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USC | Gould School of Law

Interviewing Guide

I. OVERVIEW

The interview is one of the most important components to procuring a job. For most, it is not an innate talent and for many people can be an extremely stressful experience. However, effective interviewing is a skill that all law students can master with practice. This hand-out will discuss the various components of an interview, how to prepare, what to expect from a call-back and general tips on succeeding in the interview process. For questions about how to address inappropriate or illegal questions, please refer to the Discrimination in Interviewing handout located in the Information Center in the Career Services Office ("CSO"). Keep in mind, the key to a successful interview centers around careful planning, preparation and practice.

Like a letter, an interview has a greeting, a discussion, and a closing. The greeting, although frequently filled with small talk, is a very important part of an interview. The rapport established during this time sets the tone for the entire interview. First impressions can affect the remainder of the interchange. You don't get a second chance at a first impression. Do what you can to create a favorable impression during the first few moments of the interview. Use a firm handshake in your greeting, be pleasant in your facial expressions (smile), speak clearly and appear confident. You want to present a relaxed but professional appearance.

During the discussion phase of the interview, you and the employer will exchange information. This is the time when you will be "selling" yourself. The key to this portion of the interview is preparation. You must know yourself, (i.e., know your resume), the organization with which you are interviewing and how your qualities match its needs.

Before leaving the interview, it is a good idea to ask when you might hear about the status of your application and whom you might call if you have any additional questions about the organization or the position. After the interview, write down the names of the people you met and any information about the organization or the position that you had not known before. This will help you later in preparing for a call-back interview or in making a decision if you are offered the position.

Everything you are about to read will help you prepare for both the initial screening interview as well as the call-back interview. However, please refer to the Call-Back Interview Guide for more detailed tips for call-back interviews.

II. PREPARATION

A. Know Your Resume

Preparation should take place on several different levels. The first, often overlooked and probably simplest step in preparing for the interview, is to know your resume. As simple as it sounds it=s amazing how frequently employers complain about students= inability to articulate experiences listed on their resume. The inability to address in detail even one small item from your resume can lead the employer to question your honesty with respect to your entire resume. However, it takes only a few moments for you to carefully review your resume and prepare short responses to potential questions about anything on it.

B. Know the Employer and the Geographic Area

The next preparatory step involves learning about the employer and the interviewer. There are a number of resources that provide printed information, particularly on large firms and government agencies. The following is a list of resources which may be helpful to you in preparing for your interviews: the employer file drawers in CSO, individual organization resumes and web sites, the NALP Directory of Legal Employers, Martindale-Hubbell, the Insider's Guide to Law Firms, The American Lawyer Mid-level or Summer Associates Survey and the National Law Journal's Annual Survey of the Nation's 250 Largest Law Firms. Information on public interest agencies, firms and some government agencies may also be obtained on Lexis-Nexis, Westlaw and the Internet.

In addition to the printed materials available on different law firms and organizations, it is also important to collect information about prospective employers from people. Each summer, CSO puts together a list of where students worked during the summer. Additionally, through the Internship Program, CSO collects evaluations from students in which they describe in detail the organization and their experience where they interned during the summer. While these descriptions are subjective, they are worth reading. Another great resource is the USC Graduate Directory, a copy of which is made available to students in CSO. Talk to the summer associates or alumni, to the extent they are available to meet with you, and ask a lot of the tough questions. Additionally, CSO staff are great resources as they are quite familiar with many organizations= reputations. Later, during your interview, let the employer know that you spoke to one of last year's summer associates or the associate/partner alum, and, that as a result of that conversation, you learned, for example, about the firm's pro bono policies. Be certain to let the interviewer know that you took time to learn more about the firm beyond simply reading the firm's resume.

Don't stop there, particularly if you are planning to relocate. Go the extra mile to develop a good answer to "Why do you want to be in Pittsburgh?" when it is clear from your resume that you have spent your entire life in Los Angeles. Students frequently respond to the question of "Why Pittsburgh?" by saying they wanted a change from Los Angeles and that they have a few friends or relatives in Pittsburgh, thus making a logical choice in their own minds. If you were running a business -- would you be inclined to believe these comments reflect a really serious interest in your city? Would you take a chance by hiring someone whose interest in your city seemed so shallow?

