Great interviews equal great offers! Review this section for a wealth of information on interview preparation, case interviews, phone & virtual interview, behavioral interview, common interview questions and what to do after an interview to seal the deal.

  • Research the organization and industry: Learn everything you can about the company, its culture, history, and current state. What is going on in the industry? How is the company situated in comparison to competition?
  • Research the job: Analyze the job description and other information on the position. How do your skills and experience make you the ideal candidate?
  • Research yourself: What are your skills, interests, and values? What do you need in a job to do your best? What are you happiest doing? What salary do you require? Be able to clearly explain what you want to do, how you meet an employer's needs, and why you are the best candidate for the specific position.
  • Plan responses to questions: See the list below and do further research online. How would you answer these questions? Meet with a career counselor for a mock interview.
  • Draft a list of possible questions you can ask: Avoid benefit and salary questions. Ask questions you really want to know the answers to that shed light on the job. Remember, you are interviewing them as well to ensure that you find the right fit for you. (See Questions To Ask An Interviewer for more information.)
  • Prepare your materials: Bring copies of your resume, references (in case you are asked), and a notepad (with your questions) and pen in a professional portfolio. You will also need directions to the interview, the phone number of the company (in case you are late for any reason), and the name of the person or people with whom you will meet.
  • Be ready with interview-appropriate clothes and a polished appearance.
  • Be on time: Arrive at least 10 minutes prior to the interview to collect yourself. You would be surprised how that will help rather than rushing in at the last minute. If you are at the company location, use the time to observe the environment. Is this a place where you would like to work?
  • Practice, practice, practice: Role play with a friend or make arrangements for a mock interview.
  • Mock Interview Guide: Want to conduct an actual practice interview without leaving your home? Log into CareerLink and follow this guide to record yourself conducting a mock interview with your webcam. You have access to pre-arranged interviews so you can practice speaking and checking out your mannerisms. Analyze your performance yourself, or send the video to your Career Coach for feedback! Click Here to Learn How!
The case interview is a unique and challenging process that enables the recruiter to assess the candidate’s analytical and creative skills. Typically, consulting and investment banking firms utilize the case interview at some point in the interview process, although more and more marketing and finance companies are adopting this strategy in their own recruitment efforts.
Preparing for the Interview
There is only one good way to prepare for a case interview, and that is PRACTICE! Use the resources available to you such as mock interviews, interview workshops organized by the FCC, and, most of all, your classmates. Get together with some of your friends interested in consulting and give each other cases. You may even want to tape your interviews on a camcorder so you can watch your body language and your reactions to the interviewer’s comments and questions. Practice cases are available at the Feld Career Center, but it is also easy to make up some of your own. Almost everyone can use a company they have worked for or maybe a company that a friend has worked for as the basis for a business case. Another great source of practice material is the Wall Street Journal. Just read an article about a company and use it as a case. You can simply make up some of the facts to fill in the picture. Several consulting firms organize case interviewing workshops on campus. You can attend these or watch the videotapes if they are available. When interviewing with a firm, try to keep in mind the type of work that they do. Most likely, the interview cases will reflect the particular company’s area of expertise. Talk to students or alumni who have interviewed with the firm before and ask what type of questions they were asked. Depending on your prior experience with case interviewing, we recommend the following steps:
No Prior Experience
Prior Experience
Helpful Resources: 
Estimation Cases:
In estimation cases you are asked to come up with an “educated guess” of some number, such as the classic, “How much does a Boeing 747 weigh?” While the questions may sometimes seem “off the wall,” estimation is an important skill to possess in consulting work. As a consultant, you will often have to make decisions based on incomplete or unavailable data, in which case it becomes important to generate reasonable estimates. In these types of exercises it is not important whether your assumptions are right or wrong, but to make sure that your estimates are at least reasonable based on common sense. For example, if one of the assumptions you make is about the U.S. population, do not say that you assume it is 10 million. Estimation problems are based on logical reasoning applied to a number of known data points (your assumptions) to arrive at the desired answer. Since your logic is what is tested, lay it out clearly for the interviewer. Before you start making assumptions, tell the interviewer what your logic is going to be to figure out the answer.
