Interviewing For Success

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Interviewing successfully means understanding the process and marketing yourself. This program will help you develop a strategy for interviewing

Interviewing successfully means understanding the process and marketing yourself. This program will help you develop a strategy for interviewing

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  • Hiring Manager becomes acquainted with candidate and vice versa Provide the candidate with an opportunity to learn about the organization Provide the candidate with an opportunity to market his/her skills and competencies
  • While these appear to be unstructured interviews, these are planned discussions. It is important that you stay alert so that you present the information you want – and not be seduced
  • Managing the “Gut Feel” Interview - Stay alert. Be thoughtful about your answers. Questions seem free-form, not connected
  • Tough Questions are those that you can’t answer (or don’t want to answer) Questions that may be illegal, irrelevant, incomprehensible or simply to trip you Questions may be challenging , stretch your ability to answer and let you demonstrate the skills that you have to offer
  • Questions for negative information
  • Job seekers who may appear to be over-qualified for any number of reasons – Particularly true of the mature worker

Transcript

  • 1. Karen M Zoller, HR Professional August 2009 Interviewing for Success
  • 2. Agenda
    • Present different types of Interview Techniques
    • Demonstrate techniques for responding to questions
    • Discuss how to handle the interviewer
    • To demonstrate the candidate’s responsibility in interviewing
    • Practice interviewing and receive and receive feedback
  • 3. What is an interview?
    • Definition: a conversation between employer and job applicant to assess the background and experience of the candidate as a fit for a position
  • 4. Importance of Knowing How to Interview Well
    • Interviewing is marketing yourself
    • Plant the language of my character to leave the impression you want with the interviewer
    • Take control of the image you want to present
    • Structure your responses to enhance your skills and fit for the position
    • Build rapport with the interviewer(s) that may lead to the job offer
    • Present yourself in the best light possible
    • Remember: Competition is tough
  • 5. Planning for the Interview
    • Research the company – talk with current employees to learn about the culture.
    • Review the Job Description to identify the skills and experiences need to perform successfully in the job
    • Identify competencies and activities that you want to highlight
    • Decide:
      • What three things do you want the interviewer to know about you?
      • What three things do you want to know about the job?
  • 6. Parts of an Interview
    • Introductions
      • Overview of position
      • Introductions of interviewers
      • Discussion of process
    • Questions for Candidate
    • Candidate Questions of the Interviewer
    • Closing
      • Next steps
  • 7. Opening the Interview
    • Elevator Speech
    • Succinct 2-3 minute overview about yourself
    • Career highlights
    • Work Experiences
    • Education (if appropriate)
    • Current Job interests
    • Character Statement (source Tim Pappas )
    • Not an elevator speech
    • Reflects the central themes in your life
    • Reflects the values you are guided by
    • Becomes the form and reference point for the interview
  • 8. Types of Interview Styles
    • Behavior Based Interview
    • Situational Interview
    • Trait Interview
    • Conversational Interview
    • “ Gut – Feel” Interview
  • 9. Behavior Based Interview
    • Interview is structured and job focused
    • This is an objective, systematic, consistent method
    • Based on examples of past performance to assess how candidate will perform in similar circumstances on the job
    • May incorporate additional interviewers, panel interviews
    • Use contrary examples to ensure representative response
    • Cues that this is a Behavior Based Interview
    • Questions:
      • Tell me about a time . . .
      • Describe a situation . .
  • 10. Situational Interviews
    • More structured and job-related to assess skills that apply to job performance
    • Assess behavior in the present or what may occur in the future
    • Use simulations, hypothetical situations or role plays and assess the candidate’s response questions presenting a dilemma and asking candidate to solve
    • Managing the Situational Interview:
    • Take time to understand the question, case, instructions, etc
    • Relax as much as possible
  • 11. Trait Interviews
    • Questions are person-related, but structured
    • Goal is the measurement of key personality traits that may or may not apply to job
    • Questions relate more to personal characteristics rather than to job skills
    • Cues that tell you this interview is trait-based:
    • Questions such as:
      • To what extent are you an organized person?
