This is an excerpt from the 4th edition revised of The BIG Guide to Living and Working Overseas by Jean-Marc Hachey, the world’s best international career guide for college students and young professionals.

Chapter 26:

Interviewing for an International Job

You want to work overseas. You’ve spent a lot of time preparing. You have researched hundreds of possibilities and sent your resume and a cover letter to a multitude of organizations. You have been in contact with a number of potential employers and, finally, you’ve been invited to an interview for a specific job.

The interview is the most critical point in your job search. It is here that an employer assesses your suitability for overseas employment, based on their criteria. How closely do you match the employer’s ideal profile? Do you have the qualifications? Do you and the company share similar management styles? Will you present a good company image abroad? Will you survive culture shock?

Most candidates are nervous at the prospect of an interview. They feel they have no control, they are at the mercy of a recruitment officer or an interview team. But is the process really that one-sided, skewed to the candidate’s detriment? Does the employer have anything to lose? You probably have these and other questions on your mind as you contemplate the all-important interview. Let’s first discuss the interview from the employer’s point of view.

Imagine the recruitment officer who must select a candidate for an overseas position. There is a great responsibility resting on his or her shoulders. The recruiter’s professional expertise is on the line. People are relying on him or her to come up with the right person for the position. The outfit is investing time and money to interview candidates from across the country. The cost of posting an employee overseas is high: airfare, moving, settling-in allowance, cost of dependants, housing, salary, etc. The price of failure is equally high, in terms of the firm’s reputation abroad and finding a replacement candidate.

The stakes are high on both sides. Both parties are depending on the outcome of the interview. A helpful strategy, then, for overcoming your anxiety is to focus on cooperating with the selection committee. Help them with their difficult hiring decision. They will likely have an equally positive attitude toward you.

How do you go about preparing for the interview?

Prior to your interview, carry out a “profile analysis” by matching your skills to those specified in the overseas job description. (For detailed information on how to do this, see Chapter 23, Selling Your International Skills.) You must be able to discuss your professional work history in terms of specific skills that match the overseas position. Work on your elevator pitch and your overall sales presentation until you’ve got it down pat!

A Reminder to be Cautious

Some overly enthusiastic candidates ignore the negative aspects of living and working overseas and are then faced with discussing them in their interview. Be careful not to hear only what you want to hear. Assess carefully all the information. A wrong decision results in your failure to adjust overseas, and it leaves its mark on your work history.

Who Will Interview You?

An interview team often consists of a minimum of three people: a personnel officer, the overseas manager or in-house liaison officer, and another senior-level manager. On the other hand, only one or two people might interview you. To better prepare yourself, always ask ahead of time who will be interviewing you and inquire about the structure of the interview as outlined below.

How Long Will the Interview Last?

The interview process begins with your first telephone call. Remember, despite the impersonal nature of the exchange, the other party is assessing you. The interview itself can last from one hour to a full day. Private sector employers often prefer a day-long series of one-on-one interviews with managers of different levels. The preferred format for government institutions and NGOs is a formal interview with a three-person selection panel, usually lasting an hour.

Be prepared for a second interview for some overseas positions. Remember that interviews are usually done on a national scale, your first interview may be in person (the organization will pay to fly you in) and the second interview may be on the phone. If an offer is made, you will be given time to finalize all questions and negotiate the terms of the contract.

DIFFERENT INTERVIEW STYLES

It is important to recognize and react appropriately to different interviewing styles. Some interviewers talk non-stop while others expect you to take the initiative. Then there are those interviewers who treat the process as nothing more than an informal chat, barely discussing the job in question.

The Structured Interview

This type of interview is common for government positions. Screening is based on a candidate’s education and work experience. Government interviews are often loaded with pre-written questions and you are judged in three critical areas: knowledge, ability, and personal suitability. With the Canadian International Development Agency (CIDA) for example, you must obtain a minimum score of 60 per cent in each area and it is therefore crucial that you study the policies and structure of CIDA as they relate to your job area.
In most cases, there will be a Statement of Qualifications, which sets out the basic job requirements. Study the text and incorporate the buzzwords into your interview. A panel of three people often conducts government interviews. You should answer each question directly, without rambling, as your answers are measured and tabulated against a rating guide. The objective is to score as many points as possible. Don’t indulge in elaborate details, just mention the highlights of your subject and move on. If you feel that the question is very important, begin with a high-level analysis and then let your interviewers know when you are expanding beyond the high level into more details.
Remember, your interviewers will offer you little feedback on your performance, as this can be seen as prejudicial. Your best tactic is to probe; for example, “Would you like me to elaborate further?”

