Tuesday 30 October 2012

HR Interview Questions



1. Tell me about yourself.
Since this is often the opening question in an interview, be extra careful that you don’t run off at the mouth. Keep your answer to a minute or two at most (only brief about your work experience and related to current position). Cover topics:  your Higher qualification, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don’t waste your best points on it.

2. What do you know about our organization?
You should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. But don’t act as if you know everything about the place. Let your answer show that you have taken the time to do some research, but don’t overwhelm the interviewer, and make it clear that you wish to learn more.
You might start your answer in this manner: “In my job search, I’ve investigated a number of companies.
Yours is one of the few that interests me, for these reasons…”
Give your answer a positive tone. Don’t say, “Well, everyone tells me that you’re in all sorts of trouble, and that’s why I’m here”, even if that is why you’re there.
3. Why do you want to work for us?
The deadliest answer you can give is “Because I like people.” What else would you like-animals?
Here, and throughout the interview, a good answer comes from having done your homework so that you can speak in terms of the company’s needs. You might say that your research has shown that the company is doing things you would like to be involved with, and that it’s doing them in ways that greatly interest you. For example, if the organization is known for strong management, your answer should mention that fact and show that you would like to be a part of that team. If the company places a great deal of emphasis on research and development, emphasize the fact that you want to create new things and that you know this is a place in which such activity is encouraged. If the organization stresses financial controls, your answer should mention a reverence for numbers.
If you feel that you have to concoct an answer to this question – if, for example, the company stresses research, and you feel that you should mention it even though it really doesn’t interest you- then you probably should not be taking that interview, because you probably shouldn’t be considering a job with that organization.
Your homework should include learning enough about the company to avoid approaching places where you wouldn’t be able -or wouldn’t want- to function. Since most of us are poor liars, it’s difficult to con anyone in an interview. But even if you should succeed at it, your prize is a job you don’t really want.
4. What can you do for us that someone else can’t?
Here you have every right, and perhaps an obligation, to toot your own horn and be a bit egotistical. Talk about your record of getting things done, and mention specifics from your resume or list of career accomplishments. Say that your skills and interests, combined with this history of getting results, make you valuable. Mention your ability to set priorities, identify problems, and use your experience and energy to solve them.
5. What do you find most attractive about this position? What seems least attractive about it?
List three or four attractive factors of the job, and mention a single, minor, unattractive item.
6. Why should we hire you?
Create your answer by thinking in terms of your ability, your experience, and your energy. (See question 4.)
7. What do you look for in a job?
Keep your answer oriented to opportunities at this organization. Talk about your desire to perform and be recognized for your contributions. Make your answer oriented toward opportunity rather than personal security.
8. Please give me your definition of [the position for which you are being interviewed].
Keep your answer brief and task oriented. Think in terms of responsibilities and accountability. Make sure that you really do understand what the position involves before you attempt an answer. If you are not certain, ask the interviewers; he / she may answer the question for you.
9. How long would it take you to make a meaningful contribution to our firm?
Be realistic. Say that, while you would expect to meet pressing demands and pull your own weight from the first day, it might take six months to a year before you could expect to know the organization and its needs well enough to make a major contribution.
10. How long would you stay with us?
Say that you are interested in a career with the organization, but admit that you would have to continue to feel challenged to remain with any organization. Think in terms of, “As long as we both feel achievement-oriented.”
11. Your resume suggests that you may be over-qualified or too experienced for this position. What’s Your opinion?
Emphasize your interest in establishing a long-term association with the organization, and say that you assume that if you perform well in his job, new opportunities will open up for you. Mention that a strong company needs a strong staff. Observe that experienced executives are always at a premium. Suggest that since you are so well qualified, the employer will get a fast return on his investment. Say that a growing, energetic company can never have too much talent.
12. What is your management style?
You should know enough about the company’s style to know that your management style will complement it. Possible styles include: task oriented (I’ll enjoy problem-solving identifying what’s wrong, choosing a solution and implementing it”), results-oriented (“Every management decision I make is determined by how it will affect the bottom line”), or even paternalistic (“I’m committed to taking care of my subordinates and pointing them in the right direction”).
A participative style is currently quite popular: an open-door method of managing in which you get things done by motivating people and delegating responsibility.
As you consider this question, think about whether your style will let you work happily and effectively within the organization.
13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential?
Keep your answer achievement and ask-oriented. Rely on example to buttress your argument. Stress your experience and your energy.
