Interviewing Tips for Clinical Research ProfessionalsHow many of you can relate to the following scenario? You have decided it is

time for a change in position or organization. You update your resume, spiceit up, and then spend the next few days, weeks, or even months applying forpositions in various organizations. Then the interview requests start to arrive.For some of us, interviewing comes easy; for others, the mere thought of inter-viewing causes sweaty palms and a dry mouth. It is not that we lack the abilityto do the job; it is about being prepared, selling our knowledge, experience, andskills, and finding the right match. These interview tips, coupled with your ownpreparation, should make the whole process more efficient and generate lessanxiety.

Preparing for an interview is similar to planning a research paper. This istrue of any type of interview, regardless of the interview format (behavioral,traditional, telephone, or face-to-face) or the industry in which you are search-ing. There are four major steps for an interview, and they parallel authoring aresearch paper:

1. Research of the organization and the position 2. Your introduction at the interview3. The main portion of the interview4. The conclusion

Tackling an interview process using these steps will help ensure appropriatepreparation and follow-through.

Some organizations will choose to begin the process with a telephone inter-view. This initial call provides an introduction to the organization, positionresponsibilities, and any necessary technical skills. Whether this call comes fromthe human resources department or the organization’s hiring manager, this isyour opportunity to give a favorable first impression. It is important to soundalert and interested in the conversation. Minimize any distractions or back-ground noise in order to project professionalism through your voice contact; anydisruptions suggest to the caller that your focus is elsewhere. Be concise, but giveenough detail without straying from the topic. Ask questions based on your ini-tial research of the company (see below and Table 1). Discuss the next steps in theinterview process. When scheduling a face-to-face meeting, take the opportunityto ask a few preliminary questions about the interview process in general. Somemay not be answered, but try to gather details to help with the preparation.

Researching the Organization

As is true for those that author any type of article, book, or paper, an inter-viewee should carefully research the prospective organization. This demon-

PEER REVIEWED Regan K. Wyatt, MBA

For some of us, interviewing

comes easy; for others, the

mere thought of interviewing

causes sweaty palms and a

dry mouth. It is not that we

lack the ability to do the job;

it is about being prepared,

selling our knowledge,

experience, and skills, and

finding the right match.

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24 ❘ MONITOR SEPTEMBER 2007

PEER REVIEWED ❘ 25

strates your genuine interest in the orga-nization and position and exemplifiesyour future behavior toward assignedtasks or goals. It helps you to becomefamiliar with the organization’s history,gain basic information, and developpotential questions to ask during theinterview. Preparation and research forthe interview should include four com-ponents: organization, position, ques-tions, and dress.

Organization. Today’s technologyallows interviewees to access facts andinformation with a few keystrokes. Re-view the organization’s website to gathermore information on history, core com-petencies, goods and/or services, andrecent news. Use the U.S. Food and DrugAdministration (FDA) website (www.fda.gov), Centerwatch website (www.centerwatch.com), or the ACRP website(www.acrpnet.org) to search for anyinformation about current or past stud-ies as well as industry information. Theseare just a few websites you can use togather clinical research information. Useone or two of the major search enginesto find more details.

Position. Always obtain a job descrip-tion prior to the interview. Match yourskills and past experiences to the pos-ition requirements. Be prepared todiscuss those skills and past accomplish-ments at an appropriate time in theinterview. Try to envision questions thatmight be asked and prepare answers (seeTable 2).

Questions. Review and prepare fre-quently asked interview questions. Many

such questions are listed on career web-sites. As your preparation and researchcontinues, you will also encounter new

questions. Jot them down to ask duringthe interview. Questions should illustrateyour interest in the organization andposition. Remember, this is a symbioticopportunity. Although the organizationinitiated the interview to determine if acandidate is the right fit, this is the timefor an interviewee to interview the orga-nization as well.

Dress. Always use “business profes-sional” dress standards for the interview,regardless of organization dress codes.Plan interview attire in advance. Be pre-pared with backup items (panty hose forwomen; shoes, socks, dress shirts, ties formen; jewelry for both), if necessary. Inorder to minimize the interviewer’s dis-tractions and encourage appropriate eyecontact, do not wear more than 10 acces-

Table 1. Questions for the Initial (Screening) Interview

1. What is the interview process and the turnaround time on the hiring decision? 2. Who will be participating in the interview, and what are their titles? 3. Is it a panel or one-on-one interview? 4. What kind of management or leadership style do you believe in? 5. Ask for directions or the exact address to map the directions to the interview’s

location.6. Reconfirm the date and time of the interview.7. Ask about the status of their current projects.Are they in study startup or closeout?8. What phase and/or therapeutic area are they in? 9. Does the organization use any specific software or systems?

Table 2. Typical Questions Asked by Interviewers

General Interview Questions ● Tell me about yourself and your work history/experience.● What goals do you have for your career? ● How would you describe your ideal job? ● What do you see yourself doing five years from now? ● What motivates you? ● Why should we hire you?