Mini Cases:
Mini cases are typically short and focus on a single problem. Often, the goal is to come to a solution rather than uncover the underlying causes of a problem. To solve these problems, it is recommended that you first define what the characteristics of the desired outcome would be. Then, brainstorm the ways that the company could deal with their problem; use this as an opportunity to be creative. Finally, tackle each idea in turn, drawing out the possible issues involved and setting them against the criteria for the desired outcome (i.e., to avoid high expenditures). After evaluating each of the ideas you have generated, choose a solution from among those that meet all of the desired criteria
Business Cases:
Business cases are generally longer than mini cases (20 to 30 minutes typically) and test your business skills in addition to your logical reasoning skills. Much of your core course work is applicable in these cases. Consulting firms rely heavily on general business knowledge and expect you to be able to integrate the concepts from your courses in analyzing a business situation. A case interview is typically an interactive process and most likely the interviewer will volunteer additional information as the interview progresses or when you ask questions. It is important to gather as much information as you need. The amount of information you receive up front can differ greatly depending on the style of the interviewer and the type of case you get. It may make sense to jot down some quick notes to help you remember the pertinent facts. Other interviewers start out with a simple two sentence summary and expect you to probe for more information by asking thoughtful questions. Remember, it is acceptable to ask questions. One of the most valuable skills of a successful consultant is the ability to ask the right questions. On the other hand, be careful not to spend too much time asking a lot of factual questions. It may become difficult for the interviewer to follow your logic and you may seem to be taking a shotgun approach to solving the problem. Keeping that in mind, always make sure that you think out loud so the interviewer understands how you are formulating your questions. The critical skill being evaluated in the business case interview is whether you can solve a business problem in a logical and coherent fashion. It is important not to ramble and jump from one hypothesis to the next, but rather to use a logical framework to attack the problem. Think logically about a good way to approach the problem. You can take some time on this. It is no problem to be silent for a moment while you consider your approach. This makes you look thoughtful and is much better than starting to ramble and run around in circles. Some examples of frameworks and possible problems to which they apply are given below: Income Statement: A simple income statement is often a very valuable framework to use. By analyzing profitability through its component factors such as revenues, cost of goods sold, and operating expenses, you can quickly pinpoint the direction in which to focus your analysis. Four Cs: To analyze a company’s strategy in terms of its chosen market position, you have to evaluate the different factors that will determine its success.
            • Customers
              • What do the customers want and need?
              • How will we satisfy those needs?
              • What is most important to them?
              • How much will they pay for it?
            • Competitors
              • What are your competitors doing?
              • What are their strengths and weaknesses?
              • How are they meeting the customers’ demands?
              • What is their cost structure?
            • Capacity
              • What is your company’s capacity in terms of financials?
              • organization?
              • production?
              • marketing?
              • What are your strengths and weaknesses?
            • Costs
              • What is your cost structure?
              • How is overhead applied?
SWOT Analysis:
  • Strengths: Used to analyze the capabilities of the company.
  • Opportunities: Used to evaluate the company’s environment.
  • Weaknesses: Used to analyze the capabilities of the company.
  • Threats: Used to evaluate the company’s environment.
Four P’s: Useful for marketing-related cases such as new product introductions, new market developments, and market share increases. Remember that the four P’s are the implementation of a strategy that first depends on the selection of a target customer segment and a product positioning: Product, Price, Place, Promotion. Seven S Framework: Useful in determining sources of competitive advantage for a company: Structure, Strategy, Skills, Staff, Style, Systems, Shared Values. Porter’s Five Forces Framework: Used to evaluate the attractiveness of an industry in terms of the ability to earn high returns: Barriers to Entry, Bargaining Power of Buyers, Bargaining Power of Suppliers, Availability of Substitute Products, and Level of Competition Among Firms.
Applying the Framework
When you have selected a framework to build your case on, you need to apply it. Lay out the framework for the interviewer and start analyzing it branch by branch. Listen carefully to any clues the interviewer may give you. When you go down the wrong path (or a different path from what the interviewer had in mind), you will often be redirected by comments from the interviewer. If you learn from the comments that the type of framework you have chosen does not fit the problem, do not be afraid to discard it and use another one. As in any interview, it is important to be yourself and be relaxed when analyzing the problem. When you get stuck, you can summarize what you have found out up to that point. That helps the interviewer trace your line of thought and buys you some time to think about where to go next. Always think out loud so the interviewer understands your train of thought and state your assumptions. When you need a piece of factual information to help you along with your analysis, ask. The interviewer will realize its relevance if he or she is able to follow your logic and should be willing to volunteer the information.