14. What do you look for when you hire people?
Think in terms of skills, initiative, and the adaptability to be able to work comfortably and effectively with others. Mention that you like to hire people who appear capable of moving up in the organization.
15. Have you ever had to fire people? What were the reasons, and how did you handle the situation?
Admit that the situation was not easy, but say that it worked out well, both for the company and, you think, for the individual. Show that, like anyone else, you don’t enjoy unpleasant tasks but that you can resolve them efficiently and -in the case of firing someone- humanely.
16. What do you think is the most difficult thing about being a manager or executive?
Mention planning, execution, and cost-control. The most difficult task is to motivate and manage employees to get something planned and completed on time and within the budget.
17. What important trends do you see in our industry?
Be prepared with two or three trends that illustrate how well you understand your industry. You might consider technological challenges or opportunities, economic conditions, or even regulatory demands as you collect your thoughts about the direction in which your business is heading.
18. Be brief, to the point, and as honest as you can without hurting yourself. Refer back to the planning phase of your job search. Where you considered this topic as you set your reference statements? If you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision, the result of your action. Do not mention personality conflicts.
The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The “We agreed to disagree” approach may be useful. Remember that your references are likely to be checked, so don’t concoct a story for an interview.
19. How do you feel about leaving all your benefits to find a new job?
Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk to find the right job for yourself. Don’t suggest that security might interest you more than getting the job done successfully.
20. In your current (last) position, what features do (did) you like the most? The least?
Be careful and be positive. Describe more features that you liked than disliked. Don’t cite personality problems. If you make your last job sound terrible, an interviewer may wonder why you remained there until now.
21. What do you think of your boss?
Be as positive as you can. A potential boss is likely to wonder if you might talk about him in similar terms at some point in the future.
22. Why aren’t you earning more at your age?
Say that this is one reason that you are conducting this job search. Don’t be defensive.
23. What do you feel this position should pay?
Salary is a delicate topic. We suggest that you defer tying yourself to a precise figure for as long as you can do so politely. You might say, “I understand that the range for this job is between $$.______ and $$.______. That seems appropriate for the job as I understand it.” You might answer the question with a question: “Perhaps you can help me on this one. Can you tell me if there is a range for similar jobs in the organization?”
If you are asked the question during an initial screening interview, you might say that you feel you need to know more about the position’s responsibilities before you could give a meaningful answer to that question. Here, too, either by asking the interviewer or search executive (if one is involved), or in research done as part of your homework, you can try to find out whether there is a salary grade attached to the job. If there is, and if you can live with it, say that the range seems right to you.
If the interviewer continues to probe, you might say, “You know that I’m making $$.______ now. Like everyone else, I’d like to improve on that figure, but my major interest is with the job itself.” Remember that the act of taking a new job does not, in and of itself, make you worth more money.
If a search firm is involved, your contact there may be able to help with the salary question. He or she may even be able to run interference for you. If, for instance, he tells you what the position pays, and you tell him that you are earning that amount now and would like to do a bit better, he might go back to the employer and propose that you be offered an additional 10%.
If no price range is attached to the job, and the interviewer continues to press the subject, then you will have to respond with a number. You cannot leave the impression that it does not really matter, that you’ll accept whatever is offered. If you’ve been making  $70,000a year, you can’t say that a $ 60,000 figure would be fine without sounding as if you’ve given up on yourself. (If you are making a radical career change, however, this kind of disparity may be more reasonable and understandable.)
Don’t sell yourself short, but continue to stress the fact that the job itself is the most important thing in your mind. The interviewer may be trying to determine just how much you want the job. Don’t leave the impression that money is the only thing that is important to you. Link questions of salary to the work itself.
But whenever possible, say as little as you can about salary until you reach the “final” stage of the interview process. At that point, you know that the company is genuinely interested in you and that it is likely to be flexible in salary negotiations.
24. What are your long-range goals?
Refer back to the planning phase of your job search. Don’t answer, “I want the job you’ve advertised.” Relate your goals to the company you are interviewing: ‘in a firm like yours, I would like to…”
25. How successful do you you’ve been so far?
Say that, all-in-all; you’re happy with the way your career has progressed so far. Given the normal ups and downs of life, you feel that you’ve done quite well and have no complaints.
Present a positive and confident picture of yourself, but don’t overstate your case. An answer like, “Everything’s wonderful! I can’t think of a time when things were going better! I’m overjoyed!” is likely to make an interviewer wonder whether you’re trying to fool him / her or yourself. The most convincing confidence is usually quiet confidence.

