A Duke Energy interview depends on the seat. The lineworker careers page sends you through an assessment, then an interview about your experience and the company's safety culture, plus a physical test. The customer care page publishes a timed assessment and a video interview. Engineering and early-career write-ups are often a short panel of “tell me about a time” questions, and some of those memories are years old. What stays steady is the shape of a useful answer. In a 2018 company article, Duke Energy recruiters told candidates to answer with the STAR method and not to announce the acronym. If STAR is new, start with our complete STAR method guide, then come back and put your own work into it.
The 2026 proxy says the core values focus on safety and operational excellence, integrity and respect, and service. Lineworker candidates on r/Lineman remember a safety stop, a crew conflict, a plan, teamwork, and, on one virtual interview, transformer and theory questions next to the stories. Customer care candidates describe situational questions, stress, and a coworker. Engineering co-op cards on Glassdoor remember an obstacle and a safety threat, and they say the room wanted STAR. Build a few stories around a step you stopped, a person you still had to work beside, and a customer who was already upset. Star Interview turns your own history into a Story Bank. You sign in, and the next step is checkout for the practice subscription if you do not have one yet.
Duke Energy is a Fortune 500 utility. The work is not one job. Glassdoor's Duke Energy interview index, in the public excerpt we read, lists customer service representative as the most searched role, then project manager, engineering co-op, intern, and engineer. Customer care specialist, apprentice lineman, IT associate, and finance associate sit on that same list. That is where people go looking. It is not a promise that your hour will look like the card above yours.
Field memories and office memories do not share a script. On r/Lineman, one person who had interviewed described character questions and STAR, and said there were no line-work questions. A later comment, on an April 2026 thread about a virtual interview, remembered a crew conflict and also transformer-bank and electrical-theory questions. Both can be true. They are different days. Customer care write-ups on Glassdoor call the conversation straightforward and situational, and one reviewer said duties came up that were not in the posting. Engineering co-op cards describe a hiring manager plus program managers, with virtual as an option, and a 30-minute conversation with two people after a career fair. An engineering technologist card remembers a panel of three and six HR questions in STAR. Older IT associate write-ups, from 2016 and 2018, describe a campus day with managers and almost no technical puzzles. Do not rehearse 2016 as if it were next Wednesday. Read the requisition with your name on it.
Levels.fyi's Duke Energy page, when we opened it, was a company profile with a box inviting people to contribute interview tips. It was not a set of behavioral questions, so this post leaves pay out. A search of Blind did not turn up a Duke Energy interview thread we could read, so nothing here is borrowed from one. Our guide for ops, utility, and grid interviews is the general version of a safety stop, an outage, and a handoff. This page is the Duke Energy version. A store, a bank, or a package route is a different floor. Our guides for UPS and Bank of America will not become a crew story if you only change the logo.
Duke Energy does not publish one interview script. The pages below are the hiring notes and the values we could read in October 2026, plus a 2018 article in which the company's own recruiters described the conversation. Candidate write-ups fill in the questions. When those disagree with the email in your inbox, believe the email. Postings come down. Read the one with your seat on it.
A phone screen, then the round the posting actually names
In the September 2018 illumination article “How to land a job in the energy industry,” recruiter Candice McPhatter and recruiting manager Katie Krantz described a path that is still the plainest account the company has published. Recruiters sometimes schedule a phone call, usually 15 or 20 minutes, about why you are looking and why this job. The article says a recruiter generally forwards three to five resumes for each opening, and the hiring manager decides who to meet. McPhatter said the next step may be an in-person interview, that you should bring a resume and be able to speak to it, and that you should come with three to five questions about the role. A question about development was the example she liked. A question about your first day off was the example she did not. Krantz said a second interview is often different people, and that your answers should stay consistent with the first conversation. She also gave an average time to fill, from posting to an accepted offer, of 54 days. That figure is from 2018. It is not a promise for your req. The lineworker and customer care pages now publish their own steps, and those pages win for those seats.
