.

BEST ANSWER: Again it’s best to:
1. Gauge this company’s corporate culture before answering and…
2. Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open).

In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations. That’s where I have excelled and where I want to be.”

If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization. Sounds like the perfect environment to you.

In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future.

The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt.

Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position, the more believable you can make your

Toughest Interview Questions 41-45 of 64

Question 41 You’ve been with your firm a long time. Won’t it be hard switching to a new company?
Your interviewer is worried that this old dog will find it hard to learn new tricks.

BEST ANSWER: To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm. It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered.

As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.

To further assure the interviewer, describe the similarities between the new position and your prior one. Explain that you should be quite comfortable working there, since their needs and your skills make a perfect match.

Question 42 May I contact your present employer for a reference?
If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something?

BEST ANSWER: Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.
Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.

Question 43 Give me an example of your creativity (analytical skill…managing ability, etc.)
The worst offense here is simply being unprepared. Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc.

BEST ANSWER: Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue.

If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage.

Question 44 Where could you use some improvement?
Another tricky way to get you to admit weaknesses. Don’t fall for it.

BEST ANSWER: Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fully over the next six months.

Question 45 What do you worry about?
Admit to worrying and you could sound like a loser. Saying you never worry doesn’t sound credible.

BEST ANSWER: Redefine the word ‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning over in my mind anything that seems to be keeping me from achieving those goals, until I find a solution. That’s part of my tenacity, I suppose.”

Toughest Interview Questions 36-40 of 64

Question 36 Why have you had so many jobs?
Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others.

BEST ANSWER: First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.

In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job hopper.

Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of an overall pattern of growth and career destination.

Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to conditions beyond your control.

Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.

If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path. At this stage in your career, you’re certainly much more interested in the best long-term opportunity.

You might also cite the job(s) where you stayed the longest and describe that this type of situation is what you’re looking for now.

Question 37 What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.

These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture.

The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you’re coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company).

The most frequent mistake executives make in answering is simply not being prepared (seeming as if they’ve never giving any of this a though.)…or in phrasing an answer best suited to their prior organization’s culture instead of the hiring company’s.

BEST ANSWER: Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm’s role, etc.

Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory.

Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.

Question 38 What would you say to your boss if he’s crazy about an idea, but you think it stinks?
TRAPS: This is another question that pits two values, in this case loyalty and honesty,
against one another.

BEST ANSWER: Remember the rule stated earlier: In any conflict between values, always choose integrity.

Example: I believe that when evaluating anything, it’s important to emphasize the positive. What do I like about this idea?”

“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”

“After all, the most important thing I owe my boss is honesty. If he can’t count on me for that, then everything else I may do or say could be questionable in his eyes.”

“But I also want to express my thoughts in a constructive way. So my goal in this case would be to see if my boss and I could make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have about it.”

“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it work as best it can.”

Question 39 How could you have improved your career progress?

This is another variation on the question, “If you could, how would you live your life over?” Remember, you’re not going to fall for any such invitations to rewrite person history. You can’t win if you do.

BEST ANSWER: You’re generally quite happy with your career progress. Maybe, if you had known something earlier in life (impossible to know at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your last job), you might have moved in a certain direction sooner.

But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you harbor no regrets.

Question 40 What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?
This question and other hypothetical ones test your sense of human relations and how you might handle office politics.

BEST ANSWER: Try to gauge the political style of the firm and be guided accordingly. In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance.

Example: “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution. If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don’t.”

POSSIBLE FOLLOW-UP QUESTION: And what would you do if he still did not change his ways?

ANSWER: “One thing I wouldn’t do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent. I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.”

“I might add that I’ve never yet come across a situation that couldn’t be resolved by harnessing others in a determined, constructive effort.”

Toughest Interview Questions 31-35 of 64

Question 31 What changes would you make if you came on board?
Watch out! This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired.

Reason: No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operation’s strengths, weaknesses key people, financial condition, methods of operation, etc. If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip.

Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider. No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody’s been for years.

BEST ANSWER: You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.
Example: “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way. I’d like to have indepth
meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and what could be improved.

“From what you’ve told me so far, the areas of greatest concern to you are…” (name them. Then do two things. First, ask if these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).

Question 32 I’m concerned that you don’t have as much experience as we’d like in…
This could be a make-or-break question. The interviewer mostly likes what he sees, but has doubts over one key area. If you can assure him on this point, the job may be yours.

BEST ANSWER: This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area.

