Interviewing Skills

Interviewing is not an innate skill. It can be learned and will improve with practice. The key elements to a successful interview are not your experience, your grades, what classes you took or your extracurricular activities; instead, they can be summed up in two words: Preparation and Presentation.

Illegal or Inappropriate Questions

Occasionally, students will interview with an individual who is rude or asks illegal questions. The key point to remember is to maintain your composure during the interview. You can decide later if you want to withdraw from consideration by that employer. Always inform a member of Graduate Professional Development if you feel that an interviewer has asked you inappropriate questions or made discriminatory remarks.

Preparation

Research. Research. Research.

It is critical to possess as much knowledge as possible about the employer and interviewer(s) prior to the interview itself. Employers consistently rank lack of knowledge of the organization as one of the primary reasons for not extending an offer. In short, you must start the interviewing process well before the actual interview.

Develop a Strategy

The underlying question in every interviewer’s mind is “Why should our organization hire this person?” The specific experiences, credentials and/or achievements you will emphasize need to be fine-tuned depending on the employer and the position. Just as you must tailor a resume to a specific employer, it is critical to differentiate each interview and focus on the unique fit between your background and this employer.

Develop a List of Questions

Always prepare a list of questions relevant to the employer and the interviewer (if possible). Be careful not to ask questions that could easily have been found by looking on their Web site, reading their promotional material or from the media. This shows a gross lack of preparation. At the end of the interview, make sure to follow-up with any questions that have been left unanswered. Having additional questions is one way to demonstrate a genuine interest in the employer and the position, and employers attach more importance to your additional questions than you might think.

Time Management

Always:

Confirm the time and location of your interview the day prior to the meeting.
Arrive at least 15 minutes before the appointed meeting time. This allows you to take a moment to breathe and relax.
Be sure to bring all documentation requested by the employer. At a minimum, bring clean and updated copies of your resume, transcript, references and writing sample.

Factors to Consider When Preparing for the Interview

Be as prepared as possible in order to distinguish yourself from the applicant pool. For example, it is highly unlikely that you will advance in the interview process without doing at least a modicum of research into a particular firm’s practice areas, or a government agency’s mandate and reputation. Therefore, consider the following factors when preparing for the interview and developing your list of questions for a particular type of employer.

Law Firms

To what extent does the firm specialize in your area?
What are some of the most interesting matters on which attorneys are currently working? (do not ask this question until you have researched recent media and journal reports)
What types of clients does the firm represent?
What is the firm’s reputation regarding quality of life?
Does the firm have offices in other locations, both in the United States and abroad?
How are assignments determined? What kind of responsibility can a newly hired attorney expect to receive?
How are training, development and mentoring programs structured?
What is the firm’s annual billable hour expectation from associates? What are the firm’s pro bono and/or client development expectations of associates? Are pro bono hours counted toward the firm’s billable hour requirement?
How does the firm support pro bono work? Political activities? Government service? Do many associates leave the firm for government service and then return at a later date?
Does the firm support its attorneys’ participation in bar and professional association activities by paying annual membership dues, and/or recognizing time spent on bar activities? Does each associate receive an annual financial allotment for such professional activities?
How many partners started with the firm as associates? What is the answer to this question for individual practice areas in which you may be interested? [Many large law firms are run like mini “fiefdoms.” Therefore, it is critical to get to know the particular group to which you may be assigned.]
What is the firm's management system? How do associates participate in management (i.e., do associates serve on various firm committees)? If so, how are such assignments made? Do assignments rotate each year?
What are the firm’s ratios of partners to associates both generally and in specific practice areas?
Does the firm have a formal mentoring program?
Does the firm have different partnership levels? Are there multiple associate billable hour and compensation tracks? What is the duration of the firm’s typical partnership track?
What is the firm’s performance evaluation process for associates? How are partnership and advancement decisions made?

Government

What is the agency’s mandate?
How, if at all, is this mandate changing in the current legal environment?
What are the career advancement opportunities within the agency?
What kind of responsibility can a newly LL.M. graduate expect to receive?
What type of work do agency attorneys perform (e.g., is it mostly policy work, administrative rulemaking, administrative litigation or representing other U.S. government agencies in federal court)?
Are there other government agencies with which this particular agency works closely?
How many opportunities are there for attorneys to serve within the agency? For example, are attorneys employed both in the Office of the General Counsel and elsewhere throughout specific departments? How, if at all, do these attorneys interact within the agency’s structure?
Is it common for agency attorneys to rotate between private practice and government service, or do most stay with the agency for an extended career?
What is the rate of attorney turnover?
Does the agency have current budgetary restraints?
What is the agency’s reputation with the public and the legal community?
What are some of the agency’s current administrative priorities? What are some of its most successful programs?
What are the current goals and priorities of the agency head? (Make sure to research the professional and political background of the current agency head before asking this question.)

