After goodness knows how many applications, FINALLY, you have heard back from a company who wants to talk with you! There is hope after all! Welcome to what is often step one of the interview process: the phone screen.

Remember, each company may handle their interview process just a little differently. Regardless, some version of a phone screen is the starting point. A phone screen can be anywhere from the basic 30-minute voice-only call where they make sure you can speak coherently and understand what you applied for all the way up to a full-blown deep dive into your resume. Typically, you'll be speaking with a recruiter, not the hiring manager, at this point in the process.

​In this article, we'll talk about the more basic initial phone screen, how to prepare, and typical questions asked.

In many cases, a recruiter will reach out to you directly to schedule a phone screen through email. Many companies are using a scheduling program (like Calendly) so you can select a time that works for you. If this is the case, I would suggest taking a slot as soon as you can get in and comfortably complete the interview. For me, that would be the next day if possible. 

In other cases, you may receive a phone call from a recruiter that invites a callback. In these cases, they may be asking to schedule a phone interview with you, or they may just launch right into the phone screen while they have you on a call. Personally, I'll usually do my interview preparation before making that initial phone call back to the recruiter just in case they want to do it right then and there. 

Don't let the supposed informality of a phone call fool you. This is for reals an interview. You need to be ready to make a good impression. Here are the phone screen interview questions that you need to be ready to answer. Keep these in mind as you research the role, the company, and your interviewer. (We'll talk more about answering these questions well in a bit.)

​Here are the most common questions I have experienced on a phone screen:
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• Is this still a good time for us to talk?
• Tell me about yourself.
• Why are you looking for a new job?
• Why are you interested in this role?
• What do you know about our company?
• ​What is your desired salary?
• What questions do you have for me?

Given that you may have applied for many, many jobs since the one for which you are interviewing, it's important to refamiliarize yourself with this role. Make sure that when you speak to your interviewer, you are positioning yourself as a strong candidate who is able to do (and wants to do) this specific job.

• Review the job description. Remind yourself of what you applied for, the title, and what they indicated were the desired qualifications.
• Get out your Googles: Look up any acronyms you aren't sure of, and make sure you can speak to the skills they say they need. Be ready to speak in the terms they use in the job description and relate your experience to that particular job.
• Skim your resume. If you customize your resume for each role, it's good to reacquaint yourself with how you described your skills in this specific resume. This review will also help you use the points you included in your resume as a basis for the stories you'll tell to illustrate your skills. 

Now that you remember what the role is about, take time to learn more about the company. Remember, you're learning information to help you present yourself well, answer questions about the company and what they do, and even know about current initiatives and news about the organization. 
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• Check out the company on LinkedIn. Note the industry they are in, what their products and services are, their size, headquarters location, and their recent posts. If you haven't done so already, follow their company page.
• Visit the company’s website. Take a look at their mission, vision, and values. See what press releases are on their site and any awards they may have received. Look at their marketing materials. Review information on their leaders. Consider signing up for their newsletter. 
• View your interviewer's LinkedIn profile. Do this the day before or the day of your interview. Note the schools they attended, where they currently live, their work history, and any posts they may have made, and any LinkedIn connections you share. This is a great way to find out what you and your interviewer might have in common so you can have a more robust conversation. Consider following your interviewer on LinkedIn. 
• Reach out to connections. If you know anyone who is a current or recent employee, reach out and ask about their first-hand experience.  

Now, back to those questions and strategies for answering each one.

Is this still a good time for us to talk?
         
          Ideally, the answer is yes. This is a courtesy question recruiters often ask. 

Tell me about yourself.

This is your opportunity to tell the recruiter a quick summary of your professional history and the unique knowledge, skills, and attitudes you bring to this role.

• Bad answer: Not much to tell.
• Another bad answer: My name is Julie. I'm 42 years old, happily married, have 4-year-old twins, love riding horses, and volunteer weekly at my synagogue.
  (Note: Julie's life is in no way bad. Julie's answer is bad because it does not focus on professional skills, the ability to do the job, and why the employer should hire her. Taking this approach misses a HUGE opportunity to set the tone for the interview and put your best foot forward. Instead, Julie shares a whole bunch of information that is not directly applicable to her ability to do the job--much of which an employer cannot legally ask her about due to laws regarding possible discrimination.)
• Good answer: I'm Julie, and I have ten years of experience in social media specialist roles with small community organizations. I'm excited about this role because I can use my knowledge of content marketing and event promotion with a larger company that does larger conferences and road shows. I'm looking forward to finding out how my skill set could help me make a strong contribution in this senior media specialist role.

Why are you looking for a new job?

Companies are interested in why you want to make a change. They might also be leery if they perceive that you have made many changes within a short time. They may be wondering if how they are promoting the position is working. They may just want to see if you trash your previous/current employer or are respectful. Again, be truthful, stay positive, and keep it short.