Desktop Support Interview Questions


            General Questions
1Q. what desktop operating systems are you familiar with?
A. Before you answer this question, you should have some background information on what operating systems are used within the organization you are interviewing with. Undoubtedly, you will be asked to elaborate on your skill set with each of these operating systems so it’s best to tailor your elaboration to the operating systems that are relevant to the hiring manager. This being said, don’t leave out mentioning experience in other operating systems. You never know whether the company may be evaluating the migration to a different OS.
2Q. Have you used imaging software before? How do you find these tools useful?
A. Automation tools are an important part of your job as a desktop support technician. Elaborate on the tools that you’ve used. Hiring managers want to assess your in-depth knowledge and experience with using these tools. This means talking about how you use their various feature sets. (If you have an opinion, you probably know the product pretty well.)
3Q. What are the pitfalls of using imaging software?
A. This question is meant to assess how well you know these products. For example, discussing the importance of testing the image demonstrates that you use these tools on a regular basis.
4Q. Have you used any software distribution tools? If so, which ones and how were they used?
A. Like imaging software, software distribution tools are an important part of your job. Hiring managers are looking for knowledge that these tools exist and how they can be used to support your organization.
5Q. What do you like most about desktop support?
A. Hiring managers are looking for what motivates you. Hopefully your answer will match the characteristics of the job: being busy, working with different people, and the challenges of learning new operating systems and configurations.
5Q. What do you like least about desktop support?
A. The hiring manager is testing whether you will fit in with the existing team. An appropriate answer here would be not being able to resolve a problem in a timely manner for reasons outside your control, such as hardware failure. Stick to things outside of your control for the best response.
6Q. When solving a desktop problem, do you prefer to work with the end-user, your peers, or on your own?
A. This is another question to determine your fit within the organization. Hiring managers understand that to be successful as a support technician you will have to work in a team environment. This means working with other employees, vendors, and end-users on a constant basis.
7Q. Can you describe a situation where you have had to deal with a unhappy user? How did you handle it? Would you do anything differently?
A. Desktop support can be very demanding some days. End-users only see their own priority needs and often are not interested in other demands on your time. This question explores how you deal with a difficult end-user by understanding their problem, assessing priorities, and communicating a timeframe for resolution. Often good communication can help both sides come to an agreement. Make sure you have an example with a successful outcome.
8Q. How would you say you are able to handle stress?
A. Hiring managers are looking to see what coping techniques you can draw on to deal with stress. Sometimes from the answer, they can also determine whether you are prone to stress. When responding, some techniques for handling stress that you may want to talk about include continually evaluating what’s on your plate and prioritizing, communicating with your manager on what your priorities are, and making sure that you take a break to reenergize, particularly at lunch time.
9Q. What do you see yourself doing two or three years from now?
A. Hiring managers want you to stick around. They realize that you will not be in this position forever, and they want to make sure there’s a desire to move up within the organization as well as the right fit. They ask this question to see whether there’s a growth path for you possible within the organization. As a desktop technician, natural growth paths are team leads, quality assurance, engineering positions, and entry-level development. Be honest about where you want to be in two to three years, and ask the interviewer whether they see your career path as a possibility.
10Q. How do you learn new technologies?
A. Learning is an inherent part of the job. Hiring managers are looking for someone who enjoys learning technology on their own and who has the foresight to look for training opportunities. Besides the traditional books and manuals, don’t forget to include user groups, eLearning subscriptions, and IT professional sites such as CramSession.
11Q. How do you prioritize tasks and manage your time?
A. What hiring managers want to know is whether you have time-management skills. Everyone manages their time differently, but think about how you handle e-mail, when you check voice mail, how you respond to pages, when you research and document, and how you pick up new trouble tickets.
11Q. Imagine the following situation: you receive three simultaneous calls from three vice-presidents who need assistance immediately. How do you manage these conflicting priorities?
A. Obviously this is a trick question. What the hiring manager is trying to assess is how you set expectations with each of the individuals, knowing very well that you won’t be able to assist all of them at the same time. They are also looking for how you will prioritize each of these incidents, including seeking assistance from peers and supervisors in order to meet user expectations. Don’t allow the “tyranny of the urgent” to divert you from management established support priorities.
12Q. How would you handle a user who continually misdiagnoses their PC issues?
A. By asking this question, the hiring manager is assessing your customer service skills. In this situation, you may want to discuss that the key is to not offend the user and turn them off to your support services. In handling this situation, you would pay particular attention to ways you can build trust with the user and lead them to the right resolution to their problem.