Remember to:
  • Gather information: Listen carefully and jot down notes as needed
  • Clarify anything you do not understand: Ask questions
  • Organize your analysis: Explain your thought process out loud so that the interviewer can understand the logic behind your reasoning
  • Address the problem: Do not hesitate to use diagrams or flow charts to structure your thoughts; continue to work out loud; make assumptions but explain your reasoning; refer back to the facts; use simple, clear language
  • Close the case: Summarize your analysis, be persuasive and clear, reach a conclusion or share possible solutions and next steps
Phone  Telephone interviews are becoming more frequently used for first-round screening interviews, and companies conduct these types of interviews primarily for cost reasons. By asking some key questions of candidates about their skills, career objectives and training, a company determines the value of bringing them in for a face-to-face interview. Your goal for a telephone interview is to get the in-person interview. If you are being interviewed on the phone, consider the following tips, in addition to reviewing general interviewing tips.
  • Prepare as you would for a regular interview, as the phone interview can make or break chances in the next steps of the process.
  • Make sure you are in a quiet place where you will not be interrupted and that you have good phone reception. Avoid smoking, chewing gum, eating or drinking.
  • Have your resume and cover letter for the position in front of you, as well as the information that you have collected about the company, your questions, and a pad of paper to jot down notes as needed.
  • The FCC has rooms with land lines available if you need to use them for your phone interviews. Keep in mind, availability may be limited due to employer visits and other events. Stop by the front desk to reserve a room.
  • Since the interviewer cannot see you and pick up messages from your body language, it becomes important for you to communicate verbal enthusiasm and interest in the position and the company.
  • Smile while you speak and stand up to gain more energy. It may also help if you dress up for the telephone interview, as you would for a personal interview, in order to help you feel confident and professional.
  • Enunciate. Speak a little slower than in a face-to-face interview.
  • Soon after the interview, take notes on what you discussed, in case you are called in for a subsequent, in-person interview.
  • At the end of the interview, thank your interviewer for his or her time and ask about next steps. Make sure you have the interviewer’s correct name and contact information.
  • Make sure to send a thank you note.
Virtual Interviews can also be done in a virtual setting via Skype, another webcam service, and avatars are also being used by some companies. Virtual interviews present their own unique challenges. In addition to the suggestions for phone interviews, strategies are provided below:
  • Where you look is important. You should look at the webcam not the computer screen. This increases your sense of presence and “eye contact” with the interviewer.
  • Make sure you have the employer’s contact username and that they have yours. Clarify the process of initial contact. Will you initially contact them or will they initially contact you?
  • Practice with a friend or family member to see how you come across via webcam, especially taking note of how your nonverbal communication appears on screen, eye contact, positioning of your seat in relation to the webcam, lighting, and sound quality.
  • Ideally, position the webcam at eye level or slightly higher.
  • Pay close attention to the background, which should look professional, clean, and simple.
  • Request a brief test run with the interviewer to troubleshoot any technical problems after you have done an initial test run with a friend or family member.
  • Dress professionally as for an in-person interview.
Behavioral questions ask the interviewee to provide examples and results of actions. For example, you might be asked, “Tell me about a time when you handled a difficult situation.” To best address these questions, develop strong examples prior to the interview that relate to the position description, and use the BAR method (as shown below) to structure your answers. It is also important to practice these responses in a mock interview and on your own prior to the interview.

B-A-R Method

Addressing behavior-based interview questions B=Background. Set up briefly the stage/context of the situation A=Action. What literally did you do? R=Result. What was the result of your actions?
Background Action Result
Last semester I was on a team with five classmate to work on a project. After the first few meetings, we realized one member frequently arrived to meetings late or not at all. I approached this team member directly to talk about expectations and missing meeting. I also asked if there was anything I could do to help him meet those commitments. The team member admitted lack of good time management skills. I offered to send hims day-of reminders and he was never late or missed another meeting again.
Behavioral question examples:
  • Tell me about a time when you handled a difficult decision.
  • Tell me about a time when you went above and beyond work expectations to get a job done well.
  • Please describe an example of a leadership experience.