You can get detailed information on many cities from a Representative's or Senator's Office; from a paperback book entitled, Places Rated Almanac; from Money Magazine, which publishes an annual issue that rates geographic locales on several important factors; from the Chamber of Commerce; from local newspapers and the World Wide Web. It doesn't take much time to become an expert so you can respond intelligently when asked about the city during an interview. Include in your answer the criteria you used to decide on the appropriateness of a city and the economic aspects of your decision to look for a job in that city. You will then have an answer that conveys more thought and a more serious intent than the fact that you would like to live closer to your friends and family.

C. Market Yourself

The third type of preparation involves developing your own marketing strategy. What will you tell an employer that will convince him or her that you are the best person for the job? Regardless of what questions the interviewer poses, the major question facing an interviewer is "Why should I hire you?" It is important to answer this question during the interview even though it is unlikely that the question will be asked so directly. Yes, you read that correctly. Prepare an answer to "Why should I hire you?" and deliver the answer even if the question is never asked directly. Your answer to that question becomes your hidden agenda. It contains all the important facts that will persuade a prospective employer to hire you.

To prepare your hidden agenda, consider what it is that employers look for in a summer associate or in any new employee: What types of skills and qualities are most important and what knowledge would be most beneficial to the firm? For example, depending on the firm or organization, offering evidence that you have excellent skills in the areas of legal research and writing can be very important. You must think about what in your background demonstrates that you possess such skills and qualities and develop a strategy to effectively get that across to the employer. You should also highlight any other abilities and attributes you possess which the employer might find meaningful. During your preparation, it is important to think about at least one accomplishment or acquired skill (important to the prospective employer) for each significant experience listed on your resume.

Remember, you should try to get this information across even if the question is never specifically asked. When revealing your significant attributes, you should do so in a conversational tone, not in a way that sounds like a prepared speech you're giving to every employer ("canned" speeches will turn the interviewer off.)

Take an active approach to interviewing. Give the interviewer what you want to give -- not necessarily what he or she wants to find out -- by working into the conversation your relevant skills. You should never, however, "fight" with the employer to control the focus of the interview. You should transition into describing your pertinent qualities at an appropriate time in the interview. Most interviewers will welcome the transition.

D. Prepare for your Weaknesses

Another important way to prepare for the interview is to think of the one or two questions you hope no one will ask you, and then be certain to prepare an answer to each one. Examples might include "What is your GPA?"; "Why Pittsburgh?" or "Did you get an offer from the firm where you clerked last summer?" It is very important that you maintain eye contact when you are dealing with the tough issues, address them and then move on to more positive attributes.

Over the years, students have shared some unusual questions that employers have asked during interviews. Although these questions are less likely to be asked than others, you may want to think about the best answer to each of them. Some of the unusual questions are:

E. Practice

When preparing your responses, say them out loud, participate in the Alumni Mock Interview Program, schedule a mock interview with CSO staff, practice with a friend, relative or even in front of a mirror to be sure they are strong answers. Do they mention your skills and abilities? Do they demonstrate your knowledge and intellect? Do they reflect your motivation or personality?

As they say, "Practice makes perfect," but more importantly, practice builds confidence. Thus it is a very good idea to think carefully about your answers so when that tough question comes up, you will be able to get all of your important assets across and articulate an answer effectively. Memorizing responses to questions is not necessary and, in fact, not recommended. If you sound rehearsed, you can ruin the rapport and conversational tone you've established with the interviewer. Sounding confident, however, is important and will impress the interviewer. The ability to display confidence is important in both the practice of law and in the interview process. If you are well prepared, if you know that you have not left a stone unturned, you are more likely to appear confident. Professional legal consultants who train lawyers how to interview students often suggest that interviewers ask particular questions because the way students respond to them reveals a lot about their potential. An example of such a question is "What prompted your decision to pick your major (or college)?" Consultants believe that there is a high correlation between how one approaches decisions and how one approaches problems.

Another question that legal consultants recommend is "Why did you go to law school?" The answer to this question helps to reveal whether you understand what a lawyer does and how your skills and abilities might fit into the profession.

F. Reveal Important Qualities

Most employers are looking for qualities in addition to, and as important as, academic achievements or being selected for the law review. However, even though most employers are looking for these additional qualities, you must take the initiative to make sure they are brought out effectively. The dimensions that are demonstrated both through your resume and in the interview include:

Again, the responsibility for revealing these qualities rests with you, the applicant. However, very few interviewees are glib enough to include such information on the spot. Unless you think about questions and decide how you want to respond to them, your off-the-top-of-your-head answer is unlikely to reveal your best qualities.

