Interviewing Styles and Tough Questions

An interviewee who is alert enough to ascertain the interviewer's approach to the process can "key" on the interviewer in phrasing answers to questions. Differences in personality account for some differences in interviewing style. Although the following synopsis is an oversimplification, it may be useful to think about interviewers in terms of a number of distinct interviewer types.

The Collector--Some interviewers may be interested only in collecting information such as where you went to school, activities, and areas of principal interest.


The Shrink--Others might take a more psychological approach, questioning you about areas such as attitude toward school, goals, and aspirations, conceptions of various issues, and so forth. The Conversationalist-Some seem more interested in merely talking or in gaining an overall impression of you through less direct questions. With this type of interviewer, it is often important to keep the discussion from straying too far from information about the job itself or your particular qualifications.

The Professor--Still other interviewers ask rapid fire questions about legal issues. It is important to avoid yes or no answers, and do not be intimidated. Remember that this is no worse than law school.

There are a few somewhat atypical interviewers who deserve mentioning also:

The Dud--In a bad interview, the student and employer are just unable to communicate. The Dud, also known as the Ego Deflator, prematurely rejects you without asking any questions or telling you anything.

The Interrogator--This interviewer will press you quite hard on difficult questions, sometimes of a personal nature, or does something to test your reactions; (e.g., drawing an "X" through your resume before you sit down.) This technique, known as the stress interview, is common in the business school setting. If something like this happens to you, do not lose your cool or you lose all control of the situation.

The Violator--This interviewer shows definite signs of unethical or discriminatory conduct. Do not hesitate to terminate the interview and take appropriate action. For more information on how to handle discriminatory interview tactics, see the NALP guidelines in the Appendix and consult with your placement officer.

Normally, an interview is concluded by the interviewer. But take the initiative if the interview appears to be running overtime. It is possible that the interviewer is hoping that you will stop talking, but is reluctant to cut you off. A timely exit can be as important as any part of the interview. Do not leave without determining how, when, and where you can expect further communications concern ing your potential employment.

Once you have left the interview, immediately make notes for your file cards or database, including the names of the individuals who interviewed you and the date. That will prevent the embarrassment of forgetting someone's name should you meet again, professionally or personally.

As soon as possible after your interview, write an acknowledgment letter. Such a letter is not only a thank you for the time and courtesy of the individuals with whom you have spoken, but, more importantly it is also an opportunity to repeat your special qualifications and to note any areas in which there appeared to be a true meeting of minds. If there were any decisions reached regarding future contact, restate these as well.

The acknowledgment letter is also a way to notify the office that you have a continuing interest in the position. Unfortunately, this courtesy is not extended frequently enough. The exception to this rule involves fall on-campus interviews, where employers interview hundreds of candidates in a short period of time. In that situation, acknowledgment letters may be viewed as superfluous, so use your discretion.

Employers consistently mention two common negative factors among law students they interview. These are the students' apparent lack of interest in the job and their apprehensiveness about the interview. The former problem can usually be avoided by scheduling to see only employers in whom you are genuinely interested. Demonstrate your interest by being well-informed.

The second problem may be more difficult. It is perhaps little consolation to say that everyone has butterflies before an interview. Dress comfortably, sit down somewhere if you have to wait, and relax your mind. Talking to someone else may also be helpful in easing the tension. Take two or three deep breaths just before going into the interview room to lower your blood pressure and calm your nerves.

Tough Questions

Certain lines of questioning may prove very uncomfortable for many candidates. Two critical topics, salary and benefits, must be addressed at some point. If the interviewer brings up the topic it may indicate that the firm plans on tendering you an offer, since, as a general rule, they will not discuss salary with those students who do not interest them. You should not raise the issue during the ini tial interview. Wait until you are sure the employer is interested in you.

Although many interviewers will have little power to negotiate, they should be able to give some indication of whether or not your expectations are reasonable. Be sure you know both the range of starting salaries in your geographical area and the salary range for the type of job you are seeking. Your placement office should have current statistics.

You should consider a number of other factors in reviewing a salary offer: What kind of insurance program (life, disability, health) does the employer offer? Is there a starting bonus or an annual bonus? Pension or retirement plan? Vacation? Leave (illness, parental, sabbatical)? What are the possibilities for advancement on becoming a partner? Does the employer provide a profit sharing or other incentive program for the newer lawyer? What about "perks" such as club memberships, travel expenses, professional dues and journals, continuing legal education, and parking? Will you have staff support including paralegals and secretaries? What is the cost of living in the community? Will there be employment for a work ing spouse? When considered together, these many factors may give a very different picture of the compensation than the original salary quoted.

In some instances, salary is not negotiable. For example, in government positions the salary level is beyond the employer's immediate jurisdiction. Otherwise, you may have a minimum figure in mind that you believe is necessary to cover your expenses and financial obligations. If you have obtained information regarding ranges, you will know whether the offer falls in the acceptable pat tern. Negotiation in such cases is acceptable.