Public Interest

What is the organization’s mandate?
When was the organization established, and by whom? (Make sure to research the professional background of the current head or General Counsel before asking this question.)
Who are the organization’s clients, members and/or constituents?
What benefits does the organization offer? For example, does the organization participate in a student loan forgiveness program?
What is the organization’s funding base? Is the funding secure? Are current events expected to affect the budget? In turn, will budgetary matters affect staffing? For example, are staff positions dependent on renewable sources of funding? Are staff attorneys responsible in any way for securing funding to support their position(s)? Is the staff attorney’s position only for a finite period of time, akin to a yearly fellowship that must be renewed?
What is the organization’s reputation in the legal and public interest communities, among its constituents and on Capitol Hill?
Does the organization have an ideological slant? If so, what is it? Is it compatible with your political or personal philosophy? What type of background would be a good fit with the organization?
What are some of the most interesting matters in which the organization has been involved recently? (Make sure to research media and journal reports before asking this question.)
What are some of the organization’s current goals and priorities? Where is the organization going, and what do its current directors wish to accomplish in the future?
How has the organization evolved in recent years?
What kind of responsibility can a newly LL.M. graduate expect to receive?
What kind of work do staff attorneys perform? Does the organization focus on direct client service or policy work? If policy-centric, who are the organization’s legislative allies? If both, how much of the advocacy work is policy-based versus direct client work? If a significant portion of the work involves client service, how heavy is the individual attorney’s caseload?
What kind of training and mentoring does the organization offer new attorneys?
How much staff turnover has the organization experienced in the last few years?
How large is the legal staff, typically?

Presentation

At the most basic level, interviews allow employers to learn more about your skills and experience than is evident from your resume. More importantly, interviews give employers the opportunity get to know you as an individual – often the critical factor in hiring decisions.

Be Confident, Enthusiastic, and Engaged

In the interview, you must present yourself in a confident, enthusiastic and engaged manner. Follow these simple rules:

Make good eye contact and play an active role in the conversation;
Ask relevant questions and listen attentively;
Speak clearly and do not mumble;
Show enthusiasm about the employer and the attorney with whom you are interviewing;
Do not talk down about yourself; this displays a lack of self-confidence, which makes you look like a less appealing candidate; and
Prepare in advance at least one or two specific questions to ask each interviewer.

Anticipate Difficult Questions

Prepare responses to the most difficult questions you can expect (e.g., why is your Grade Point Average not on your resume?). Employers are frequently more interested in how you respond to such questions than they are in the responses themselves. The following strategies can help:

Answer the question concisely and directly (you should have prepared and practiced responses to anticipated questions before the interview);
Do not focus on negative areas by using your time to make excuses for past mistakes;
Use the question to move the conversation into more positive areas; and
Do not rush. It is perfectly appropriate to take a moment to think about a question before answering.

Consider Your First Impression

Make sure that you consider all aspects of a first impression. Be punctual, prepared, well groomed, professionally dressed and personable, and do not forget to give the interviewer(s) a firm handshake. Show up early so that you are relaxed. There is no second chance to make a first impression.

Practice Makes Perfect

As with many activities, practice is the most effective method for improving your interview skills. As indicated above, you should:

Research and prepare responses to anticipated questions;
Write out your responses and practice saying them aloud in the mirror. Organizing information in your head is not sufficient;
Recruit a friend or colleague to act out a mock interview; and
Participate in any mock interview programs available through Georgetown Law.

Follow-Up

Please see the section on Drafting Effective Cover Letters and Post Interview Correspondence in this manual for information on thank you letters.

Informational Interviewing

One of the best sources for gathering information about what's happening in an occupation or an industry is to talk to people working in the field. This process is called informational or research interviewing and is an integral part of your networking activities. An informational interview is an interview that you initiate – you ask the questions. The purpose is to obtain information, not to get a job.

Reasons to Conduct Informational Interviews

To explore careers and clarify your career goal;
To discover employment opportunities that are not advertised;
To expand your professional network;
To build confidence for your job interviews;
To access the most up-to-date career information;
To identify your professional strengths and weaknesses;
To decide whether a particular field is for you; and
To identify how to make yourself more attractive to employers.