  • For additional questions, visit http://www.quintcareers.com/sample_behavioral.html
First impressions often determine your success. Make the best possible first impression through your appearance, behavior, and timeliness. You have been asked for an interview because you possess the basic qualifications for the job, such as education and work experience. During the interview, employers will look observe candidates for qualities such as honesty, credibility, intelligence, competence, enthusiasm, spontaneity, friendliness, and likeability. You can communicate these messages through the following non-verbal behaviors:
  • A firm handshake.
  • Frequent eye contact.
  • Sitting up straight with a slight forward lean toward the interviewer.
  • Smiling.
Your goal should be to make your interviewer comfortable so present yourself in a straightforward, honest manner. If you do not know the answer to a question, do not try to fake it. Along the same lines, if you are unclear about a question, do not hesitate to ask for details. Ask to meet with other people in the organization, especially those with whom you would be working.
Close the Interview
Interviewers normally initiate the close by standing, shaking hands, and thanking you for coming to the interview. At this point it is proper to ask the interviewer about the selection plans:
  • Based on our meeting today, do you think I’m a good fit for the position? (This gives you a chance to address any issues or concerns they may have had that you weren’t able to address).
  • When do you anticipate making your final decision?
  • May I have your business card? (Getting a business card is important. You will need it to confirm the spelling of the interviewer’s name on your thank-you note and for the contact information for any follow-up calls.)
Before you leave ask what the next steps and timeline are and be sure to tell them you want the job.
The interview process can sometimes include an invitation to lunch or dinner with a recruiter or hiring manager. Do not be fooled — even though the situation may seem more relaxed than a formal interview, you are still being evaluated and it is best to be prepared. It is important to follow several rules of etiquette:
  • Be polite to everyone in the restaurant. Everything you do makes an impression.
  • Sit up straight and keep your elbows off the table.
  • Do not smoke, chew gum or answer your cell phone.
  • Do not make an issue out of your dietary restrictions.
  • Use your napkin sparingly. Place it on your lap when you sit down and lightly brush your lips when needed.
  • Consider the cost; follow the host’s lead or stick with a medium-cost dish.
  • Do not drink alcohol at the meal unless the host presses (and you are over 21), in which case do not have more than one drink.
  • Interpersonal skills are vital in this setting as in all others. Keep the conversation on business and other non-controversial topics.
  • The utensils are used from the outside (for salad) in (for the entrée).
  • Cut one piece of food at a time.
  • Close your mouth when chewing. Do not make noises or talk with your mouth full.
  • Break off one piece of bread at a time and butter it individually.
  • Do not dip your food into sauces or olive oil. Place some on your plate before using.
  • Stick to easy-to-eat foods such as chicken breast, vegetables or fish. Rice, spaghetti, and sauces can be difficult to maneuver.
  • Be mindful of how much you eat – not too much or too little. Follow your host’s lead in terms of pace.
  • Place all used utensils on a flat dish so that they do not touch the table.
  • Do not fight over the check. The host will pay.
 
Education
  • Why did you choose Boston University?
  • Why did you choose to major in business? To concentrate in _______________?
  • What is your grade point average?
  • What subjects do you enjoy the most? The least? Why?
  • What leadership positions have you held?
  • Have you done the best you could in school? If not, why?
Work Experience
  • What were your major achievements in each of your past jobs?
  • What functions did you/do you enjoy doing the most?
  • What did you/do you like about your boss? Dislike?
  • Which job did you enjoy the most? Why? Which job did you enjoy the least? Why?
Career Goals
  • Why do you want to join our organization?
  • Specifically, what attracts you to this industry?
  • Why do you think you are qualified for this position?
  • Why should we hire you?
  • What do you want to be doing five years from now?
  • If you were free to choose your job and employer where would you go?
  • What other types of jobs are you considering? Companies?
  • When will you be ready to begin work?
  • How do you feel about relocating, traveling, working overtime, and spending weekends in the office?
Personality and Other Concerns
  • Tell me about yourself.
  • What are you major weaknesses? Your major strengths?
  • What causes you to lose your temper?
  • What do you do in your spare time? Any hobbies?
  • What types of books do you read?
  • How well do you work under pressure? In meeting deadlines?
  • What kind of supervisor do you work best for? Provide examples.
  • What types of people do you prefer working with?
  • How ____________________(creative, analytical, tactful, etc.) are you?
  • If you could change your life, what would you do differently?
Technical and Professional Knowledge Questions relate to level of understanding and ability to apply it
  • Sometimes it’s easy to get in “over your head.” Describe a situation where you had to request help or assistance on a project or assignment.
