Other Questions
The Other Interview Questions
This page was written as the site was originally launched, it is still valid today. Today there are more interviews, more reference checks, more presentations, more input from HR, more reliance on background checks, and the reinstitution of employment tests IE: it is more difficult to get "perfect" job.
You must act with great alacrity, when the Hiring Authority stalls. Your attitude is being “tested” as well as your credentials. It is OK. That is your trump card. Stay positive. A negative interview is the kiss of death. Sympathy will get you nowhere; except an invitation to leave. A complete candidate is a combination of a great set of credentials, a positive attitude, true accomplishments, the ability to communicate, positive job experiences, a great work ethic, and finally, proven ambition. The potential employer owes you nothing! In today's market they do not even owe you a "chance." Simple truth is that there are just too many great candidates out there.
For an observant candidate, there are always some good great warning signs, excessive bases, large total comps promises, very small quotas, vague information, and reluctance to talk about the "reality" of the job. In today's market, stability may be more important than "flash."
Ask & think about these questions.
1. Does the product/software actually work?
2. Is it ready to be sold, and delivered?
3. Does the company have referenceable clients?
4. What have the other reps sold?
5. What is the average sales cycle?
6. To whom in your potential client organizations are the products sold?
7. What is the ROI for the product/software?
8. Is it an overlay or competitive product?
9. Who is "our" major competitor and why. the competition?
Don’t allow the market, or a potential employer ever to demean your value because of a prior employer, product or poor marketing decision by your former management team. If you had value before, you still do! The value you bring will make you an attractive candidate, not just a pretty resume. Your goal is to reduce the hiring manager’s risk of hire. When you speak with a recruiter and the hiring manager, know who you are, where you want to go, why you should be there, and how you can help them get you there.
Listen to what they say about themselves, the market, the company, the product, and their problems. Respond to their needs based on your research. Help them solve their concerns, not their problems.
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