A short interview presentation needs one clear recommendation supported by a small amount of relevant evidence. Begin with the question you are answering, explain your assumptions and leave time for discussion. More slides do not automatically make a stronger case.

This guide uses a fictional campus help-desk example. It is an original practice case, not a real employer's task or a report of research findings.

Define the question before building slides

Suppose the prompt asks whether a help desk should extend one walk-in session. Clarify the goal: better access for students, not simply longer service hours. Identify the decision maker, constraints and evidence available.

If the prompt provides no usage data, state that limitation. You can propose what to measure or present conditional options. Do not invent survey results to make the recommendation look complete.

What is a useful short structure?

  1. The decision and intended user benefit.
  2. The evidence provided and its limitations.
  3. Two realistic options.
  4. Your recommendation and trade-off.
  5. A small test and the next decision point.

Adapt the structure to the invitation. If the employer specifies a format, follow it. Use slide count as a planning tool, not a universal rule.

How can the case stay honest?

Label assumptions separately from observations. “Assume staffing is available for one trial evening” is different from “staffing is available.” Explain how the recommendation would change if the assumption fails.

Illustrative recommendation: “I would propose a limited trial rather than a permanent extension. We do not yet have evidence of sustained walk-in demand. The trial should record attendance and the operational constraints before a longer commitment is considered.”

This is a sample reasoning pattern, not operational advice for an actual help desk. A real decision needs the responsible organization's evidence and approval.

What should each slide do?

Give it one main message. Use a chart only when data exists and the chart helps explain the decision. Label units, sources and assumptions. Do not use decorative numbers or a fabricated trend line.

Keep text readable at the expected screen size. Explain the implication aloud instead of reading every sentence. If a detail is essential but too dense, simplify it or move it to a backup reference.

How do you rehearse?

Practice the presentation with the actual time limit and equipment where possible. Check that the recommendation appears early enough for the audience to understand the direction. Leave room for questions if the format expects them.

Ask a listener to state the recommendation, strongest supporting reason and biggest uncertainty. If those are unclear, revise the argument before adjusting fonts and transitions.

Prepare for questions

Be ready to explain an alternative, a missing piece of evidence and the condition that would change your recommendation. Say when you do not know. Do not defend an unsupported claim just because it is already on a slide.

Finish with the next useful action, such as a small authorized test or a request for missing information. A good presentation makes a decision easier to assess; it does not hide uncertainty behind polished visuals.

References and next practice

careerservices.fas.harvard.edu — career · careers.umd.edu — preparation

Browse interview topics · Practise a question in Interview Challenge · How to Prepare for an Interview