Careers

Don't underestimate the 'Top 6' questions

The ordeal of locking up a flying job is one of the most angst-producing experiences a pilot candidate will endure. First, there is elation that some employer might actually be interested in hiring you. What follows is a period of anxiety leading up to the interview. "How do I dress? What do I say? What is the competition like? What if I blow it?" Then, there are those mysterious questions to ponder--the answers to which can either make or break a candidate.

For pilots attempting to secure that coveted front seat, they can expect flying-specific questions like these extracted from an interview at a regional airline:

• How did you prepare for a first officer position?
• What made you want to fly for a living?
• How do you rate your pilot skills from 1 to 10?
• What is the job of a flight attendant?
• What is the job of a first officer?
• What is an area you could improve upon as a pilot?
• What do you like best about flight instructing?
• What do you like least about flight instructing?
• Tell me about the hydraulic system on a Seminole.
• How about the electrical system?
• What is V₁? Give me an example.
• What happens to V1 when the runway is contaminated?
• Explain MEA.
• What does an asterisk next to the tower frequency mean on the chart?
• How does pilot-controlled lighting work?
• What would you do if the captain descended below DH?
• Have you ever failed a checkride? Why?
• Do you have any traffic or FAR violations?

These are the easy questions. You'll generally get through the "technical" portion of the interview if you master the relevant federal aviation regulations, the Aeronautical Information Manual, and the pilot's operating handbook, and have a little common sense. But, what about those oddball questions that are designed to probe deep into the psyche? Let's look at what many human resource folks consider the top six interview questions, whether applying for a regional jet pilot job or a top management position.

Why do you want to work here? The interviewer has a simple objective in advancing this question: Have you done your homework? Let that person sitting across the table know that you are not going to work for just anybody. You have thought carefully about where you intend to hang your career for the foreseeable future. For example: "I have reviewed your Web site and talked with some of my friends who are working here. First, yours is a growth company. Your airline has expanded its employee ranks by 10 percent per year for the past three years. Based on a report in USA Today, your company has experienced a 47-percent profit in 2005. You have options on 30 Embraer/170 aircraft extending into 2008. I like what your CEO stipulates in the mission statement, that this company was founded on and continues to respect traditional family values. My three colleagues flying the line have nothing but great things to say. All things considered, this is the company that I have been looking for where my background, experience, and skills can be used to their fullest."

What are your greatest strengths? Avoid answers that are trite. Saying, "I am a good worker" is meaningless, since everyone thinks of themselves as good workers. Some experts suggest first assessing your skills along the lines of three categories which then lead to strength identification.

• Knowledge-based skills: These are skills honed through education and experience. "My two years of training at Jackson Community College in Michigan and two years of flight instruction have prepared me well for this position."
• Transferable skills: These are those skills taken from one job to another no matter what the career path. "In my role as a flight instructor, I have developed communication and people skills because of the very nature of flight training. I have been successful at analyzing problems such as performance issues with my students. I have maintained a 100 percent FAA test pass rate as a result."
• Personal traits: These are unique qualities. "My past employers have rated me as dependable, friendly, enthusiastic, and a team player as these letters of recommendation will show."

What are your greatest weaknesses? This is one of the most-feared questions. Nobody wants to confess to having weaknesses, but we all do. The best advice is to stay away from personal characteristics and focus more on professional traits. "I have to say that I am more of a 'big picture' person and sometimes I miss small details" is a case in point. You certainly want to avoid any personal issues such as "I tend to fall asleep on the job."

What are your long-term goals? "Well, I want to hang out here for a couple of years and then fly for Federal Express." Oops! This is one of the trickiest questions in the interview, because most employers are looking for workers who will be around for the long haul. The first challenge is to think about what you really want, and then set goals. Goals can be either long term or short term; it may be easier to accentuate the short-term goals in a reply. A good response might go something like this. "I find that the best way to achieve my long-range goals is to set short-term goals first. My first short-term goal is to earn a first officer position with your company, one that is progressive and stable. Within three years, I want to be in a position to earn captain's stripes. But, in the long term, say, five years or so, I would like to play a more integral part in the company's success as, perhaps, a check airman or other responsible role." In other words, center your reply on the employer.

Most aviation jobs are, indeed, steppingstones to something on a grander scale. The newly certificated commercial pilot covets the flight instruction position. The CFI hopes for the regional airline or corporate job flying regional jets or Cessna Citations. Then, if the job gods are friendly, somewhere between five to nine years down the road, the career climber will reach the pinnacle in a Gulfstream V or a Boeing.

Aviation employers are pretty savvy about the realities of the career path and might even expect that the new hire might be "looking" after awhile. But, in the interview, the wise applicant will avoid discussing the hereafter if at all possible. If pinned down with a specific question such as, "Do you intend to move on to Southwest after a few years with us?" a reasonable reply might be this: "The industry has certainly changed, and I firmly believe it is possible to develop a solid, long-term career right here and, candidly, I am open to that. Challenge, recognition, and stability are very important to me, and I believe that this company can give me all of this and more."

Why did you leave (or are leaving) your job? Honesty is the best policy. Hopefully, the cause of a departure is understandable. If the company went out of business or you were the victim of downsizing, the interviewer can empathize with the situation. But, what if you were fired? The best strategy is to take the shot and address it. Do not place the blame on the boss, even though that guy was an idiot. "I have to admit that I made some mistakes, but I have learned greatly by them and, as such, have developed a better understanding of my shortcomings and have overcome them." Several recommendations from other sources such as church, school, friends in the company, and other past employers may take the sting out of the matter. A positive demeanor and sincere answers to other questions could save the day.

Why should we hire you? "Because I am a great stick and need the cash!" is not the way to respond. Actually, this question provides you with a golden opportunity to sell. But recognize the real intent of the query: What can you do for the company? If possible, review the job description in detail and make a list of the stated requirements. Then, perform a self-assessment. Think of two or three key attributes that target those job requisites. Develop a two-minute sales pitch. Without a doubt, the interview is a sales exercise and the interviewee is both salesman and product.

There are two crucial elements to remember. First, let the prospective employer know that you have been listening and you are the solution to the problems. Second, ask for the job! This latter point cannot be over-emphasized. Many applicants have been passed over simply because they did not show any desire for the work.

We're not guaranteeing that these suggestions will help you get the job in all situations. The key to success is preparation. The best resource is the people who have survived the process. Buy them lunch. Pick their brains. Get the scoop. Then, surf the Web and glean the gouge. You may find that it's the little things that can make the difference. Smile! Be enthusiastic and be courteous.

But, there is one more bit of insight to any interview process, and that is the real bottom line: Do they like you? If they do, chances are you will do just fine surviving the inquisition.

Wayne Phillips is an airline transport pilot with a Boeing 737 type rating. He is a B-737 instructor and operates the Airline Training Orientation Program in association with Continental Airlines. He is an aviation safety consultant in Michigan and speaker for the AOPA Air Safety Foundation.