These components may include:
  • Acknowledging the user’s diagnosis
  • Asking the user to reproduce the problem
  • Finding a solution that work
13Q. How do you handle setting up new employees?
A. This question is used by the hiring manager to assess your knowledge of common practices within the IT department, such as setting up new users. Obviously, the IT department plays a critical role in the productivity of the new employee. The role of the desktop technician is to help ease the new employee into the resources available to them and get them up to speed quickly. In responding to this question, you may want to talk about some of the tools you’ve used in
the past to help users acquaint themselves with their new environment. Some tools that help are:
  • A new-user welcome letter that is customized to the specific user with all their relevant information including telephone extension, how to access voice mail, and how to log in. It might also include a FAQ on getting help.
  • A “Getting to Know Your Helpdesk” document that provides an orientation to helpdesk service, such as how to contact the helpdesk, its hours of operation, what is and what is not supported by the helpdesk, and answers to common new-user questions.
Technical Questions
1Q. What questions would you ask to help isolate a user’s problem?
A. This question is used by the hiring manger to assess your problem-solving abilities. The following represent some of the common questions that you would ask the end-user to help diagnose a situation:
  • When did the problem first start?
  • Has the system ever worked properly?
  • What was the last thing done to the system prior to the failure?
  • Is the issue intermittent or ongoing/constant?
  • Are there any error messages? If so, what are the specific error messages?
  • Has any new hardware been added to the system?
  • Has any new software been added to the system, including downloads from the Internet?
  • Has anything changed with the system (for example, has it been moved) since the issue presented itself?
  • Has anyone else had access to the system?
  • Are there any environmental factors that could be causing the issue?
  • Have you done any troubleshooting on the system on your own?
  • Have you checked all the cables/connections for a tight fit?
2Q. What are the main differences between the following operating systems?
A. Unfortunately, most companies have not been able to standardize the operating systems used by users. It’s always critical that you know more than just the current version because there will always be a user who has a problem with an older version. By asking this question, the hiring manager is actually testing your knowledge of different operating systems that you may need to support. The following provides a concise summary of some of the major differences.
Windows 2000 and XP
Overall, XP is a minor update with Windows 2000 designed to get Windows 2000 technology into the hands of consumers. The major changes include the following:
  • Device driver rollback
  • Remote control (single-user terminal services)
  • New Start menu, control panel, and user interface elements
  • Fast user switching
  • Encrypted file system support for redirected folders
  • Better support for roaming wireless networking
  • Enhanced policies
  • Credential Manager
  • Personal firewall
3Q. What are typical virus sources and how do you prevent virus attacks?
A. This is virus protection 101 just to ensure that you understand the basics of protecting against viruses. Possible virus sources include e-mail attachments; Internet downloads, and infected floppy disks. To prevent virus infections:
  • Use anti-virus software.
  • Perform regular updates to the virus software definition files and scan engines. Verify updates have succeeded.
  • Perform regularly scheduled virus checks.
  • Configure software to check all files, not just program files.
  • Educate users on virus attacks, their consequences, and how to prevent them.
  • Know where all software came from.
  • Do regular backups.
  • Develop reporting mechanisms to inform server administrators of observed desktop infections and how these could impact the server environment (such as deletions or corruption of files on public shares, hidden payload files that might have been uploaded to servers, and so on).
4Q. What are some of the guidelines you would recommend for implementing security at the user level?
A. Security is a major part of the desktop technician’s day-to-day responsibilities. As the closest point of contact to the end-users, technicians need to be savvy on the different methods for enforcing security. Some of the top techniques are included below.
Anti-virus software:
  • Ensure that all users install and regularly use anti-virus software on their PCs.
  • Instruct users to immediately notify the helpdesk when they suspect they’ve contracted a virus.
Password security:
  • Instruct users not to give out their passwords.
  • Instruct users not to write down their passwords.
  • Instruct users to make sure their password cannot be easily guessed by using a combination of alphanumeric characters, including special characters (~ ! @ # $ % ^ & * ( ) + = [ ] { } / ? < > , ; : \ | ` ’ ” .).
  • Instruct users to change their password if they think there is even a slight chance someone knows it.
  • Instruct users to ensure their password is at least eight characters long.
  • Instruct users not to use a variation of their user ID.
  • Regularly change passwords on Administrator accounts on PCs (NT, Windows 2000 and XP)
Desktop security:
  • Instruct users not to leave their workstation logged in overnight.
  • Instruct users to enable screen savers that automatically lock their PC when there is no activity on it for more than five minutes.