Lineworker: an assessment, a safety-culture interview, and a physical test
The lineworker careers page lists five steps. You apply online. Duties, locations, and training schedules vary by region, and the page says relocation assistance is not available for positions outside a normal commute. After you apply, you get the Virtual Assessment for Lineworkers. It includes a realistic job preview and checks problem solving, mechanical reasoning, and work approach. You have up to 72 hours once the link arrives. A passing grade stays valid. A miss means a 90-day wait before you try again. Selected candidates may then get an interview focused on experience, interest in the role, and alignment with Duke Energy’s safety culture, plus a Physical Abilities Test: working at heights, pole climbing, ladder use, and equipment installation. The offer is contingent on a background check and a drug screening. The page says Duke Energy maintains a drug-free workplace. A 2016 illumination article quotes Michael Lewis, then senior vice president and chief distribution officer: “Safety is really at the core of what we do,” and he said he looks for people who like being on a team, who take initiative, and who can grow, because the work is complicated and can be hazardous. That article also describes a journeyman qualification of tasks, a written test, and a supervisory panel. Treat the 2016 path as history. The careers page is the application you are in now. The climb is not a STAR answer. The story is what you do with a hazard before anyone asks you to climb.
Customer care: a timed assessment, then a video interview
The customer service careers page is written for Customer Care Specialist roles, the entry into the care centers. Those teams answer residential, commercial, and governmental customers. After you apply, an assessment link arrives by email. It measures aptitude, analytical thinking, and whether you can work inside the culture of Customer Care Operations. You have 72 hours before the link expires. Once you start, you have 24 hours, the test is timed, and you have to pass to continue. A bilingual posting adds a bilingual assessment. If you move forward, recruiting emails you to schedule a video interview. The offer still depends on a background check and a drug test. The page’s vision calls the team customer-focused people who want a valued relationship and a positive experience on every contact. The mission is to build genuine connections by listening, anticipating needs, and offering solutions. Glassdoor cards for this title call the interview easy and situational, and they tell you to read the posting. One reviewer said unpaid on-call time and sales expectations came up in the room and were not in the listing. If an interviewer names a duty the posting skipped, ask what the day includes. Do not invent a story for a job you have not understood yet.
Engineering, IT, and early career: a panel, your projects, and STAR
Glassdoor’s engineering co-op cards describe a few rounds: a hiring manager who sets it up, program managers who interview, and virtual as an option. One card remembers a 30-minute conversation with two people after a career fair, then an offer the next day, and the question “Describe a time in your life when you were faced with an obstacle.” An April 2017 card says they asked typical questions, wanted a STAR response, and asked about a challenge that posed a threat to employee safety and what you did. An engineering technologist card remembers six HR questions, a panel of three, STAR, and a five-week wait, and says follow-up questions were a sign the conversation was going well. Another technologist card remembers a call within a week of applying, personality and skills questions in STAR, and a redirect to a stronger-fit posting. IT associate write-ups from October 2016 and May 2018 describe a campus day: an overview, then about an hour with two managers, and almost no technical exam. One question from that era: a time you worked with a group and a teammate did not do the work. A later card says they asked you to explain technical work you had already done. The company interview page also has write-ups about deadlines, conflicting stakeholders, and an improvement you made without your supervisor, plus one opener where the cameras went off, the candidate had five minutes to think of something to teach, and five minutes to teach it. That icebreaker is one memory. It is not the standard first question. A freshman asking on r/EngineeringStudents what a Duke Energy internship would cover got general advice, not a first-hand script, so this post does not treat those replies as questions the company asked.
The assessment email is not the behavioral hour
On r/Grid_Ops, people who had applied described an assessment before the interview and did not agree on the name. One comment said Duke uses the SOPD II and that a practice test is enough. Another said the assessment is a psych or aptitude check you cannot study your way around. Another named the MASS or POSS and said the clock is short. The lineworker page, which we could read, names the Virtual Assessment for Lineworkers. The customer care page names its own timed assessment. Believe the link they sent you. Passing it gets you to the conversation. It does not answer the conversation. The same is true of the drug screening and the background check. Both career pages put those after an offer. Answer the forms with facts you can defend. Save the stories for the people in the room.
These are themes from the company's pages and from write-ups, not a packet Duke Energy hands every candidate. Where a person remembered a wording, it is one memory of one room. Links: the 2018 recruiter article, an r/Lineman interview thread, the April 2026 virtual-interview thread, Glassdoor engineering co-op, Glassdoor customer care, and Indeed's Duke Energy interview page.