Steps to Follow to Conduct an Informational Interview

Identify the occupation or industry about which you wish to learn.
Assess your own interests, abilities, values and skills, and evaluate labor conditions and trends to identify the best fields to research.
Identify people to interview.
Start with lists of people you already know - friends, relatives, neighbors, present and former fellow students, present or former co-workers, supervisors, clients, etc. Professional organizations, the yellow pages, organizational directories, speakers from seminars and conferences are also good resources. You should also feel free to call an organization and ask for the name of the person with a particular job title.

Prepare for the Interview

Read all you can about the field prior to the interview. Decide what information you would like to obtain about the occupation or industry. Prepare a list of questions that you would like to have answered.

Conduct the Interview

Approach this as you would any other interview: Dress appropriately, arrive on time and be polite and professional. Refer to your list of prepared questions; stay on track, but allow for spontaneous discussion. Before leaving, ask your contact to suggest names of others who might be helpful to you and ask permission to use his or her name when approaching these new contacts.

Follow Up

Immediately following the interview, record the information gathered. Be sure to send a thank-you letter to your contact within one week of the interview.

NOTE: Always analyze the information you have gathered. Adjust your job search, resume and career objective if necessary.

Questions

In an informational interview, you need to determine what it is exactly that you want from your contact. You should prepare a list of questions in advance of your informational interview that is tailored to your specific situation. The following are some sample questions:

On a typical day in this position, what do you do?
What training or education is required for this type of work?
What personal qualities or abilities are important to being successful in this job?
What part of this job do you find most satisfying? Most challenging?
How did you get into your field? Into this particular job?
If I wanted to obtain a similar job, how would you suggest I go about it?
Where might I find job listings?
Is there a demand for people in this occupation?
What entry-level jobs are best for learning as much as possible about this field?
What opportunities for advancement are there in this field?
In your opinion, is this a rapidly growing field?
How do you see jobs in this field changing in the future?
What special advice would you give a person entering this field?
What types of training do companies offer persons entering this field?
What are the basic prerequisites for jobs in this field?
What further steps should I be taking to develop my own niche in this area?
What can I do to make myself more marketable to employers in this field?
What types of courses are most valuable in order to gain the skills necessary to succeed in this field?
What kind of work or internship experience would an employer look for in an applicant for this type of work? How can a person obtain this type of work experience?
What are the key points to include in a resume or cover letter for a position in this field?
Which professional journals and organizations would help me learn more about this field?
What do you think of the experience I have had so far in terms of entering this field?
From your perspective, what are the problems you see about working in this field?
If you could do things all over again, would you choose the same path for yourself? Why? What would you change?
With the information you have about my education, skills, and experience, what other fields or jobs would you suggest I research further before I make a final decision?
What do you think of my resume? Do you see any problem areas? How would you suggest I change it?
Can you suggest any other people who might be valuable sources of information and who would be willing to speak with me? When I call him or her, may I use your name?
Are there any seminars, conferences or member organizations in your field that might be appropriate for someone with my background and professional goals? (Note: events of this type are often free of charge in Washington, D.C.)

Tips for Interviewing

DO pay special attention to grooming.

Men: Make sure your hair is neatly trimmed and combed. Also, make sure your face is clean-shaven, except for a well-trimmed beard or mustache.

Women: Err on the conservative side when deciding about makeup, jewelry, hairstyle and fingernail polish.

DO dress appropriately.

Men: In most cases, a well-cut black, navy, or charcoal business suit, with dress shirt and tie is appropriate. If you do not have a suit, wear a blue blazer. Remember also to wear a belt.

Women: Dress conservatively. If you choose to wear a skirt suit, practice sitting in various chairs and make sure that the skirt maintains a conservative length. Also, if you are wearing a skirt, be sure to wear pantyhose. Since both pant suits and skirt suits are considered professional, choose whichever makes you the most comfortable.

DO pay attention to footwear.

Men: Stick with well-shined black or brown lace shoes or dress loafers (and socks).

Women: Opt for leather or suede pumps, avoiding casual sandals or open-toed shoes, even in the summer.

DO NOT go overboard when it comes to fragrance, makeup and jewelry.

A clean and refreshing mild scent is recommended, if anything at all.

DO NOT speak negatively about a former employer or school.

Your focus should be on the experiences and skills you obtained from a position, rather than about any personal dissatisfaction with the previous employer or school. You never know who knows whom.

DO NOT dominate the interview.

Assertiveness and decisiveness are admirable qualities to convey, but arrogance and self-absorption are not. The line between them is thin. Try to strike a balance between providing thorough information so that the interviewer may evaluate you, and having a pleasant two-sided conversation.

DO NOT interrupt the interviewer.

In your nervousness or anxiousness to make a point, do not speak over the interviewer.

DO NOT bring up personal issues or crises.