The Informal Interview

The informal interview is the most popular interview style and the one that best lends itself to pre-interview preparation. In this setting, the candidate is expected to play an active role in the interview process. This is your opportunity to present yourself in the best possible light by steering the discussion to focus on your skills.
Let the interviewer lead the interview. Despite their personal and friendly tone, remember, the interviewer is probing for facts that will enable him or her to assess your suitability for the job. Remember also that the interview is a formal affair even if the interviewer is acting informally. Do not yourself become overly familiar or friendly—stay professional and sharp, but of course you can still be engaging. If the interviewer overextends into personal discussions, steer the conversation toward professional/business topics.

WHAT AN OVERSEAS EMPLOYER IS LOOKING FOR

Chapter 1 in The BIG Guide discussed what skills are needed to succeed abroad. Employers may not directly mention these skills, but they will be looking for evidence that you possess these attributes. You will be questioned about the following:

• Are there limiting factors to your availability such as health, family or other extenuating circumstances?
• Do you have a realistic understanding of overseas living and working conditions?
• Do you have the technical skills? And the social competence (or soft skills) to work with colleagues of different nationalities?
• Will you fulfill the terms of your contract and demonstrate loyalty to the firm in the face of frustrations?

To explain these areas further:

Expect to be probed on your personal life and family situation: e.g., the willingness of your spouse to relocate; the number of school-aged children you have and their planned education; the health of family members. If an interviewer neglects to bring up these issues, the firm’s credibility is suspect.

Major emphasis is placed on the character of the recruit. In a culturally foreign environment, you not only deal with unforeseen hardships, but also must work and live in close proximity to your colleagues. One of the recruiter’s tasks is to probe for your feelings about these situations and judge your ability to survive in a different, perhaps difficult, setting.

Team effort is an important consideration in assessing your suitability for an overseas post. How will you respond to subordinates or superiors of different nationalities? In the interview, more emphasis will be placed on character evaluation than technical competence. If you have been invited to an interview, you can usually assume that your professional credentials have passed the test.

Fulfilling the terms of a contract is extremely important. Untimely departures are costly. An employer will look for tenacity, flexibility and tolerance. For example: Will you threaten to quit if your home is without running water for three months, or if the replacement part for your air conditioner does not arrive?

PREPARING FOR INTERVIEW QUESTIONS

The key to a successful interview is preparation. It is surprising how few people prepare for interviews, given that one chance is all you get.

A good method is to run through a practice session with a friend, from the first greeting to your departure. Have your (professional) friend ask questions from your resume, followed by suggestions for improvement. Then incorporate these improvements into another interview rehearsal with someone else.

TWO VERY IMPORTANT SETS OF SKILLS

Every employer, regardless of the position advertised, seeks people who possess organizational and interpersonal skills. Candidates often overlook these; yet if you can describe them well, employers can fairly easily distinguish you from other job seekers.

Organizational Skills

North American employers place great importance on efficiency, regardless of the field of work. Therefore, it is important to convey to employers that you can organize your work and manage your time. Elaborate on your workday. Do you compile a list of things to do? How do you establish priorities? Explain the process you use to accomplish your tasks. For example:

“In every job there is conflict between the things you would like to do and the time it takes to do them. That’s why I keep a running list of things outstanding. By continually prioritizing jobs and assessing time available, I’m able to juggle my tasks without missing my deadlines.”

Interpersonal Skills

Employers are interested in knowing how you deal with people in different situations: Do you have problems with authority figures? How would you cope with a request for information that you couldn’t fulfill? How do you handle rejection? Could you continue to work with someone who had disappointed or insulted you?
Interpersonal skills are better demonstrated through statements of opinion. For example:

“In a work environment, it is crucial that everyone recognizes the seriousness of making and following commitments. I recognize that my boss’s performance is assessed by her or his superior, as mine is assessed by him or her...”

“In an overseas situation, I’ll be particularly attentive to the role played by different authority figures in influencing the success or failure of projects. Overseas communities seem to have a more developed local leadership structure than our highly mobile, unstructured society in North America. It is important to recognize this hierarchy by having community leaders endorse new projects.”