A time you saw something unsafe, and what you did to stop it
A comment on the r/Lineman Duke Energy thread listed this first, in the commenter’s own spelling: name a time you witnessed something unsafe at the workplace and what you did to stop it. The same comment said the questions were character questions, about six or seven of them, and that you answer in STAR. The lineworker page’s interview is explicitly about alignment with the safety culture. The April 2017 engineering co-op card asks the office version of the same muscle: a challenge that posed a threat to employee safety, and what you did. Indeed’s company interview page, in the excerpt we could read, lists “What does safety mean to you” among commonly reported questions. That one is not a story until you attach a day. A definition of safety, with no pole, no lab, and no person you told, is a poster. The story names the hazard in ordinary words, the step you refused to finish, and who you told.
A person on the crew, and how you worked with them after
On the April 2026 r/Lineman thread, someone who had just interviewed said the question that stumped them was whether they had ever had a personal conflict with a person on the crew, how they handled it professionally, and how they proceeded with that person after the conflict. They were not ready, told a real incident, and felt the room accepted it. They added a reminder to keep safety and professionalism in the answer. The older IT associate question is the campus version: a teammate who did not do the work, and how you handled it. Glassdoor customer care cards remember a stressful situation and a prompt about a coworker. The useful order is what was said, what you did not say, and whether the work continued. A speech about being easy to work with does not name the person.
A plan, a diversity moment, and the teamwork question beside them
The same r/Lineman comment that named the unsafe-act question also remembered two more: Duke Energy is a diverse workplace, name a time you experienced diversity and what you learned, and a time you were tasked with formulating a plan and how it played out. Teamwork questions sat next to those. The commenter said there would be no questions about line work. Hold that next to the April 2026 memory, where the same company asked transformer-bank and electrical-theory questions in a virtual interview. If the seat already expects theory, have a true sentence about what you know and what you do not. The “no line-work questions” memory is one interview. It is not a promise for yours. Do not invent a diversity lesson. If you have a real moment where someone’s approach was different from yours and you changed how you worked, that is the story. If you do not, say so and offer a true teamwork moment instead of a slogan.
An upset customer, a stressful queue, and the posting you actually read
McPhatter’s example of a strong anecdote, in that 2018 article, is a situation with an angry customer that you calmed, with the customer retained. She was teaching the shape. She was not publishing a question bank. Customer care cards say the interview is typical situational questions, and they tell you to read the duties on the site. An Indeed tip from a senior bilingual customer care specialist in Lake Mary, Florida, shared on February 18, 2023, says to be ready for stress and a high call volume. The company’s own mission line is listening, anticipating a need, and offering a solution. The failure mode is a story where you promised a restore time, a credit, or a truck you did not have the authority to send, because the call would have been calmer. The story they can score is what the customer needed, the step that was yours, and the person you handed the rest to.
An obstacle, a stakeholder, and work you can explain without a puzzle
Co-op cards want an obstacle, and they want the result of what you did. The company interview page remembers deadlines, conflicting stakeholders, and a time you made an improvement without your supervisor. That last one is easy to turn into a story where you quietly changed a process and nobody who owned it ever heard. If the improvement touched safety, quality, or a customer, the action includes who you told. IT cards from the campus days say the hour was the resume plus behavior, or an invitation to explain technical work you had already done. A comment on the April 2026 line thread told people to paste the posting and a resume into a chatbot and memorize the STAR answers. The 2018 recruiters said the opposite habit: practice with a friend, and do not mention the acronym while you answer. A follow-up will ask what you personally did. A paragraph you did not live will not survive that.
If you are early in your career, a class project, a lab, a shift, or a volunteer crew counts when the actions are yours. The co-op cards are explicit that the room wanted the outcome, not a tour of the company. Our career-changer guide is the general version of using work you were actually on. One comment on the April 2026 thread used the words Stop, Think, Act, Review as if they were the STAR method. The recruiter article defines STAR as Situation, Task, Action, Result. Use that definition in the room. A safety habit can live inside the Action. It is not a substitute for the story.
Same four parts as any other behavioral interview. One incident. On a live screen, about two minutes, then stop so there is room for a follow-up. That 2018 article says to frame the answer with STAR and not to name the acronym. It says the interviewer wants the situation, the role you saw for yourself, the action you took, and the impact. The letters are in our complete STAR method guide. The in-the-room sequence is in how to answer behavioral questions with STAR. If a panel fires prompts back to back, our rapid-fire behavioral guide is the general version of keeping each one short. A physical abilities test, a transformer question, or a timed assessment is a different shape from the story.
