Deliver A Knock Out Interview
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You have the job interview - now what? The hard part has just begun! The better prepared you are, the better chance you have of landing that job. This video will show you step-by-step how to prepare for your interview.
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Deliver A Knock Out Interview
- 1. Cindy Allen-Stuckey www.makingperformancematter.com
- 2. Objectives Understand what the interviewer needs to know Be able to review a job posting and identify what the interviewer is looking for Use this information to better prepare for your interview www.makingperformancematter.com
- 3. Your Interview www.makingperformancematter.com
- 4. The Stress of Your Interview www.makingperformancematter.com
- 5. Why Ask Interview Questions? Interviewer is trying to assess your answers to 3 key questions Can you do the job? Strengths Will you love the job? Motivation Can we tolerate working with you? Fit www.makingperformancematter.com
- 6. Strengths Not just about technical skills About leadership and interpersonal strengths Advice for Interviewees Figure out what strengths the interviewer is looking for Give him or her examples of behavior that shows evidence of those strengths www.makingperformancematter.com
- 7. Strengths - How to Prepare Behavioral Interview Questions (to determine your strengths) Identify your five strengths Read job posting and identify the key factors needed to do the job Tell me about a time when… What was the situation? What were your actions? What was the result? www.makingperformancematter.com
- 8. Motivation Can-do type of attitude Challenged and is internally motivated Advice for Interviewees Figure out what makes you happy Look to find and explain matches between the role/organization and those things that make you happy www.makingperformancematter.com
- 9. Motivation - How to Prepare Be Able to Answer: What gets you out of bed in the morning? What makes you happy? www.makingperformancematter.com
- 10. Fit Are you going to fit well in this culture Are you going to fit well in his job Advice for Interviewees Do NOT play games No upside for the organization or the interviewee to try to be something different than what they are www.makingperformancematter.com
- 11. Fit - How to Prepare Be Able to Answer: Will the organization be better off with you in it over time? Will you change the organization for the better or for the worse? (Can we stand to work with you?) www.makingperformancematter.com
- 12. Putting It All Together Take your answers to these questions Review job posting & identify: What are the key factors needed? (strengths) When have you done these? (behavioral questions) How do your motivators help the company Is the culture a fit for how you like to work? www.makingperformancematter.com
- 13. Making Performance Matter www.makingperformancematter.com (812) 343-4366 Cindy Allen-Stuckey, Med, MSM cindy@makingperformancematter.com www.makingperformancematter.com
Editor's Notes
- The only three true job interview questions are:1. Can you do the job?2. Will you love the job?3. Can we tolerate working with you?That’s it. Those three. Think back, every question you’ve ever posed to others or had asked of you in a job interview is a subset of a deeper in-depth follow-up to one of these three key questions. Each question may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.
- Can You Do the Job? – StrengthsExecutive Search firm Heidrick & Struggles CEO, Kevin Kelly explained to me that it’s not just about the technical skills, but also about leadership and interpersonal strengths. Technical skills help you climb the ladder. As you get there, managing up, down, and across become more important.You can’t tell by looking at a piece of paper what some of the strengths and weaknesses really are…We ask for specific examples of not only what’s been successful but what they’ve done that hasn’t gone well or a task they’ve, quite frankly, failed at and how they learned from that experience and what they’d do different in a new scenario.Not only is it important to look at the technical skill set they have…but also the strengths on what I call the EQ side of the equation in terms of getting along and dealing or interacting with people.Click here for more on interviewing and being interviewed for strengthsAdvice for IntervieweesFigure out what strengths the interviewer is looking for. Give him or her examples of behavior that evidences those strengths.STAR Behavioral InterviewsWhen I interview someone, I generally follow the same script, telling people:I'm going to do a behavioral interview. I'm looking for evidence of strengths in what you've done in the past. I'll tell you the strength I'm looking for and ask you for an example. It's helpful if you use a STAR framework in your answer.ST: Situation (Briefly – just enough to help me understand the context for your actions.)A: Action (Elaborate here. What you did. Use the word "I.")R: Result (Briefly – just enough to show me the value or impact of what you did.)The questions aren't important. The answers are. So, if I ask a question that doesn't trigger a good example, let's skip that one and find another way to get examples of your strengths.Strengths DefinitionGallup's Marcus Buckingham and Don Clifton provide an excellent definition of strengths in Now Discover Your Strengths (New York: Free Press, 2001).Talent: Innate areas of potential strength (probably present at birth)Knowledge: Things people are aware of, facts and lessons learned (through courses, mentors, reading, etc.)Skills: How to-s, or steps of an activity (generally acquired through deliberate practice)With that in mind, as an interviewer, make sure you understand the driving talent behind an individual's strength, how they acquired their knowledge of the subject and what they've done to practice the skill. Then you can be sure you've identified a real strength.
- Will You Love the Job? -MotivationCornerstone International Group CEO, Bill Guy emphasizes the changing nature of motivation,…younger employees do not wish to get paid merely for working hard—just the reverse: they will work hard because they enjoy their environment and the challenges associated with their work…. Executives who embrace this new management style are attracting and retaining better employees.Click here for more on interviewing and being interviewed for motivationAdvice for IntervieweesFigure out what makes you happy. Then look to find and explain matches between the role and organization and those things.Be ready to deal with concerns that you may be over-qualified for the job. This requires an interview judo response:I'm concerned that you may be over-qualified for this job.I am – if you want the organization to stay the way it is. You'd be hiring me to take it to the next level. I'm not interested in the job the way it is. I'm interested in the job the way it's going to be.
- Will You Love the Job? -MotivationCornerstone International Group CEO, Bill Guy emphasizes the changing nature of motivation,…younger employees do not wish to get paid merely for working hard—just the reverse: they will work hard because they enjoy their environment and the challenges associated with their work…. Executives who embrace this new management style are attracting and retaining better employees.Click here for more on interviewing and being interviewed for motivationAdvice for IntervieweesFigure out what makes you happy. Then look to find and explain matches between the role and organization and those things.Be ready to deal with concerns that you may be over-qualified for the job. This requires an interview judo response:I'm concerned that you may be over-qualified for this job.I am – if you want the organization to stay the way it is. You'd be hiring me to take it to the next level. I'm not interested in the job the way it is. I'm interested in the job the way it's going to be.