TACTICS FOR ANSWERING QUESTIONS

The interview is one of the few times in your life when you are asked to speak about your professional self—your accomplishments, skills and strengths. You may feel uncomfortable “boasting.” Here are a few suggestions to help make the task easier.
One of the best tactics is to discuss your skills through a third party. For example:

• “My colleagues tell me the reasons they like working with me are...”
• “All my past employers have mentioned my enthusiasm...”

“If my friends had to describe three important character traits I possess, they would probably say...”
Another tactic is to mention the reasons for your success, or examples of your strengths:

• “In my previous job I was particularly well known for...”
• “I always try to understand a situation from my adversary’s point of view...”
• “The reasons I have been successful in developing new programs are...”

Alternatively, you can develop an opening theme when answering questions. The objective here is to reinforce your personality profile—your career labels. For example, below is a response to the following question, “What qualifications and skills do you possess that would make you an effective overseas project manager?”

“Throughout my career, as an assistant country manager with the Peace Corps and in my numerous volunteer jobs, I have seen myself as a grassroots organizer—planning, making lists, and continually communicating with the people involved—these are my priorities. I think that these are the attributes that most make me effective in my work—especial while managing projects in Africa. Other skills that have helped me in my career are...”

A response to the same question by a UN project assessment officer might be,

“I have a universal rule which allows me to identify the important facts quickly, regardless of the situation. I always approach new ideas with enthusiasm and this, people say, makes me approachable. I encourage others—I help them clarify their ideas. These approaches allow me to assess situations and acquire an understanding of what moulds the project. My writing and communication skills have also contributed to my effectiveness...”

QUESTIONS AN INTERVIEWER MIGHT ASK

A thorough preparation for an interview means that you have researched each of the following questions. Don’t forget that each answer, if possible, should have an international component.

General Interview Questions

• “Tell me about yourself.”
• “What are your major strengths/weaknesses?”
• “What would your colleagues say if they had to describe your working style?”

>Knowledge About the Employer

• “What do you know about this organization?”
• “Why do you want to work with us and not an NGO (or government, private firm or as a consultant)?”

Overseas Working Conditions

• “Why do you want to work overseas?”
• “What qualifications/skills do you possess that will make you effective overseas?”
• “What working conditions do you anticipate will be different in another culture?”
• “Tell us about your previous overseas experience.”

Overseas Living Conditions

• “Have you ever lived through a difficult situation? How did you cope?”
• “Have you been separated from your family or your loved ones for extended periods of time?”
• “Have you ever had to cope with loneliness?”
• “How would you occupy your spare time?”
• “How important is privacy for you? Have you ever lived in situations where you have not had a lot of privacy?”

OPEN-ENDED ENQUIRIES

Most international interviews use open-ended enquiries, such as, “Tell me about yourself,” or “What do you think of development?” There is no right or wrong answer. Interviewers are really probing for bits of information they might not get through specific questions. It is therefore to your advantage to use these open-ended enquiries to emphasize your most important international, administrative and interpersonal skills.

SITUATIONAL QUESTIONS

One of the most interesting and challenging tactics used by international recruitment officers is the situational question. These usually concern a predicament you might encounter overseas. Trying to come up with a right answer can be quite unnerving.
There usually is no clear right answer. The recruitment officer is looking for sound judgment and analytical ability. Your worst mistake would be to make a hasty remark without first asking questions and considering the situation carefully. If you are unable to arrive at an answer, you can still score an excellent rating by presenting a carefully thought out, cautious approach to solving the problem. Here are a few tips to guide you in your answers.

Demonstrate your thinking process to the recruitment officer by thinking out loud. Outline important facts for serious consideration. An answer might go like this: “In this situation it would be important to give serious consideration to (these factors). One would have to weigh the importance of (this fact) and see if it is crucial to the assessment. It is only after considering all of these factors that I would be able to make a proper decision.”

Explain how you would study a situation. For example, “This is a very delicate situation. The first thing I would do would be to study the facts and then, depending on my findings, I would have a discussion with...” Mention general principles of evaluation such as, “In these circumstances it is best to proceed cautiously, record and investigate the facts. I would refrain from forming an opinion until all the information was compiled.”

You should, however, try to provide a concrete answer. State your assumptions prior to giving your assessment. For example: “If one were to assume that (this situation) were true, and that the cultural traits of the society were (these), then it’s possible the best approach to this problem would be to…”

Try to prioritize the items for consideration. For example: “It is clear that the major limiting factors in this situation are… and must be considered before looking at less important factors such as…”

State your limitations, and how you would react in light of them. For example: “Since I have never travelled to Southeast Asia and am unfamiliar with the social norms, I might be more cautious and sit and wait until my guide/interpreter returned before making a firm decision.”