• Bad answer: My last company was a financial nightmare and I got fired.
• Another bad answer: My current job is stupid and I hate my boss. ​
• Good answer: I'm looking for a role with additional growth opportunities.
• Another good answer: My former co-worker, Alexander Nevermind is currently a Super Important Person at Super Cool Company, and thought I would be a good fit for this role.
• Yet another good answer: My previous position ended, so I'm looking for a new challenge.

Why are you interested in this role?

Companies often want to make sure you actually want the available position, not just any old job. Speaking about why you want to work in this particular role is a way to show you are being intentional about your next career move. This question also allows you to talk about who you are, what you know about the role, and the skills you bring.

• Bad answer: Which job is this again?
• Another bad answer: I need a job. You have an opening. Isn't that enough?
• Yet another bad answer: My current job is stupid and I hate my boss. ​
• Good answer: My recent work experience is as a marketing coordinator with a large pharmaceutical company. I have extensive experience creating and executing marketing campaigns aligned with product launches. I'm interested in this role because it involves those duties and additional areas where I have expertise. I am excited to grow in this new role. 
• Another good answer: My work experience is as a technical project manager. Joey Coco is a former coworker of mine, and he suggested I apply because it aligns with the work I enjoy. Joey also can't say enough good things about your company.  

What do you know about our company?

Each company has its own personality. This question shows that you, as a job candidate, are a good fit for the organization and that you've taken the time to learn a little more. 

• Bad answer: Which job is this again?
• Another bad answer: Not a thing.
• Good answer: XYZ Loans is a mortgage company focusing on VA and FHA loans. I see you recently rolled out a new veteran appreciation program and hired a new VP of Veteran Relations and that you just received an award for your charity work with DAV.
• Another good answer: I know ABC Manufacturing just acquired CBA Manufacturing. This makes you the second-largest company making and selling plastic cups in the Midwest. I also know that my friend and former coworker, Jamie Starr, really enjoys being a part of the Women in Manufacturing group you started three years ago.

What is your desired salary?

While having salary ranges in job descriptions is becoming more common, it is not included in all job descriptions. Often, this question comes up very early in the process. You need to have a sense of your desired range and what is a typical range for the type of role for which you are interviewing. 

• Bad answer: I have no idea.
• Good answer: What is the salary range for this position? (and following that up with a conversation about where your desired range fits in with that range.)
• Another good answer: My general salary range is [low end of your range] to [high end of your range]. I'd like to revisit this topic as I learn more about the position, including bonus and benefits. 

What questions do you have for me?

This is your opportunity to ask questions. Given that you have a job description and not much else about this role at this point, take time to think about questions to ask. There are also countless lists online of possible questions you could review. Google them and see which ones seem right for you. Remember, too, that some of these questions might be more appropriate for the hiring manager than the recruiter. (If you continue in the hiring process, you'll meet with the hiring manager soon.)

• Bad answer: Nope.
• Good answers: 
  • ​Is this a new position? Or a replacement role?
  • What does success look like for this role?
  • What are the first projects this role would tackle?
  • What are the next steps in the hiring process?
  • When can I expect to hear back from you?
  • What is your performance review process like? 

What questions do you prepare for when getting ready for a phone screen? Include your thoughts in the comments. 

Businesses are always changing. They constantly update their strategy to stay viable long-term. Changing staffing levels is one way they evolve to meet those needs.

There are a few factors to be aware of that could indicate that changes to your company, and even your role in particular, might be coming. It's also important to note that the presence of one or more of these changes does not mean that all is lost. Use these indicators as one piece of data as you think about the possible future of your job with your current employer. 

On the positive side, changes may be good--like an opportunity for a promotion or taking on different responsibilities. Alternatively, it could mean that some jobs may be eliminated or changed significantly, which could result in positions being eliminated, layoffs, or even a company-wide reduction in force (RIF). 
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Here are a few signs to look for that may indicate that bigger changes might be coming to your organization. 

From the dot.com bubble to the 9/11 attacks to the subprime mortgage crisis to pandemic fallout and beyond, economic conditions impact the viability of individual businesses.

During the pandemic, we saw some businesses boom (like video conferencing) while others struggled (like hospitality). Consequently, for organizations that were floundering, job eliminations followed. In 2022, mortgage rates rose, causing mortgage companies to streamline their operations.

​Now, as businesses shift gears post-pandemic, additional workforce changes may be on the horizon. This strategy may help companies realign their staffing levels to meet business needs in a cost-effective way to respond to new economic realities. 

Not all companies are successful--even in a strong economy. Companies might miss their sales targets for a quarter (or longer) or start to lose market share to a competitor. It could be a result of a news story breaking that causes consumers to go elsewhere. Whatever the cause of financial troubles, companies need to adapt to survive.