Before going into any interview, try to identify the weakest aspects of your candidacy from this company’s point of view. Then prepare the best answer you possible can to shore up your defenses.

To get past this question with flying colors, you are going to rely on your master strategy of uncovering the employer’s greatest wants and needs and then matching them with your strengths. Since you already know how to do this from Question 1, you are in a much stronger position.

More specifically, when the interviewer poses as objection like this, you should…
1. Agree on the importance of this qualification.
2. Explain that your strength may be indeed be greater than your resume indicates because…
3. When this strength is added to your other strengths, it’s really your combination of qualifications that’s most important.

Then review the areas of your greatest strengths that match up most favorably with the company’s most urgently-felt wants and needs.

This is powerful way to handle this question for two reasons. First, you’re giving your interviewer more ammunition in the area of his concern. But more importantly, you’re shifting his focus away from this one, isolated area and putting it on the unique combination of strengths you offer, strengths which tie in perfectly with his greatest wants.


Question 33 How do you feel about working nights and weekends?
Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want?

BEST ANSWER: First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.

If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the norm for your best people here?”

If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.

Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable, say so, but phrase your response positively.

Example: “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think you’ll find me one of the most productive people here.

I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would win.”

Question 34 Are you willing to relocate or travel?
Answer with a flat “no” and you may slam the door shut on this opportunity. But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?

BEST ANSWER: First find out where you may have to relocate and how much travel may be involved. Then respond to the question.

If there’s no problem, say so enthusiastically.

If you do have a reservation, there are two schools of thought on how to handle it. One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.

Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.

The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.

The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.

If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.

Question 35 Do you have the stomach to fire people? Have you had experience firing many people?
This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door. Why? Because its real intent is not just to see if you’ve got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many. Also, if you fire so often, you could be a tyrant.

So don’t rise to the bait by boasting how many you’ve fired, unless you’ve prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament.

BEST ANSWER: Describe the rational and sensible management process you follow in both hiring and firing.
Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I’ve found you don’t have to fire very often.

“So with me, firing is a last resort. But when it’s got to be done, it’s got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there’s no other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their ways.”

Toughest Interview Questions 26-30 0f 64

Question 26 Why aren’t you earning more money at this stage of your career?
You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.

BEST ANSWER: You like to make money, but other factors are even more important.
Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.
(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.

Question 27 Who has inspired you in your life and why?
The two traps here are unpreparedness and irrelevance. If you grope for an answer, it seems you’ve never been inspired. If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company.

BEST ANSWER: Have a few heroes in mind, from your mental “Board of Directors” –Leaders in your industry, from history or anyone else who has been your mentor.

Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.

Question 28 What was the toughest decision you ever had to make?
Giving an unprepared or irrelevant answer.

BEST ANSWER: Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.

Question 29 Tell me about the most boring job you’ve ever had.
You give a very memorable description of a very boring job. Result? You become associated with this boring job in the interviewer’s mind.

BEST ANSWER: You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut.
Example: “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held. I’ve always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you’re bored, it’s probably because you’re not challenging yourself to tackle those problems right under your nose.”

Question 30 Have you been absent from work more than a few days in any previous position?
If you’ve had a problem, you can’t lie. You could easily be found out. Yet admitting an attendance problem could raise many flags.

BEST ANSWER: If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.

Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.

If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it’s cause has been corrected.

To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career. Furthermore, I believe, consistent attendance is important because…” (Pick up the rest of the answer as outlined above.).

Toughest Interview Questions 21-25 of 64

Question 21 Would you lie for the company?
This another question that pits two values against one another, in this case loyalty against integrity.

BEST ANSWER: Try to avoid choosing between two values, giving a positive statement which covers all bases instead.
Example: “I would never do anything to hurt the company..”
If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.

Question 22 Looking back, what would you do differently in your life?
This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance.

You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided.
Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work.

BEST ANSWER: Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.
Example: “It’s been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I wouldn’t change a thing.”

Question 23 Could you have done better in your last job?
This is no time for true confessions of major or even minor problems.

BEST ANSWER: Again never be negative.
Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can’t think of anything of major consequence.”
(If more explanation seems necessary)

Describer a situation that didn’t suffer because of you but from external conditions beyond your control.

For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it. And we did learn from it…”

Question 24 Can you work under pressure?
An easy question, but you want to make your answer believable.

BEST ANSWER: Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)

Question 25 What makes you angry?
You don’t want to come across either as a hothead or a wimp.

BEST ANSWER: Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done about the company and its style can help in your choice of words.