If uncertain of the situation, make a comparison with a more familiar one. For example:

“While I am unfamiliar with the ethical standards binding a United Nations employee, I know that as an NGO employee I would pay a small bribe rather than have 10 volunteers spend the night sleeping at the border.”

Involve the recruitment officer in your answer by probing, but don’t ask more than a few questions; the object is not to demonstrate your interrogation skills, but to show that you think before acting. For example: “Would it be right to assume that…” or, “Are there any policies that would guide me in this situation?”

In some situations the best answer is that you would seek someone else’s advice. For example: “If I am a new arrival in the country and am not yet aware of the social customs, I would seek out another expatriate who has had more experience with this situation.”

Examples of Situational Questions

• You are a Canadian project officer of a large funding organization, doing an evaluation tour overseas. At one of the projects, several employees tell you that the expatriate project manager is stealing funds. How would you handle this situation?
• You are a junior officer with the United Nations Development Programme (UNDP) posted in the capital city of a developing country. You are at the airport to meet a visiting expert sent by the Food and Agriculture Organization (FAO). The expert has lost her passport and the local airport official insists on putting her in jail despite all pleas. It is late in the evening and you have exhausted every conceivable argument. Suddenly, the official asks for a $25 bribe to free the expert. Would you pay?
• As a teacher posted at a rural African school, you discover that another teacher is making sexual demands on students. How would you react?
• As an office manager, you have caught four labourers and one of your most trusted assistants stealing supplies from the warehouse. How would you handle this situation?
• As the manager of a worksite, one of your employees is asking for a loan and time off to visit a sick family member in another city. Would you grant the request?
• You have just been asked to accompany a very important dignitary on an official three-day visit of a provincial district. During these next three days, you must submit next year’s financial requirements to head office. How would you handle this dilemma?

EXPERIENTIAL QUESTIONS

These are a relatively new type of interview question wherein the recruiter asks you to give proof of your skills with an example from your own experience. These questions can be tricky—to be ready for them, you should prepare a few short anecdotes that describe times when you have shown ingenuity, perseverance, cross-cultural savvy and other useful international skills.

Examples of Experiential Questions

• “Describe a situation in which you demonstrated good leadership skills.”
• “Tell us about a time when you had to cooperate with someone whose values were very different from yours.”
• “Tell us about a time when you didn’t have all the resources you needed to complete a task on time. How did you handle the situation?”
• “Describe a time when you used cross-cultural awareness to achieve a goal.”
• “Outline for us a situation from your past where you were not as effective as you would like to have been when managing a project.”

THINGS TO DO BEFORE THE INTERVIEW

The interview and evaluation process actually begin with your first contact with an organization.

You should carefully research the organization. Find out some of the types of programs that they conduct in Canada and abroad, the basic structure of the organization, their annual budget, number of employees, and their mandate. Usually this information can be found in a company’s annual report. If not, speak to someone who is familiar with the organization.

Do some research on the Internet or telephone ahead for a detailed job description (see Chapter 22, Phone Research Techniques). Plan your responses to standard questions based on a careful read of the job description. Try to contact a manager beforehand to find out more about the job. Speak to someone who has worked in a similar position overseas. Examples of an opening conversation:

“I’m calling to find out a little more about a job for which I’m scheduled to be interviewed.”
“I am doing a little research prior to my interview to ensure that I have a good understanding of what the job entails.”

Try beforehand to learn something about your interviewer(s). At the minimum, you should know their names and job titles. Ask if it will be a structured interview? How long is it likely to last? This information can probably be obtained from a secretary.

Write down at least 10 questions that you would like to ask. They should pertain to the company’s major projects and your possible role with the company. Avoid questions and remarks about how the company might further your career goals.

Practise reciting out loud your personal and professional qualifications and experience that match the job you seek. (For more information, see Chapter 23, Selling Your International Skills.)

Dress professionally. Do not wear ethnic clothing even if you are applying for a rural job in a developing country. Men should wear a suit and tie. Women should dress conservatively. If two candidates are equal in ability (and this often happens), the final choice can rest on appearance.