To adjust, they may start with small cost-cutting measures, like having fewer snacks in the breakroom or downsizing employee events. On a larger level, there may be hiring freezes, open positions going on indefinite hold, no raises, or skipping performance bonuses. There could even be temporary pay cuts or elimination of some benefits (like employer contributions to a retirement plan). 
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Since salaries are one of the biggest line items companies have, eliminating staff is one way to address financial troubles that show a significant, more immediate impact on the bottom line.

Whether a CEO or a frontline manager, leadership changes can impact an employee’s future. When a president is replaced, a VP of a critical department moves on, or a manager leaves due to personal reasons, new people fill those positions. When key staffing changes happen, it is unwise to assume your role and responsibilities are not up for discussion.

Turns out, leadership changes beyond an organization can also make a difference. New political leaders with new policies can also impact government jobs or even whole professions. Recent presidential executive orders have prompted significant changes to Diversity, Equity, and Inclusion (DEI) programs and chages, or even eliminations, of those types of roles. New political leaders may also promote policies or initiatives that impact the future of government jobs, too. 

Within an organization, new leaders typically review the current state, assess staffing levels, revisit company goals, and make changes. This may include them bringing in their own people, restructuring departments, halting unsuccessful projects, or starting new initiatives. In some cases, they may bring in one or more consultants to make recommendations—including the jobs that will continue, their scope, and who will do them. ​ 

In addition, sometimes if sweeping changes are on the horizon, company leaders start to leave for new opportunities. At one point, I worked for a very large organization with approximately seven layers of management above my individual contributor position. Before I was laid off, six of the seven people working in those positions left.  Sometimes leaders leaving is not the cause of the changes, but an indicator that organization-wide changes are taking shape. 

Companies are always adapting to stay viable. Sometimes, that means a change in company ownership. Possibilities include mergers, being acquired by another organization, acquiring another business, spinning off from a larger company into a separate entity, or changing how the organization is funded (like moving from venture capital to private equity). When ownership changes, so does the organization. 

In the event of a merger, duplicate teams will combine, and some positions may be consolidated or eliminated. A company culture with very structured documented processes may be replaced by a move-fast-and-break-things startup mindset. New company values or objectives may mean that a department once considered indispensable might now be seen as costly overhead. When a new company takes a closer look at finances, they may be ready to take more immediate action on teams that seem like they are a cash drain.
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Regardless of the circumstances, one thing is sure. The organizations in question will determine changes that need to be made and move forward to strengthen the company—which may or may not include a job for you.

Occasionally, companies revisit their goals and decide to switch directions. For example, a call center might start expecting all agents to be able to answer all call types, then shift to having specialized teams, and then decide later to outsource or eliminate a service altogether. The work that may have been completed by two teams may now be the responsibility of one brand-new department. This may also bring in new leaders with new ideas on how to organize work optimally.
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Shifts take place to minimize costs or capitalize on a potentially lucrative market. Recently, companies have made staffing changes to focus more resources on AI. Unfortunately, this also means that the job you have that was once considered essential may be deemed out of scope.

On an individual level, changes to your job (especially if it becomes less challenging) may be a hint about the future of your role. If, at one point, you led projects, and now you are left out of crucial meetings, take notice. See if this is an isolated incident or a pattern.
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This may also be a downstream effect from changes elsewhere in the organization. For example, a new manager may observe you doing your (now less challenging) job and see a misalignment between the value you bring and the salary you receive. Whether this is due to a new boss who isn’t your biggest fan or one who has a former colleague they want to bring in to replace you, it’s important to pay attention. Changes in responsibilities may put you in jeopardy as the organization evolves.

Depending on company culture, the amount of voluntary and involuntary turnover varies.  While some companies have employees who have been there well over a decade, others may have the bulk of their staff there for less than a year.
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A larger, more established company has a better chance of longevity, while a tech startup may have more people regularly coming and going. Some companies may quickly decide if an employee is an organizational fit and take action to move them out of the company more quickly. Others will have a structured (and often lengthy) procedure for attempting to correct performance before terminating. An organization’s mission, values, and day-to-day practices will influence your onboarding to a company and when and how quickly you might be offboarded if it's not working out. 

The most blatant indicator that you may lose your job is that the company has already done some layoffs. I used to think that if I was still employed after a layoff, my role was safe. Unfortunately, that is not always the case.  

At one of my jobs, the organization did several rounds of "quiet layoffs." The company never formally acknowledged job eliminations. Instead, I would notice that someone would be listed as "offline" in our office chat application, then later see a LinkedIn post from them saying they were looking for new opportunities. In that role, I had this experience of someone being gone about once a month for a few months. When the company released a new organizational chart, and I was on it, I thought I was safe--especially since at least a couple of people had been eliminated a couple of weeks prior. Shortly after, my position ended as well. 

Sometimes, a layoff is inevitably caused by a series of events. For example, it may start as an economic downturn, followed by the company’s financial issues, then a leadership change, a resulting reorganization, and end with the company being sold. ​There could be layoffs at any point in this process, and it could also happen more than once.