Where and when, in two or three sentences.
Name the yard, the truck, the call, the lab, the outage, or the meeting. Say what was tight: a step that was not safe, a person you still had to work beside, a customer who was already angry, a date that was about to be said out loud. Skip the history of the utility.
What you were responsible for, in one sentence.
Separate your seat from the whole crew or the whole call center. The task is the hazard you could see, the conversation you were in, or the customer in front of you. “Safety is a core value” is a sentence they publish. It is not the task.
What you did, in order, in the first person.
Include the option you did not take. You did not finish the step, promise the truck, or let the conflict sit until it became someone else’s surprise. You did not edit the note so the miss disappeared. Those refusals are actions someone can score. If you brought a fact, say what the fact was.
What changed, in words you could defend.
The step stopped, the person still worked with you the next day, the customer heard a true next step, or the plan had an owner. If you have a count of minutes, calls, or days you can point to, that figure is [your number]. If you do not, leave the number out.
The 2026 proxy states the purpose in one line: power the lives of customers and the vitality of communities. Next to that, it says the core values focus on safety and operational excellence, integrity and respect, and service. The same page says employee imperatives sit beside those values and define how people are expected to behave. The graphic did not come through as a list we could quote, so this post does not invent names for it. The code of ethics says the code reflects those values, and that employees are expected to take personal responsibility for their behavior, because one failure of integrity can damage trust. The ethics page says honesty and integrity are at the core, that behaviors matter as well as results, and that the company is committed to doing the right things, big and small, every day. The careers page says the company prioritizes physical and psychological safety, encourages innovation, and wants a place where people feel they belong.
The three themes below are the ones the questions in this post actually touch. They are a prep map. They are not a claim that your interviewer will score a lineworker seat on a published rubric the way a campus panel might talk about stakeholders. Our post on building four strong STAR stories, not twenty is the general version of keeping the set small.
Safety and operational excellence, at the size of one job, is the hazard you can see. Lewis, in 2016, called safety the core of the work and said the job can be hazardous. The lineworker interview is about the safety culture. The co-op card asks about a threat to employee safety. The r/Lineman memory asks what you did to stop an unsafe act. The story names what you saw, in the words on the truck or in the lab, and the quiet finish you refused so the outage clock, or the demo, would look better.
Integrity and respect show up as the crew conflict, the teammate who did not finish, and the diversity question. The ethics page says behaviors matter as well as results. The April 2026 memory wanted the professional handling and what happened with that person afterward. A motto about inclusion does not name who was in the room. The story names what you said, the option you did not take, which is letting it sit, and whether you could still do the work together the next day.
Service, in the customer care mission, is listening, anticipating a need, and offering a solution. On a panel it shows up as the angry customer in McPhatter’s example, the stressful queue, the plan you were asked to make, and the stakeholder who wanted a date you could not honestly give. The story is the old promise you did not make, the step you actually took, and the person who owned the rest. “I love helping people” is a mood.
Belonging, which the careers page names, is easy to turn into a slogan about being nice. You do not need a fourth incident for it. Staying respectful while you tell a teammate the work is not safe, or making room for a classmate whose path into the project was different from yours, is already inside the second story. If they ask what you know about the company, the purpose line and the business area on your requisition are the part worth saying in their words, once, and then you get back to a moment of your own.
These are composite sketches. They are not a script, not a recommended invention, and not an account of a particular yard, care center, lab, or interview. They follow the reports above: a hazard you named, a person you still had to work beside, and a customer or a stakeholder who needed a true next step. Swap the setting and the outcome for something you did. Where a number would be tempting, the sketch leaves [your number].
Use this for a lineworker or field interview, and for an engineering or co-op screen that asks about a safety threat or an obstacle. The question sounds like the unsafe act, the safety culture, or a time the work almost moved while something was still wrong. Our utility and grid guide is the general version. Here the miss is a result you could already see.
The job is ready to move. A cover, a ground, a clearance, a test, or a setup does not match what you expected. Other people may be waiting on the outage window, the switching, or the demo. You can see the mismatch. You cannot yet see the whole cause.
Keep the hazard visible, and get it to the person whose job the next decision is.
You check it once more so you are describing a result, not a guess. You say what you see in ordinary words: the missing ground, the wrong step, the failed check, the thing in the work area that does not belong. You tell the person who owns the job before you describe a theory about whose fault it is. You do the piece that is yours: the stop, the note, the question. The option you reject is finishing the step so the window stays on time and nobody else sees the original miss.
