An informational interview is a short conversation with someone who knows a career field or type of work you are exploring. Its purpose is to learn how the work operates, not to persuade a person to hire you. CareerOneStop and UC Berkeley distinguish this conversation from an employment interview. This guide gives you an outreach message, a question-selection method and a simple evidence log for deciding what to investigate next. The names and sample messages below are hypothetical; they do not describe actual contacts or job openings.
Choose one decision before requesting a conversation
Define what you need to know before looking for a person to contact. For example, “Do operations coordinators spend most of the day solving schedule problems or preparing reports?” is more useful than “Tell me everything about your job.” Write your current assumption, two possible answers and the action you would take under each. This turns a courtesy conversation into career research. UC Berkeley describes informational interviewing as a way to learn the day-to-day reality of a position, the organization and the range of pathways into the field. If the conversation cannot change your next action, sharpen the question before sending any invitation.
Hypothetical decision: Maya is considering customer-support operations. She assumes the role mainly involves team scheduling. The questions “What problems take the most time?” and “Which tools are used to hand off unresolved cases?” would test that assumption. If reporting work dominates, Maya will try a small spreadsheet exercise. If direct customer contact dominates, Maya will compare roles with a more analytical emphasis. She is not asking a stranger to evaluate her worth as a candidate; she is collecting enough context to choose a realistic experiment. Keep personal information and confidential employer details out of the discussion.
Find an appropriate contact and write a modest request
Start with a willing former colleague, alumni connection, professional association or a contact introduced by somebody you know. Read the person’s public career description so your question is relevant. A shared affiliation can explain why you reached out, but do not claim a relationship that does not exist. CareerOneStop suggests a brief request and a clearly limited conversation. Berkeley includes examples of invitations for approximately 20 to 30 minutes. The recipient may decline, not respond or suggest a different resource. One considerate follow-up is reasonable when appropriate; repeated pressure is not networking.
Hypothetical request: “Subject: Brief question about operations support. Hello Jordan, I am exploring operations-support roles and noticed your publicly described experience coordinating service teams. Would you be open to a 20-minute conversation about the work and the skills you use most? I am researching the field, not asking about a vacancy. I can accommodate your schedule. Thank you, Maya.” Keep the message short enough to read on a phone. Remove details that sound copied from a mass email, ask permission before introducing a third person and do not attach a resume unless the other person requests one.
Select questions that produce concrete examples
Use a small question bank rather than reading twenty prompts. Begin with the actual work: “What does a typical week involve?” Then explore judgment: “Which decisions are hardest when several tasks compete?” Ask about entry requirements: “Which skills can a newcomer demonstrate through an appropriate project?” Finally test assumptions: “Which part of this field is most unlike what newcomers expect?” UC Berkeley’s career center supplies examples covering responsibilities, career preparation, challenges, learning and related fields. Questions about an individual’s private pay, clients or sensitive internal decisions are unnecessary; ask instead about publicly available salary data or general role conditions.
Bring four priority questions and two optional ones. A contact might spend half the time on an unexpected but important point; that is not a failure to follow your plan. Ask for clarification with “Could you give a general example?” when a term is unfamiliar. Do not turn someone’s answer into a statistic about all employers. If an individual says a qualification is always required, note that it is their experience, then verify against multiple legitimate role descriptions or official professional requirements. The objective is informed judgment, not treating one perspective as a promise or a rule. To go further, our job fair tips shows how to plan employer conversations and follow-up.
Conduct the conversation without turning it into an audition
At the scheduled time, thank the contact and give one sentence of context: “I am comparing two fields and want to learn which activities this role involves.” Invite them to speak, listen without interrupting and ask permission before taking detailed notes or recording. Do not record secretly. Respect the agreed length, including when the conversation is interesting. CareerOneStop recommends ending with an agreed follow-up action; Berkeley advises that a resume should not be pushed immediately because the meeting is not a job interview. Do not request referrals as if the other person owes you access to their network.
