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Human Resources Study Guide

Golden rule: Listen to the question; answer only the question; shut up!

Avoid one-word answers whenever possible.

Remember people's names - write them down when possible.

Send thank you notes - email within 24 hours of your interview or bring blank thank you cards with you and leave them with the person in charge before you leave.

Be on your best behavior at the hotel. Avoid smoking and drinking excessively within the hotel premises.

Some questions below show other possible ways to ask the same question.

Ice-Breaker / Opening questions:

Why this airline? This is your opportunity to show them what you know about their company.

Tell us about yourself (keep this to 3-4 minutes and work in how you are a perfect fit for their airline).

Why do you want to work for this airline?

Tell us something about you that we cannot find on your resume.

How did you prepare for this interview?

The following questions are in "Tell us about a time" format

Conflict Resolution:

You had a supervisor you did not get along with, and why.

You had a crew member you did not get along with, and why.

You had to make a difficult decision.

Your most stressful experience.

You had to intervene between two people having a conflict in flight.

A supervisor asked you to do something that was wrong or unethical.

You were counseled by a supervisor (both a positive story and a negative story).

You had to counsel someone.

You had a disagreement with a crew member.

Flying Experiences:

You had to use your skill to recover/land an aircraft.

You had a challenging flight, and how did you work through it?

Your pilot skills were tested.

You had a stressful situation in the cockpit.

You had an emergency that required your skills.

A very challenging experience.

Where something catastrophic would have happened if you hadn't been paying attention.

You had to land somewhere other than planned, and why?


You were understaffed at work and what you did about it to make sure safety was not compromised.

You talked to a co-worker about being unsafe.

You witnessed an unsafe event.

You enhanced a safety procedure.

You witnessed someone intentionally break a regulation.

Customer Service:

A customer who was excited when you dealt with them.

You effectively handled a customer complaint.

You were above and beyond for a customer.

You had to deviate from company policy to solve a customer complaint.

You took steps to make sure a customer was satisfied.

You wowed a customer.

Leadership and Teamwork:

You did something out of your job description (could also be customer service).

You had to work closely with others, and was it good or bad.

A co-worker came up with an idea and how you helped develop it.

You had to roll up your sleeves to get things done.

When CRM broke down.

A captain who had a positive influence on you and why (what makes a good CA).

What would you do if you felt a CA wasn't listening to you or your input?

Ethics, Culture and Environment:

A previous job you really liked or disliked and why.

You had to convince someone to do something that was in the best interest of the company.

Someone asked you to do something that was illegal.

You had the most fun at work.

A situation and decision you made that upon refleciton, you would have handled differently.

You broke company policy.

You disagreed with a company policy or a supervisor.

The Close:

Your most significant accomplishment.

What are you most proud of?

Three things your references would say about you.

Do you have any questions for us?

Anything else you would like to add?


If helpful, remember to FLYPASTABC

FLY - Designate aircraft control - Who's flying?

P ossible options - build a picture of the situation

A cquire data - use internal and external resources

S ummarize options - recap options, pros/cons

T ake recommendations - junior position first...

A nnounce the decision

B rief the gameplan

C heck the shared mental model (or check plan undstanding)


Shared mental model - communication is one of the most understated needs of a team. Effective communication escapes to many teams because they fail to establish a shared mental model. Shared mental models are a true matching image or concept of an idea shared by two or more people to the level that any team member could accurately implement or describe the image or concept.

Shared Mental Model

What's happening? Do I have an accurate picture of the situation?

What am I going to do? What procedures and sequence will I follow?

How will I do it?

Who does what?


Ask the following questions of yourself:

What happened during the flight?

What do you think about what happened?

What should we do differently next time?