Look organized and prepared. Carry a briefcase containing a pen, a notepad, a typed list of references, two extra copies of your resume and cover letter packaged in envelopes, and two or more examples of your past work, such as reports or publications.

THINGS TO DO DURING THE INTERVIEW

You have probably heard the popular theory that interviewers make up their minds during the first five minutes of the interview. It is only human to pass judgment on others. Here are some helpful hints to create a good first impression.

Arrive 15 minutes early. Familiarize yourself with your surroundings, read company newsletters, the bulletin board or something of interest to mention during the interview. Double-check your appearance. Hang your coat, have your arms free when you enter the interview room.

Use a firm handshake when introducing yourself: “Hello, my name is Francis Drummond.” If there is an interview team, extend your hand to each member. And, unless otherwise informed, use the titles Ms. or Mr. and their surnames. As simple as all of this may seem, experience has shown that many candidates are unable to carry this off with confidence. I would like to repeat this: as simple as all of this may seem, experience has shown that many candidates are unable to carry this off with confidence.

Sit with your pad and pen ready to make notes (but don’t be too obvious about this). If it is in your character, use your pad to draw a diagram when answering an interview question. You may want to jot down contract terms, key ideas and any follow-up actions that may arise from the interview. Even if you don’t make use of the pen and paper, you are showing your preparedness.

If you have printed materials or a portfolio of project material, bring it to the interview.
Be conscious of potentially damaging non-verbal communication, such as a nervous foot tapping or excessive laughter. Sit in a relaxed manner, hands out of your pockets, back straight. Lean back a little when thinking, and forward a little when speaking. Consciously make eye contact with each interviewer.

Be dynamic and project enthusiasm through your voice.

Approach the overseas job interview as a meeting ground in which both parties interview each other. Try to make the recruiter’s job easier by feeding him or her information about yourself in logical order.

Allow the recruitment officer to set the pace. Always ask how long the interview will last. But if two-thirds of the interview time has elapsed and you feel the interview team has not covered your important skills (some interviewers are not great at their jobs), this is the time to take the initiative. Examples:

• “I would like to take a few moments to elaborate on a few other relevant job experiences to allow you to better analyze my skills.”
• “I would like to mention a few more factors in my background that could help you assess my qualifications.”
• “Would you permit me to add a few words about some of my other skills?”

You will have the confidence to execute the tactics above if you have taken the time to analyze your skill sets, taken stock of your skills inventory and written a functional, skill-based resume. All of your hard work will pay off during the interview.

At the end of the interview, thank your interviewers by name while shaking their hands firmly:

“Thank you for your time and consideration. I appreciated this opportunity to learn more about your organization. You have an interesting program and I look forward to hearing from you.”

And ask when you may expect an answer.

Things to Avoid During the Interview

• Do not dominate the conversation. The normal guide is to speak half the time.
• Don’t linger on a topic for more than four to six minutes. Your answers should be short, preferably under three minutes.
• Do not overuse humour; the interview is a serious meeting.
• Don’t be late. If there is a remote chance that you will be, mitigate the damage by phoning ahead to apologize and explain your delay.

THINGS TO DO AFTER THE INTERVIEW

At the first opportunity, jot down what you could have done better. Use each successive interview to improve your performance for the next.

Immediately send a written thank-you note to the interviewers. This demonstrates your continued interest in the job, and it also gives you an opportunity to mention any information that might have been missed in the interview. You can send this by e-mail, or for a bit more drama, fax a perfectly hand written note, or if longer—a typed letter.

Call the company at an appointed date to inquire about their decision to hire. If the answer is negative, it is appropriate to ask why you were not selected. If you are too emotional to ask, call back a day or two later.

“I’m calling to discuss the results of my interview. I would like to ask a few questions and get feedback about my interview… Since I’m interested in profiting from this experience, I was wondering if you would have time to discuss the reasons I did not get the job. How may I improve my chances? May I keep in touch regarding other job openings?”

If the answer is positive, celebrate!

A LAST WORD

Never contact a potential employer without first arranging your thoughts. Explain who you are and what you aspire to. (Read about the elevator pitch in Chapter 23, Selling Your International Skills.) Always describe the background that has brought you to your search for an overseas job. In most interview situations, the employer is interested in your thought processes, your flow of ideas and is not looking for right or wrong answers. Let the interview team see how you analyze information; don’t just offer the results of your analysis.

Be prepared. Be confident. Relax, and go for the job you’ve always wanted!