Hypothetical close: “I heard that case handoffs are more important than I expected. I’ll compare two public role descriptions and try a sample handoff tracker using invented data. Is there a professional association you would suggest I read?” This acknowledges the person’s insight while keeping responsibility for your career choice with you. If they volunteer another contact, ask whether you may mention their name; never assume an introduction is authorized. A useful informational interview can end with no referral, no job lead and a much better understanding of work you should—or should not—pursue.
| Contact insight | Independent check | Next action |
|---|---|---|
| Handoffs matter | Compare public role descriptions | Try a synthetic tracker |
| Spreadsheets used often | Review relevant learning outline | Complete a sample worksheet |
| Schedules differ by team | Ask employer about working hours later | Keep hours as a decision constraint |
| Certification might help | Check role requirements from several employers | Do not buy a course yet |
Use an evidence log to distinguish advice from verified facts
Right after the conversation, make three columns: “What I heard,” “How I can check it” and “What I will do.” Enter the person’s descriptions in the first column, a public source or practical trial in the second, and a specific action in the third. Add an uncertainty mark where the answer might be company-specific. This prevents an anecdote from becoming an unsupported job-search rule. Keep private contact details secure and do not publish the conversation as an interview or a testimonial. Your notes belong to your research process, not a claim that the contact endorses JobAsk.
Example log: “Handoffs consume time” → review several legitimate job descriptions and practice writing a synthetic handoff → draft a one-page sample by Friday. “Spreadsheet skill matters” → compare published training resources → complete one relevant worksheet. “Hours vary by team” → examine public schedules and ask employers later → add schedule flexibility to selection criteria. An unverified comment remains an open question, not a fact. This table is the distinctive tool in this guide; the broader JobAsk Job Search Networking page covers building and maintaining relationships across a whole search.
Thank the contact and decide whether to continue exploring
Send a concise thank-you note that names a specific insight and, if appropriate, an action you will take. Berkeley recommends following up and keeping in touch when there is a natural reason; a brief note after the meeting is more useful than a generic sales-style message. Hypothetical: “Thank you for explaining how issue handoffs affect team workload. I’ll practice documenting a sample case and compare roles before applying. Your perspective helped me refine what I’m looking for.” Avoid asking for a vacancy in the thank-you message when the contact agreed only to an informational conversation.
Finally make one of three decisions: pursue this field with a targeted experiment, talk to a second person for a contrasting view, or deprioritize the field because the reality clashes with your constraints. Record why. If you choose another conversation, bring a new hypothesis instead of repeating the same broad questions. Networking is not measured by how many people you contact; it is more useful to know which assumptions changed and which next steps remain within your control. No contact, informational meeting or follow-up note can guarantee access to an interview or employment.
How We Research and What This Guide Cannot Confirm
We compared CareerOneStop guidance on the purpose and length of informational interviews with UC Berkeley’s interviewing process and question list. The Maya and Jordan messages, decision worksheet and evidence log are newly composed hypothetical examples. We did not interview a named professional or verify private employer practice, and no referral outcome is implied.
Sources reviewed October 19, 2026: CareerOneStop distinguishes informational interviews from hiring interviews and offers practical questions and follow-up guidance.. UC Berkeley explains preparation, outreach, conducting and follow-up for career exploration conversations.. UC Berkeley publishes examples of appropriate work and career-path questions..
Affiliate disclosure: No networking platform, referral service or paid coaching arrangement is represented as an approved JobAsk affiliate. See the JobAsk affiliate disclosure for site-wide policy.
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No. It is primarily a chance to learn about work and career paths, not to apply or ask for a vacancy.
A modest 20–30 minute request is common in university guidance; follow the other person’s availability.
Usually not unless it has been requested or directly serves an agreed purpose. Start with a clear learning goal.
You can ask whether there are useful public resources or willing contacts, but do not assume any introduction is owed.
You may send one considerate follow-up if appropriate, then move to other contacts or public research without pressure.