The interviewer will not want to hear excuses for problem areas in your resume or background, but instead will want to see that you have thought through how to handle both the question and the situation itself. Focus on the positive.

DO NOT bring up salary before the interviewer does.

If you are genuinely interested in the position, you can demonstrate that with relevant questions about opportunities for advancement and responsibility.

Sample Questions Employers May Ask

Background

Tell me about yourself.
Tell me why I should hire you.
What accomplishment has given you the most satisfaction?
What do you consider to be your greatest strengths and weaknesses?
Why did you choose to go to ___ law school?
Why did you choose to go to Georgetown Law?
Why did you decide to pursue a Master of Laws?
What courses have you enjoyed at Georgetown Law? Why?
What attracted you to this firm or organization?

Career Objectives

Where do you see yourself in five to 10 years?
What are your short-term and long-term career goals?
What is your ideal job?

Work Experience

Describe your experience in ___ position. What did you like or dislike about the position?
Tell me about your work background.
What skills did you develop in your previous position?
Do you have supervisory experience?
What type of issues or cases have you worked on?
What type of work have you done that relates to our practice?
What do you see as your strengths?
What do you see as your weaknesses?

Note: Employers generally conclude by asking if you have any additional questions. Make sure you do!

Call-Back Interviews

The "call-back," or second interview, is an indication of the employer's increased interest in you as a potential employee. During the call-back, the employer has the opportunity to further evaluate you, to clarify information on your resume, to determine "fit" and to sell the firm or organization to you. Remember that any interview is not only an opportunity for you to market yourself, but a chance to evaluate that employer.

How are the call back interviews different from the first interview?

The call-back interview will be much longer and more in-depth than the initial interview. These interviews will give the interviewers and other attorneys in the organization the opportunity to determine if you will fit in, as a person, with their practice group. They will be assessing whether or not you are someone with whom they can work those long hours and to whom they can relate on a professional, intellectual and emotional level.

The question in their minds will be: Do I Want to See and Deal with This Person Every Day?

Acknowledging the Call-Back Invitation

If your initial interview was successful, you may receive a letter or phone call from the employer inviting you to visit its office. Make sure to:

Answer your phone as professionally as possible, keeping in mind that it could be a potential employer.
Have your answering machine turned on with a professional message.
Have notes on possible employers within close range of the phone.
Acknowledge a call-back invitation as soon as possible, preferably within 24 hours.
Confirm your acceptance with an e-mail or a letter to the employer.

Logistical Arrangements

Generally, employers make hiring decisions on a revolving basis. Therefore, you should try to follow some basic guidelines:

Try to arrange the interview with the employer at the earliest possible date. If you interview at a later date, you run the risk that offers may already have been extended.
Know your schedule before you call the employer, and be prepared to suggest two or three available times.

Preparing for the Interview

A call-back interview has some subtle differences from the initial or screening interview.

Be prepared to deal with the following issues:

Timing

Call-back interviews may last from several hours to an entire day. For planning purposes, ask beforehand how long the interview is expected to last, and if it includes lunch.

Multiple Interviewers

Generally, the call-back interview consists of back-to-back interviews within the organization. Be sure to get the names of the interviewers in advance of the call-back interview for research purposes.

Research

Whenever possible, know more about the organization, than you knew in the initial interview. Speak to faculty and local practitioners about the organization as well as other students who have worked there. A Lexis-Nexis or Westlaw check may provide information on recent matters in which the organization has been involved. A search of legal news files and periodicals will also direct you to relevant articles.

Questions

Do not be surprised if you are asked the same questions that were asked during your initial interview. You will likely be meeting with different individuals who may want to elicit similar information. Thus, you should stay in interview mode throughout the process, even if you find yourself providing identical information repeatedly. Be sure that your answers to the different interviewers remain consistent.

Practice

Prepare and practice (out loud) answers to expected questions and then be prepared for anything.

Documentation

Always take multiple copies of your resume, writing sample, reference list and transcript. In addition, keep references informed of where you are in the interview process and whether they might expect a reference check phone call.

What to expect during the call-back interview

Expect to meet with at least three or four attorneys – partners, general counsel and associates.
Expect each interview to be about 30 minutes.
Expect and be prepared to discuss everything and anything, including research papers or articles you have authored, courses you have taken, cutting edge issues in your practice area, your hobbies, etc.
Remember that anything on your resume is fair game, as are questions about your future aspirations.
Expect to ask meaningful questions about the firm and your practice area.
Expect to go out to lunch with several associates that will be writing an evaluation of you.