  • Give an example of how you applied knowledge from previous coursework to a project in another class.
Teamwork Questions relate to ability to work with others—peers, other units, senior management—to accomplish organizational goals
  • Describe a situation where others you were working with on a project disagreed with your ideas. What did you do?
  • Describe a situation in which you found that your results were not up to your professor’s or supervisor’s expectations. What happened? What action did you take?
  • Tell of a time when you worked with a colleague who was not completing his or her share of the work. How did you handle the situation?
  • Describe a situation in which you had to arrive at a compromise or guide others to a compromise.
Analysis
  • What steps do you follow to study a problem before making a decision?
  • We can sometimes identify a small problem and fix it before it becomes a major problem. Give an example(s) of how you have done this.
  • Describe a situation in which you had to collect information by asking many questions of several people.
  • In a supervisory or group leader role, have you ever had to discipline or counsel an employee or group member? What was the nature of the discipline? What steps did you take? How did that make you feel? How did you prepare yourself?
  • Recall a time from your work experience when your manager or supervisor was unavailable and a problem arose. What was the nature of the problem? How did you handle the situation? How did that make you feel?
  • What was the most complex assignment you have had? What was your role?
Ability to Adapt Times of turmoil are finally good for something! Think of a recent work crisis you successfully navigated. Even if your navigation didn’t feel successful at the time, find a lesson or silver lining you took from the situation.
  • Tell me about a time you were under a lot of pressure. What was going on, and how did you get through it?
  • Describe a time when your team or company was undergoing some change. How did that impact you, and how did you adapt?
  • Tell me about the first job you’ve ever had. What did you do to learn the ropes?
  • Give me an example of a time when you had to think on your feet in order to delicately extricate yourself from a difficult or awkward situation.
  • Tell me about a time you failed. How did you deal with this situation?
Work Standards
  • Describe a time when you were not very satisfied or pleased with your performance. What did you do about it?
  • What are your standards of success in school? What have you done to meet those standards?
Initiative
  • Describe a project or idea that was implemented or carried out successfully primarily because of your efforts.
  • Describe a situation that required a number of things to be done at the same time. How did you handle it? What was the result?
Planning and Organizing
  • How do you determine priorities in scheduling your time? Give examples.
  • Describe a time in school when you had many projects or assignments due at the same time. What steps did you take to get them all done?
Communication Skills You probably won’t have any trouble thinking of a story for communication questions, since it’s not only part of most jobs; it’s part of everyday life. However, the thing to remember here is to also talk about your thought process or preparation.
  • Give me an example of a time when you were able to successfully persuade someone to see things your way at work.
  • Describe a time when you were the resident technical expert. What did you do to make sure everyone was able to understand you?
  • Tell me about a time when you had to rely on written communication to get your ideas across to your team.
  • Give me an example of a time when you had to explain something fairly complex to a frustrated client. How did you handle this delicate situation?
  • Tell me about a successful presentation you gave and why you think it was a hit.
Client-Facing Skills If the role you’re interviewing for works with clients, definitely be ready for one of these. Find an example of a time where you successfully represented your company or team and delivered exceptional customer service.
  • Describe a time when it was especially important to make a good impression on a client. How did you go about doing so?
  • Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation?
  • Tell me about a time when you made sure a customer was pleased with your service.
  • Describe a time when you had to interact with a difficult client. What was the situation, and how did you handle it?
  • When you’re working with a large number of customers, it’s tricky to deliver excellent service to them all. How do you go about prioritizing your customers’ needs?
Time Management Skills In other words, get ready to talk about a time you juggled multiple responsibilities, organized it all (perfectly), and completed everything before the deadline.
  • Tell me about a time you had to be very strategic in order to meet all your top priorities.
  • Describe a long-term project that you managed. How did you keep everything moving along in a timely manner?
  • Sometimes it’s just not possible to get everything on your to-do list done. Tell me about a time your responsibilities got a little overwhelming. What did you do?
  • Tell me about a time you set a goal for yourself. How did you go about ensuring that you would meet your objective?
  • Give me an example of a time you managed numerous responsibilities. How did you handle that?
Motivation and Values A lot of seemingly random interview questions are actually attempts to learn more about what motivates you. Your response would ideally address this directly even if the question wasn’t explicit about it.
  • Tell me about your proudest professional accomplishment.