The work paused with the right owner, and the old plan stopped. Say who that owner was. Do not invent an injury or an outage you never saw. If a count of minutes or open items was on a log you actually had, it is [your number].
Use this for the crew-conflict question, the teammate who did not finish, and a panel that asks how you handle someone whose approach is different from yours. Our conflict question guide covers a disagreement in general. This sketch is the Duke Energy version: you stay professional, you keep the safety or the work in the sentence, and you can say what happened with that person afterward.
You and one other person are on the same job, the same project, or the same shift. Their pace, their step, or their silence does not match what the work needs. The room may include someone more senior. The schedule wants the awkward conversation to wait.
Get the fact heard, and leave the relationship in a state where the work can continue.
You talk to the person about the work, not about their character. You say the step, the missing piece, or the hazard in words you would use if a supervisor were already listening. If you need a lead, you ask for a decision, and you do not save the complaint for the truck ride home. The option you reject is doing their work in silence so you can say you are a team player, or freezing them out for the rest of the week.
The step changed, or it did not, and you can say which. You can also say how you worked with that person the next day. If they kept the old approach, say what you documented so the next person was not surprised. A count of days or open items, if you kept one, is [your number]. “They eventually saw it my way” is a victory lap. The result is the work and the working relationship.
Use this for customer care, and for an engineering, analyst, or project conversation that asks about a stakeholder, a deadline, or a plan. The question sounds like a stressful call, an angry customer, or a date someone wanted that you could not honestly give. The failure mode is a story where the person felt better because you hid the miss.
A customer, a classmate playing the customer, or a stakeholder is already upset. The power is out, the bill does not match what they expected, or a date on a project will not hold. You can hear that a calm promise would end the conversation faster. You can also hear that the promise would be false.
Give them a true next step, and put the rest with the person who can actually move it.
You let them finish. You say back the part you can act on, in their words, so they know you heard the outage, the bill, or the date. You do the step that is yours: the note, the transfer, the question you ask a lead, the updated time you are allowed to say. The option you reject is a restore time, a credit, or a truck you were not the person to approve, offered because the call would have been shorter.
The customer, or the stakeholder, heard the truth from you, and the next action had an owner. If they were still unhappy, say that too. A retained customer is a fine result only if it is what actually happened. A count of minutes on the call, or days until the real update, if you kept one, is [your number]. Do not claim a perfect satisfaction score you cannot point to.
The same incident answers a service question if you lead with the customer, and a teamwork question if you lead with who you told. On a short video interview, lead with the result, then the moment, because you may only get one pass. The work does not change. The opening line does. A campus project uses the same shape: the lab result you did not round up, the teammate you told, the part of the demo you were willing to drop.
The public wording is not one sentence. A lineworker comment remembers an unsafe act. A co-op card remembers a threat to employee safety. A customer care card remembers a stressful situation. The shape those point at is: “Tell me about a time you noticed something that was not safe, or not true, and what you did with it.” Both versions below are shapes, not a transcript from a Duke Energy interview. Sketch 1 is the longer form of the stronger shape for a field or engineering seat. Sketch 3 is the longer form for a care center or a stakeholder.
“I always put safety first. Duke Energy powers communities, so I take the mission seriously and I never let the team down. If something looks a little off I just fix it myself so the lights stay on. I am calm under pressure, I love helping customers, and I am a culture fit. I would not slow a job down over a small mismatch.”
There is no yard, no call, and no person you told. “I always” answers a personality question. They asked for a time. Quoting the purpose without a moment of your own is still a motto. And fixing it quietly so the lights stay on fights the safety-culture interview the lineworker page describes, even when you meant it as helpful.
“On [your day], in [the yard, the truck, the call, the lab, or the meeting], I saw [the step, the ground, the bill, or the date] did not match [what we were about to do or tell someone]. I checked it once more so I was describing a result. I did not finish the step to keep the window, and I did not promise a truck or a time I could not stand behind. I told [the lead, the teammate, or the customer] what I saw, in ordinary words, and I did [the stop, the note, or the handoff] that was mine. The result was [the decision sat with the right seat, and the old plan stopped]. If a count of minutes or items was involved, the only figure I used was one I could point to, written here as [your number].”