G. Employer Turn-offs

Interviewers have mentioned a number of things they regard as "turn-offs" during an interview:

H. Dealing with Difficult Interviewers

Infrequently, you will interview with an individual who is particularly rude or one who asks illegal questions (illegal questions are discussed in detail in the Discrimination in Interviewing handout). Throughout the interview, try to maintain your composure (as hard as this may be). Remember that there are alternative answers to every question. You might simply answer directly and honestly. Then decide after the interview if you would like to withdraw from consideration because you choose not to work for this employer. You might tell the interviewer that the question is rude or illegal. However, such statements will probably eliminate you from consideration. You might respond by not answering the question but making a relevant statement on what the interviewer is really trying to learn. For example, if asked what your plans for having a family are, an illegal question, simply answer that you keep your personal and professional lives separate and, therefore, feel that any future plans will not affect your success as an attorney. If you ever feel that an interviewer has asked you discriminatory questions or made discriminatory remarks during an interview, report them to CSO immediately.

III. INTERVIEWING TIPS FOR THE NATURALLY RESERVED

In addition to all of the suggestions mentioned above, students who are reserved must be even more prepared and know their own strengths and weaknesses and the employer's organization. Shy and reserved individuals might not function at their best when asked a question for which they are not given enough time to think. Therefore, preparing and practicing the answers to typical interview questions is essential in the case of a naturally reserved individual.

It also helps to arrive early for interviews. Having to rush around at the last minute is fine for people who aren't bothered by this type of stress, but reserved people generally like to be in as much control of a situation as possible. Many interviewees arrive early and find a place to sit in the building lobby, or even in a rest room, and then use the time to review their notes, this works especially well for more reserved interviewees.

We also recommend that a reserved or shy student avoid scheduling interviews at the end of the day. When the interviewer is fatigued, a student may need extra energy and an extroverted personality to get him or her on track. It is also a good idea to schedule interviews with breathing space in between. A full day of interviewing can sap your enthusiasm and make you feel inhibited.

Although you might feel uncomfortable at the idea, an interviewee does the talking during 50 percent to 60 percent of the interview. For reserved individuals this can be difficult. Recognize that you will improve after each interview. Talk with CSO staff preferably before your first interview but also after it to evaluate how you can improve your performance. Interviewing is definitely an acquired skill.

Being shy is not a liability and does not affect your ability to become an excellent attorney. Remember, quiet confidence can be a wonderful asset.

IV. INTERVIEW TIPS THAT MAKE THE DIFFERENCE

V. TYPICAL QUESTIONS EMPLOYERS ASK DURING INTERVIEWS

The following is a sample of the types of questions that an employer might ask during an interview. Although the questions may not be asked exactly as they are phrased below, you should use them to help prepare for the types of information an employer might try to solicit from you.

A. Personal Background

B. Career Objectives

C. Educational Background

D. Work Experience

E. Job Seeking Considerations

F. Why This Firm/Organization?

VI. SAMPLE QUESTIONS TO ASK DURING INTERVIEWS

Asking questions during an interview enables you to determine whether you are interested in the employer as well as to show that you are a qualified candidate. You should be prepared to ask a few questions of each interviewer. While you should always base your questions on research that you have done on the organization, you should not ask questions which are easily answered by reading the employer's profile. Check, for example, employer resumes, NALP forms, Lexis-Nexis and Martindale-Hubble for information on employers.

A. General Character of the Firm/Organization

B. The Interviewer

C. Questions Related to Law Firms

1. PRACTICE

2. ADMINISTRATION

3. QUESTIONS PRIMARILY GEARED TOWARDS PARTNERS

D. Questions Related to Public Interest

E. Questions Related to Government Agencies

(See also, Quick Tips for Interviewing with the District Attorney's Office and /or the Public Defender's Office handout)

F. Summer Program Questions

Note: Please be cautious when asking any questions regarding the summer program. Employers have often complained that students asked questions which were easily answered in their recruiting materials.

VII. INTERVIEW CHECKLIST

In preparing for interviews, many applicants have found this brief checklist to be helpful.

Interview Preparation Checklist