The Players

Most applicants will see several partners, legal counsel and associates, Georgetown Law alumni or alumni from your law school or undergraduate institution. Candidates are typically paired with interviewers in their chosen practice area or with members of the organization's recruiting and hiring committee. Treat all of the individuals that you meet with equal respect – including the office support staff. Remember, all attorneys who are interviewing you are doing so because the firm values their judgment.

The Meal

The call-back schedule generally includes a meal. This is an opportunity, in a more relaxed environment, for the firm to see you as an individual with a distinct personality. The lunch hosts will be determining whether you:

Fit into their firm or organization;
Have good interpersonal skills;
Know how to conduct yourself in a professional or social setting;
Can have a relaxed and/or substantive conversation;
Present a professional image; and
Appear mature and self-confident.

Do NOT drink alcohol on these lunches even if the associates drink. Keep in mind that they already have a job and you do not. While the lunch may appear on its face to be a casual social event, it is not—it is part of the job interview process and is treated accordingly. Their remarks and comments about your behavior and conversation during lunch will be reported back to the hiring committee.

Often, young associates will take you to lunch to give you the opportunity to ask questions of someone newer to the organization. Always assume that young associates (and Georgetown Law alumni) are a part of the hiring process. Maintain professionalism at all times.

Expense Reimbursement

There are a myriad of details that go into arranging and attending a call-back interview. One area of concern for both students and employers is cost and reimbursement. Please follow these suggestions:

All employers have different policies regarding call-back expenses; do not make any assumptions about their expense policies. The first rule in dealing with expenses is to ask.

Refer reimbursement questions to the recruitment coordinators; they are a wonderful resource within the organization and are charged with managing such issues. For a sample reimbursement form, please refer to the one that the NALP has available on its Web site (http://www.nalp.org/assets/1199_travexp08.pdf).

Thank You Letters

A thank you letter is a must following a call-back interview, and you should not wait a few days to send it. Send it 24 hours after you have been interviewed. Letters sent via regular mail or e-mail are both acceptable. In large structured recruitment offices, files are kept on each applicant and anyone having contact with you is requested to put copies of correspondence in your file. Under the circumstances, the same letter addressed to each interviewer does not make sense. It is recommended that you send a thank you letter to each person that participated in the interview.

You should address your thank you letter to:

The person who had responsibility for your interview schedule. Some firms involve young associates in the process by assigning them to a recruit for that day.
The initial interviewer, if he or she is responsible for the call-back invitation.
The recruitment coordinator.
Each person with whom you met during the call-back interview.

When writing your thank you letters, be sure to follow the basic guidelines outlined earlier, as well as the following:

Make sure you do not have any typographical mistakes in your thank you letters.
You should make sure that you have the proper spelling and title of each person who interviewed you.
Include specific information that was discussed during the interview. You might want to refer to a particular discussion you had during the interview.

For example:

If you went to the same school or come from the same state as the interviewer, letter this in your thank you letter. Try to connect on whatever level you connected during the interview. This will also remind the interviewer of who you are. He or she is undoubtedly interviewing many candidates for the position.

The letter should clearly acknowledge that you visited the firm.

The letter should not be so general that it could be used for all call-back interviews. In fact, this could do more harm than good. For example, allude to details such as the firm's plans for a new building you were shown, or the department’s weekly seminars, etc.

Be sure to send your thank you letter as soon as possible after the call-back interview. If you need help in writing a thank you letter, please read the section of the LL.M. Professional Development Manual on Drafting Effective Cover Letters and Post Interview Correspondence.

Graduate Professional Development is also an excellent resource in crafting such a letter, and would be happy to review drafts of your correspondence with potential employers.

Offers

Attorneys meeting a candidate for a first interview must be as convinced of the student's ability and “fit” as the initial interviewer. Do not be surprised if the committee decides to keep you on "hold" until they determine their organization-wide hiring needs. Do not immediately write the firm off and assume that a rejection will follow. Patience and follow-up often pays off.

Once the organization has made an offer, it is important to do the following:

Immediately acknowledge its receipt. Please do not delay in contacting an employer who has offered you a position. In today’s market, you do not have the luxury of waiting if you are uncertain of your answer.
Call and let the firm know of your interest and, at the same time, find out the firm's timetable for an answer.
All offers require a written response–whether positive or negative. Whether accepting or rejecting an offer, call the organization and speak with the individual who extended the offer. The telephone call is important even when rejecting an offer; it leaves the organization with a more positive feeling about you.
Whenever possible, do not burn any bridges. You have only one professional reputation and you must protect it at all costs.
After your telephone conversation, follow-up with a letter confirming your acceptance or rejection of the offer.

Georgetown University

A Guide To Effective Interviewing, Call-Backs and Offers