Replace every bracket with your work. If you memorize this paragraph, you are reciting a sketch. The cards above are the same rule, stretched into STAR, for three themes people actually report or that Duke Energy prints on its career pages and in the proxy.
Short on purpose. A fuller week-by-week plan is in our behavioral interview preparation checklist. The incidents in it should still be yours.
Write three moments, matched to the seat
A step you did not quietly finish, a person you still had to work beside, and a customer or a stakeholder who needed a true next step. A lineworker screen may live in the first. A crew or a project panel may live in the second. Customer care may need the third. An early-career story can be any of the three if the work was actually yours, including a lab or a class project.
Label each story with the line you will lead with
Stopped the step, said it to the person who could hear it, gave a true next step. The same long story becomes a safety story or a service story depending on the first sentence. On a short video interview, the first sentence also has to carry the result.
Read the invite, and the assessment email, before you invent a process
Phone screen or video, one manager or a panel, a physical abilities test or a transformer question, VAL or the customer care assessment. The 2018 article says a phone screen is often 15 or 20 minutes and that a later round may be different people. The career pages now name the steps for lineworker and customer care. A comment on r/Grid_Ops and the people who replied did not agree on the assessment’s name. The link in your inbox wins. If you miss the assessment window, the story you rehearsed never gets heard.
Have a true sentence for “what does safety mean to you,” then the story
Indeed lists that prompt as something candidates report. Answer it with one plain sentence, then offer the day from Sketch 1. Do not stop at the sentence. And do not use a 2016 pay figure, a hiring target, or someone else’s storm as if it were your result. Lewis’s line about safety and teamwork is theirs. Your example has to be yours.
Keep a real diversity moment, or do not invent one
A lineworker comment remembered being asked for a time they experienced diversity and what they learned. The careers page talks about belonging. If you have a true moment, tell the change in how you worked. If you do not, say that and use the teamwork story. A rehearsed speech about a workplace you have not been in is the answer a follow-up will break.
Match the length to the round you are actually in
A live screen can take about two minutes and then a follow-up. McPhatter asked candidates to bring three to five questions about the role, and she said to practice with a friend. Record one answer out loud. You will hear a Situation that ran long, or a stretch of “we,” or the acronym said out loud. She asked you not to mention it. If the screen is only the hours, the commute, or a start date, you may only need twenty seconds. The lineworker page says relocation help is not offered outside a normal commute. Say the truth about the drive.
Strip any number you cannot point to
If it is not on a note, a log, or a clock you actually saw, it does not go in the story. [Your number] in these sketches means a figure from your work, or no figure. Leave pay, someone else’s outage, and a chatbot’s polished paragraph out of it. The technical half, when a line seat asks theory or a campus seat asks you to explain a project, is still your work. Answer it. Then come back to the incident, in order, with the result inside the answer.
The slow part is pulling a few real moments out of your own history and saying them often enough that the hazard, the person, and the customer still show up when you are nervous. Star Interview is built for that. You sign in, and the next step is checkout for the practice subscription if you do not have one yet.
A small Story Bank from your own experience
Upload your resume, pick Duke Energy, and your Story Bank comes back as Situation-Task-Action-Result answers built from your history. Edit them until they sound like the way you talk about a yard, a call, or a lab. Keep the set small. Replace any number the draft smoothed over with one you can point to, or take it out.
More than one seat when the requisition changes
A lineworker screen, a customer care video interview, and an engineering panel do not want the same lead. You can keep more than one Story Bank for the same employer and put the step you stopped first in one and the customer you told the truth to first in the other.
Company-specific coach audio
Podcast-style episodes walk through how behavioral rounds run at specific companies, with worked examples, so you can hear where a follow-up lands before you are in the room. Use Duke Energy if that is the company you are interviewing with.
Hear the probing, then ask it of yourself
A two-host conversation pulling an answer apart is a useful model for the questions these rounds actually ask: what you did, what you refused to smooth over, who you told, and how you worked with that person the next day. Run them on your own stories after you listen.
Practice between the shift and the video interview
A field week is already full, and a campus week is too. Audio turns the ride in into a rep, and you can pick up where you left off. McPhatter wanted questions of your own. Rehearse the stories, then rehearse two questions you actually want answered about the work.
Save your strongest STAR stories in one place, then practice with a coach for the company you're interviewing at.
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