      • How do you assess yourself in terms of adaptability?
      • List your most positive qualities for me.
      • Are you more aggressive or relaxed when faced with a problem?
  • 12. Conversational Interviews
    • Seemingly “unstructured” interview focusing mainly on job experience and job skills
    • Resembles a conversation between two equals
    • Interviewer is interested in your values
    • Uses process to make candidate comfortable enough to reveal desired information
    • Uses rapport rather than structure as the tool for gathering information
    • Managing the Conversational Interview
    • Remain on –guard; do not relax
    • Build rapport with the interviewer
    • Be informal but professional
    • Provide examples of how well you work with others
  • 13. “ Gut Feel” Interviews
    • Focus is intuitive and person-related
    • Purpose to see how candidate measures up to subjective selection criteria
    • General impression is the basis for selection
    • No structured interview questions
    • Emphasis on personal characteristics
    • Cues that your interview may be “gut feel” :
    • No structured interview form is used
    • Questions may be about pet theories, illegal topics, personal characteristics
    • Evaluation is based on how much you are liked
    • Hiring decision is based on subjective reactions
  • 14. Replying to the Questions
    • Structure your reply to focus on:
      • Situation (or task): What was the candidate was involved in
      • Hindrances (or obstacles) : the candidate overcame in order to achieve the objective
      • Actions: what did the candidate do to accomplish the task
      • Results: what happened? What were the results?
      • Evaluation: What did the candidate learn from the experience? What might the candidate do differently in the future?
    • Weave in your character themes to reinforce your replies
  • 15. Knowing What to Say
    • Plan and prepare for your interview in advance.
    • Develop answers to common questions
    • Be as specific as possible, don’t generalize
    • Remember interviewing is marketing yourself and leaving the impression you want the interviewers to remember
    • Be very positive, exude enthusiasm
    • Think carefully before responding to the question
    • Vary your voice – don’t be monotone, change volume
    • Be consistent
    • Be prepared to think on your feet
  • 16. Who are you interviewing with?
    • Human Resource Managers, Generalists
    • Hiring Manager (usually the final decision-maker)
    • Peripheral Managers, colleagues, clients
      • Managers, supervisors or others the position interacts with
  • 17. Common Interview Questions
    • 1. Why do you want to work in this industry?
    • 2. Tell me about yourself.
    • 3. Why are you leaving your current position?
    • 4. Where do you see yourself in five years?
    • 5. What is one of your weaknesses?
    • 6. What salary are you looking for?
    • 7. Tell me about your previous boss (bosses).
    • 8. Why should I hire you?
    • 9. Tell me about a time you failed and what did you learn from it?
  • 18. Common Interview Questions continued
    • 10. How do you explain your gap in employment?
    • 11. When were you most satisfied in your job?
    • 12. What did you like least about your job?
    • 13. Describe a time when you did not get along with a co-worker.
    • 14. What motivates you?
    • 15. How would your friends (your former boss, co-workers) describe you?
    • 16.
    • 17.
  • 19. What are the Tough Questions ?
    • Questions that you can’t or don’t want to answer
    • Questions that are difficult to answer
    • Questions that are illegal
    • Questions are that ill conceived
    • Questions that are designed to “get you”
    • Questions designed to get negative information
  • 20. The Tough Questions: Highlighting a Compensating Strength
    • Sample Questions:
      • Gut Feel: What is one of your weaknesses?
      • Trait: Which of the following traits is most like you- are you more selfish, hard-headed or disorganized ?
      • Conversational: Often a core value and a weakness go hand in hand. How do you feel that your weaknesses relate to a core value?
      • Behavioral: Give us an example of a time when your biggest weakness kept you from reaching an important objective
    • Possible Responses
      • State your area for improvement: one of the areas I need to develop further is:
      • Highlight a strength that may compensate for this :
      • Describe an event that demonstrates how you used this
      • Describe the results
      • Discuss what you learned and how you continue to develop
  • 21. The Tough Questions: Applying Damage Control
    • Sample Questions
      • Gut Feel: What do you consider the biggest screw-up in your life?
      • Trait: How has your self-esteem been set back by a negative experience?
      • Conversational: What would you like to change about your past?
      • Behavioral: Tell me about a time at work when you disappointed yourself by not following your principles.
    • Possible Responses