Here is where the problem may arise: If you give the interviewer an outrageous requirement, she is likely to think that you are unrealistic, or simply pricing yourself out of the market. On the other hand, if you quote an unusually low figure, she may perceive you as underselling yourself and your abilities, and she may take that as a sign of little or no self-confidence. (Of course, she may also hire you on the spot because you are so cheap.)

The key to surviving this minefield successfully is to identify the employer's salary range, which is probably competitive within the geographic area and type of position for which you are interview ing. Large firms will offer the higher salaries and small firms will offer figures in the lower part of the competitive spectrum. Salaries for 1990 law school graduates fell between $15,000 to over $85,000 according to the National Association for Law Placement, so employers' offers may be anywhere in this range.

In recent years fringe benefits have become a major concern of law graduates, but often their importance is overrated. Most benefits are tied to long-range employment prospects, but today, increasing numbers of lawyers are moving laterally from position to position.

Early in the game, therefore, your best evaluation of the fringe benefits probably will contemplate their immediate value to you. By the time their long-range value becomes important, you may have moved several times. One time that benefit packages may be a factor is when you are evaluating similar offers. The opportunity for professional growth should be your primary concern, but if that criterion appears to be equally met, consideration of fringe benefits in your comparative analysis may be helpful.

In addition to finding out about salary and benefits, ask how the firm is organized and whether cases are handled by teams, whether associates work with one partner only, how specialized the firm is, and how new clients are obtained.
There are certain areas where open discussion may not only be unnecessary, but may harm your chances of being hired. For exam ple, many students are very interested in knowing the turnover a firm has, or how many people come and go within a year. Rather than inquire directly and antagonize the interviewer, check Martindale- Huhbell and the law school placement office figures back on campus. When you interview with a bank, public accounting firm, or other organization, you might be asked about the possibility of your leaving to enter private practice. It is not uncommon for the interviewer to raise such a question, and more often than not, she will be quite sensitive about this subject. The key to avoiding problems in this area is to appear enthusiastic about the work without really making a lifelong commitment.

Another rather sticky question involves the amount of time you will be expected to work. A direct line of interrogation about working hours is likely to create an impression of laziness and lack of ambition in the interviewer's mind. Instead, find out the answer indirectly by calling the office after hours or on Saturday. As a general rule everyone works hard and a 60- or 70-hour week is not unusual.

Another risky question is the potential for future earnings. While it is perfectly natural to wonder about your future, the question seems to disturb quite a few interviewers. It may be better to glean the answer to this question from several sources. Ask other young attorneys in the firm or check Martindale-Hubbell for a high turnover rate which may indicate low growth potential.

You could also ask other related questions in the hope that the interviewer may mention growth potential as one of the firm's benefits. Try to get the interviewer to make a comparison among firms or between the firm and a corporation's legal department. Never ask something like, "How much will I be making in 10 years?" or "How much do you make?" You not only come off sounding mercenary; you will antagonize the interviewer. Avoid asking questions about the length of time until you reach partnership or how many associates make partner. Consult Martindale-Huhbell or use other indirect channels instead. Forget about asking questions about salary differences between new and senior partners. Ultimately, the answer is that, as a partner, you are getting a "piece of the pie," and your income is much more tied to your output.

There are, however, different ways of making partner In some firms you spend the entire time you are an associate saving up to buy in or to purchase a share of the firm. In others, that is not a major consideration. It varies from firm to firm.
If you can get someone to talk about the organization, you can figure these things out very easily. Questions dealing with money or partnership should be raised with the person you believe to be the one with the most power in the hiring process-a managing partner, senior partner, or the chair of the hiring committee.

The last area in the line of delicate questions is the skeleton in your closet. It might be your grades. It might be where you went to school. It might be something in your background. Everybody has some questions they would like to avoid, but it is best to be pre pared for the worst. Here are some specific pieces of advice: first, do not apologize; second, do not be evasive, and, third, prepare a response. Instead of praying that you will not be asked, make a list of the five questions you would least like to be asked in an interview and develop answers before the interview.

In conclusion, do not hesitate to ask questions. Observe everything going on around you in the office. In this respect, the office interview is much easier than the on-campus session because new topics for discussion and conversation are constantly being raised. Prepare beforehand by researching the firm or organization and record your impressions and new information learned as soon as you leave.

See the following articles for more information:

• 21 Major Interview Mistakes to Avoid at All Costs
   
• The Best Way to Prepare for a Job Search and Interviews
   
• How to Talk About Other Interviews in Your Interviews
   
• How to Answer the Tell Me About Yourself Interview Question
   
• How to Answer the Do You Have Any Questions for Me Interview Question