  • Describe a time when you saw some problem and took the initiative to correct it rather than waiting for someone else to do it.
  • Tell me about a time when you worked under close supervision or extremely loose supervision. How did you handle that?
  • Give me an example of a time you were able to be creative with your work. What was exciting or difficult about it?
  • Tell me about a time you were dissatisfied in your work. What could have been done to make it better?
Sensitivity
  • Give an example of when you had to work with someone who was difficult to get along with. Why was this person difficult? How did you handle that person?
  • Describe a situation where you found yourself dealing with someone who didn’t like you. How did you handle it?
Prepare for Objections and Negatives The following are questions that interviewers may not pose, but do consider. It is important that you relay your interest in the position and the company with all of your answers so that these questions are answered in a positive manner, without needing to be verbalized.
  • Why should I hire you?
  • What do you really want?
  • What can you really do for me?
  • What are your weaknesses?
  • What problems will I have with you?
REFERENCES Potential employers may want to talk to people you have worked with or who know you well to verify information on your resume, find out what it is like to work with you and ask questions about your skills and personality. These are your references.  Offer references only if asked. Who and How to Ask
  • Three to five references are recommended.
  • Former supervisors or co-workers are the best professional references, but professors, coaches, friends or customers can also be valuable resources. Family members should not be listed as references.
  • Ask people in advance of your job search if they would be willing to be a reference for you and verify their contact information. If a potential reference appears hesitant, thank them politely and consider leaving them off of your final list.
  • Ensure that you request references only from those people who know you well enough to answer employer questions, and who are enthusiastic and encouraging of your career progress. References who work in the industry that you are trying to enter are ideal.
  • Provide your references with a copy of your resume and let them know of the specific types of jobs you will be applying for and the specific skills that should be emphasized.
  • Thank your references for their help before and after an employer contacts them.
  • Keep in touch with your references even after you get a job. Update them on your new position and accomplishments and they will be better able to help you again in the future.
How to Format Your Reference Sheet
  • List your references on a separate sheet of paper from your resume. The heading and paper used should be the same as that of your resume. Title the document “References” or “Reference List.”
  • Include each reference’s full name, title, company, address, phone number, email address and your relationship to the person on the list of references (unless specifically asked to leave something out by a reference).
  • If your reference is no longer at their old job, or their company doesn’t appear on your resume, indicate your relationship on the reference page (i.e., Former supervisor at XYZ Company).
  • Bring your reference list with you to every interview but do not give it to the employer unless it is requested.
Sample Reference List REFERENCES Connick Jackson, Jr. Director of Development South Beach Analysis 123 Huntington Road Boston, MA 02215 (617) 555-7890 cjackson@southbeach.com Relationship:  Internship supervisor Dr. Michael Oberoff Professor of Political Theory Boston University 595 Commonwealth Avenue Boston, MA 02215 msheen@bu.edu Relationship:  Worked with professor as TA RECOMMENDATIONS Recommendations, while not as common, are a written form of reference. Letters of recommendation describe your relationship to the author, their opinions about your work ethic, your strengths and potential.  The author sometimes includes a phone number if the reader would like additional information.  Letters of recommendations can be written by your references and should be dated within 6 months.
Send a thank-you letter within 24 hours of your meeting. This is a vital part of the interview process and one too often ignored by job seekers. Depending on the company culture, send either an email or a hand-written note, as long as you have clear handwriting. Thank-you notes should not be overly long; on an email letter the recipient should not have to scroll down to view the entire letter. Always focus on what YOU CAN DO FOR THEM. A separate thank-you note should be sent to each person with whom you interviewed at the company. Each note should be personalized to the person with whom you met at the company. In the note thank them for interviewing you and specify the particular position you interviewed for (often, recruiters are interviewing for many positions at once). Reference something specific about your conversation with the individual, which will cause the interviewer to recall your discussion and keep you in active consideration. If possible, highlight one of the accomplishments you discussed during the interview, or introduce a new one that builds on your interview discussion. This also helps to build rapport and your relationship with this individual. Remember that the thank-you note is often a sales letter in disguise. If you left out pertinent information during the interview, be sure to include it in the thank-you note. It gives you the opportunity to emphasize the match between your background and the employer’s interests. Be sure to follow up by phone according to the time frame you indicated in your interview or in your thank-you letter. The follow-up often determines who gets the job.   Sample Thank You Letter