Interview Prep

See below for sample questions.

#1 RULE: Review the job opportunity announcement to identify key competencies and responsibilities. These should serve as the focus of your answers.

Types of Interviews

Some interviews may be STRUCTURED. These types of interviews include a list of predetermined questions in order to objectively rate each candidate. Structured interviews are often time-limited to only 20-30 minutes; this is especially common with preliminary interviews for positions in higher education involving Skype, video, or phone interviews. Time limits may discourage or even prohibit the interviewing panel/committee from responding to your answers. Don’t let this lack of feedback make you nervous! It is actually to your benefit because these structured interviews allow you to shine in a neutral, objective setting without the discussion getting derailed.

Other interviews may be UNSTRUCTURED. While the panel/committee may have some questions prepared, this type of interview may be more conversational in nature and often takes longer than 30 minutes. Even though unstructured interviews may feel less formal, these should still be treated with the utmost professionalism. You will benefit by being given more time to answer and therefore have the opportunity to include more examples or extended content in your answer. Unstructured interviews can feature more feedback by the panel/committee, including follow-up questions which encourage elaboration on topics of interest you have introduced. These interviews permit enough back-and-forth discussion that the panel/committee can get a better sense of your personality and fit with the culture of the workplace, beyond simply judging your answers for your fit for the position.

CAMPUS VISIT INTERVIEWS are commonly organized for candidates in higher education, conducting, and upper level administration. These include multiple parts and could feature a teaching demonstration or masterclass, research or public presentation, leading a rehearsal, giving a recital, meeting with a dean, provost, or human resources, holding drop-in hours for students and faculty, touring the campus and city, and meals with key members of the search committee.

A Few Rules of Thumb

The first question may involve simply getting to know you. Don’t let open-ended questions like “Can you tell us about yourself?” come as a surprise. Have a fully formed idea how to respond in a way that includes how your previous experiences or training have led you to desire the job.
Speak up and state your ideas clearly! If you speak too slowly, too quickly, too quietly, or in a way that is too unfocused, the panel/committee may question your ability to work effectively with others.
Listen carefully to questions and make a mental note if there are multiple parts requiring a response. For example, “How do you use technology in your teaching and how has that improved student engagement?” really has two separate questions. Successful candidates will give both parts appropriate attention.
Don’t speak too broadly! Instead, share specific experiences, actions, and beliefs that will allow the panel/committee to imagine you in these scenarios.
Focus on your strengths and the positive contributions you have made in previous positions. Describe specific examples that demonstrate your skills, efficacy, and expertise.
If you don’t have previous work experience to speak of, indicate your relevant skills, nearest level of training, and your willingness to learn. It’s also acceptable to speak about volunteer work if you relied on similar skills.
Don’t speak negatively about previous employers and always avoid casting blame. Focus on positive outcomes and constructive examples.
Be yourself! Speak genuinely and show your enthusiasm.
Be prepared with questions for the end of the interview. These should show that you have have thoughtfully considered aspects of the job/organization.
Send a short but genuine thank you message within 1-2 business days. An email is fine because it will arrive on time.

Interview Preparation

Review the job opportunity announcement to identify key competencies and responsibilities. These should serve as the focus of your answers. Not all competencies will be music-based but many are still very relevant to musicians. For example, take time to assess yourself based on competencies such as teamwork, oral and written communication, public speaking, interpersonal skills, problem solving, vision, leadership, management, mentoring, research and interpretation, strategic decision making, etc.
Think of examples of success stories that illustrate your influence or effectiveness in the past. Be prepared to retell these examples concisely by describing the CONTEXT, your ACTION, and the RESULT. Prepare appropriate examples of problems and their resolutions as well.
Let your references know that you’re applying to positions and that they may expect a call. This will allow them to reflect and be more prepared to speak highly of you.
Do your research before you interview. Spend time exploring the organization’s website, including their mission statement, to understand the essential values driving their work. For faculty positions, view the course catalog, ensemble list, and bios of others in the department to be better informed about the school’s offerings.
Practice, practice, practice! Find or create a list of potential questions and work out your key ideas in short lists of 2-4 bullet points. Then practice answering from these ideas as a prompt. After workshopping your answers multiple times, try speaking from memory with a timer in order to learn about your pacing.
Each interview differs, but many questions warrant answers lasting 2-5 minutes in length. Never aim for length but VALUABLE CONTENT. Use the basis of the question to offer more value in your answer. A helpful way to insert more value is to say “So, for example,…” or “A recent experience related to this was…”. For example, if asked about your greatest strengths, don’t simply give a short list. Expand your answer to include scenarios where your strengths influence your actions and result in favorable outcomes.
Always be prepared to answer the question “Why should we hire you?”. This is frequently asked at the end of an interview; successful candidates will be ready summarize previous points and offer any additional thoughts in the manner of a concise persuasive sales pitch.

In-person Interviews

Skype/Video/Phone Interviews

Body Language and Nonverbal Communication

Interview Follow-up

Send a short thank-you message by email to the supervisor/search committee chair and department head. Aim to send this the day after your interview or upon your return after traveling home. It is not necessary or advised to send a thank-you message after a short Skype/video preliminary interview.
Keep your message simple with only 3-5 sentences and be sure to express your continued interest in the position.
After your interview, do not contact them to ask about the timeline to fill the position as you will seem impatient. The only exception to this is if more than a month has passed and you have another job offer that may require you to learn if you are still under consideration.
Waiting can be hard but it isn’t always an indication of a problem. It can take up to several weeks for a search to wrap up with scheduling meetings to determine the right candidate, contacting HR or a Dean, waiting for budget approval, and preparing a contract. Don’t put all of your eggs into one basket after getting an interview—continue your search and apply to new jobs that may interest you during this time. Always look out for yourself and your own best interest.
If you receive an offer, you do not need to accept the position during that initial point of contact. Instead, it is wise to thank them for the basic contract information and express that you will communicate with them again after you have given it some further thought. You will usually be given a timeline for this. These days provide you with the opportunity, especially for positions in higher education, to respond with terms of negotiation. Bear in mind that you have not formally accepted an offer until you have signed, returned, and received confirmation of receipt of an agreed-upon contract. Some administrative positions may not offer a contract to sign. In this case, follow up with an email expressing the agreed terms and your acceptance of the position.
If you do not receive an offer, don’t let the job market get you down. Great positions attract a number of great applicants and you will always be among many qualified candidates. Be proud to have landed an interview, even if you don’t get the job. A decision can be based on many unknown factors beyond your control, but bear in mind that your invitation to interview shows that the committee sees great promise in your potential. Don’t discount the importance of this time for self reflection, networking, and a widened professional prospective; every interview is good practice for when the right fit comes along.