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Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
Interviewing For Success
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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