      • Reflect humility : This period of my life had some things I’m not very proud of. At that time I had a problem with ______ :
      • Briefly describe a past event that shows what you learned from that experience and the changes you made
      • State your commitment to continue learning and improving
      • Express optimism for the future
  • 22. The Tough Questions: Admitting that you are not perfect
    • Sample Questions
      • Gut feel : “It sounds like you solve problems by taking the day off. Why can’t you tackle things head on?
      • Trait: “ what is the biggest flaw in your personality when you get your feelings hurt?”
      • Conversational : “What is the major principle you follow when you are having a problem with job stress?”
      • Behavioral: “Tell me about a time when you were not successful coping with a pressure situation.”
    • Possible Responses
    • Acknowledge you are not perfect: I have to admit I am not perfect. I am committed to continuous improvement . When I discover an area I need to change, I develop a plan to use one of my strengths to help me improve.
    • Give an example that shows you are constantly learning for example:
      • I faced the problem ____; I was hindered by ____;
      • The actions I took were:
      • The result was ___
      • I learned that ___
  • 23. The Tough Question: Why were you fired?
    • Preface your answer by explaining the circumstances
    • Briefly and succinctly tell the truth
    • Go on to explain what you learned from this experience
    • Continue to convert the experience to a benefit
    • “ Sometimes you get into a complex situation with different personalities/that didn’t fit with my values . . .
    • . . . And this was one of those times – yes , I was fired. “
    • However by watching the effect of this person on others, I learned to be more alert to organizational politics”
    • I use this experience to create an atmosphere of respect towards those who I work with
  • 24. The Tough Question: Perceived as being over-qualified
    • Interview Question: Why are you interested in doing this type of work after doing ____ and ____?
    • Personally consider :
        • Do you have the appropriate skills for the role?
        • How happy will you be in that role?
        • Why are you considering this role?
    • Convincing your Interviewer:
      • Admit that you are worried too
      • Take salary off the table
      • Emphasize your strengths and accomplishments
      • Discuss life style implications
      • Distance yourself from the higher qualifications
      • Indicate you want to learn
      • Make a commitment
  • 25. The Tough Questions for Baby Boomers
    • How old are you variations:
      • I have a friend who graduated from (school), When were you there?
      • How many more years do you plan to work before you retire?
    • Illegal – but be alert
      • Graciously refuse to answer
      • “ I am incredibly energetic and plan to be working for a long time”
  • 26. The Tough Questions for Baby Boomers
    • Will you be using this Job as a bridge to retirement?
    • What are your Salary requirements?
    • How you feel about working in a fast-paced environment?
    • I’m excited about this position and plan to continue working for a long time
    • Try a non-committal answer first
    • (Shrouded age question) Provide examples of your experiences
  • 27. What questions do you have for me?
    • Interviewing is 2-way
    • Assess for yourself the organizational fit, environment, job directions
    • Moves you from passive interview to an active interview participant
  • 28. Examples of Questions
    • Leadership/Culture
      • Tell me about the environment in which this organization operates. What is the culture like?
      • What are the greatest strengths of this company? What do you think it could be better at?
      • Why is this position available?
    • Industry/Competition
      • Who is this company’s toughest competitor? Why?
      • How does this company growth compare with the growth of the industry?
  • 29. Examples of Questions cont.
    • Job Specific Questions:
      • What are the most important characteristics you are looking for in a candidate?
      • What are the main objectives and responsibilities of this position?
      • What is most pressing or problematic for you?
      • What challenges may be encountered in reaching these objectives?
    • Wrapping It Up
      • What are the next steps in the selection process?
      • Based on our discussion of the company, the opportunity and my background, I find myself interested in taking this to the next step
  • 30. Summary
    • Remember: Interviewing is another way to market yourself
    • Take control of the image you want to present and use language to leave the impression you want the interviewer to have of you
    • Structure your responses to enhance your strengths, skills and fit for the position
    • Prepare yourself to think on your feet
  • 31. Suggested Resources
    • Get Hired! Winning Strategies to Ace the Interview
      • Paul C Green, PhD Bard Press, 1976