Experience/Position-Related Questions● How are you effective in your role now? ● Tell me about some of your recent goals and what you did to achieve them.● What do you like most and least about your current position? ● How do you determine priorities in scheduling your time? Give examples.● Tell me about a time you failed to meet a deadline.What things did you fail

to do? ● What did you learn? ● What is your experience with external entities, such as FDA, software vendors,

CROs, etc.?● What are your technical competencies?

Attributes-Related QuestionsThese types of questions address how you respond to situations in a short amountof time and assess your decision-making/judgment skills.They also attest to theextent of your business knowledge.

● How would you describe your abilities as a team player? ● Give me an example of a time you had to make an important decision. How

did you make the decision? How does it affect you today? ● How would you or past employers describe your personality? How would you

or past employers describe your work habits? How do you perform underpressure?

● Be prepared for hypothetical or behavioral questions where you will be askedto explain what you would do given a certain situation.

sories (jewelry, scarves, hair accessories,or ties). Be discreet with perfume andcologne. Take a notepad and pen, alongwith hard copies of your resume. How-ever, be mindful of carrying anything toobulky or distracting.

The Introduction

Proper attitude, positive body language,and confidence are key during an inter-view. Just before the interview, use what-ever techniques work best for you—suchas “pumping yourself up” in front of themirror or calling a friend for words ofconfidence—in order to better displaythese positive attributes.

Proper attitude, positive

body language, and

confidence are key during

an interview.

Be on time; in fact, arrive early. Fromthe moment you step onsite at an orga-nization, meet, greet, and take note ofeveryone you come in contact withduring the interview, so you can followup with the appropriate individualsafterwards. Take the initiative: Intro-duce yourself and extend your hand first.Give a smile and a firm handshake. Re-member that appropriate posture canalso display attentiveness and positiveself-image.

The Main Portion of the Interview

Give the interviewer the opportunity totalk and take the lead. Discuss yourskillset, experience, and background.Describe your capabilities and ability todo the job. Use examples of past work inorder to expand on points and issues. Asthe interviewer addresses issues thatrelate to your questions, ask them. Savethe rest of your questions for the timewhen the interviewer gives you theopportunity to ask more. In addition, ask

questions that engage the interviewer butalso answer more about them and theorganization:

● What brought you here? ● What excites you about the

organization? ● What keeps you here?

Be prepared to discuss your currentsalary and compensation expectations.However, do not bring up compensationwith the hiring manager, unless askedfirst. It is more appropriate to discussthis topic with the human resources rep-resentative. Be able to discuss your totalcompensation package (i.e., base, com-mission, bonus), and be honest with thisinformation when asked; it will poten-tially be verified later. Your salary expec-tations, researched prior to the interview,should match the position and itsresponsibilities. Websites such as www.salary.com and www.monster.com canprovide salary reports, cost-of-livingcomparisons, specific industry salaryaverages, and benefit costs. As youprogress through the interview process,be consistent and clear about your cur-rent salary and expectations.

The Conclusion

At this point in the interview, you shouldhave a strong opinion of whether thisposition and organization will be theright move for you. You should have anidea of whether the compensation rangeand corporate culture fit your goalsand/or family needs. With the face-to-face interview, you will have been able totest drive the commute and explore thesurrounding area. As you are introducedto different team members, you shouldbe assessing your compatibility withpotential managers, team members, andcolleagues.

If your assessment of the position andorganization is positive, make sure theinterviewer has asked all the questionsnecessary for him or her to feel confidentthat you are the right fit for the position.Ensure you have all your questionsanswered. Discuss the decision-makingprocess, such as the next steps, timeline

for a hiring decision, and when and withwhom it will be appropriate for you to follow up. Do not walk out of theinterview without a closing summary ofyour skills, experience, and desire for theposition.

A strong final step in the interviewprocess is a follow-up note to your inter-viewers. It should thank them for theirtime and consideration and express yourstrong interest in the position. State yourskills and experience as a final brief re-minder of why you are the right match.Follow up with your contact if you havenot heard from the organization withinthe timeframe discussed in the interview.

A writer’s objective when creating astory, article, or book is to capture andretain the audience throughout the en-tire piece of writing. The same objectiveis true during an interview—for theinterviewee as well as the interviewer.First impressions are important to helpset the tone for the rest of the interview.As an interviewee, being prepared forthat first impression is vital. It starts withresearch of the organization and posi-tion. Then it is followed through withdressing for success for a strong intro-duction with everyone you encounterduring the interview process.

During the interview, sell your skills,experience, and desire for the position.Ensure that the interviewer’s questionsare answered as well as your own. Con-clude the interview again with a strongimpression and follow-up with thankyou notes to the interviewers. Treat everyinterview with the same enthusiasm by using these steps from beginning toend. Take full advantage of every oppor-tunity a potential employer extends tostrengthen your interview skills until theright match is found.

Regan K. Wyatt, MBA, received a bachelors’ degreein chemistry from the University of North Car-olina, Chapel Hill, in 1996. She worked with anenvironmental company in Charleston, S.C., beforereturning to western North Carolina to obtain her master’s degree, graduating with her MBA in 2000 from Western Carolina University. Shestarted her career as a recruiter with ClinForce,LLC the same year. She currently oversees therecruiting team, and can be reached at rwyatt@clinforce.com.

26 ❘ MONITOR SEPTEMBER 2007