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Futurepoint.ieareasynthesisof management and education
professionals. It isheaded up by Paul Walsh who hasworked in the
Irish public transport and themulti national industrial sector. Hehas
also expanded hiscareer portfolio into theeducation and training
sector. Hehassuccessfully managed complex multi million Euro
operations, delivering businessprocessimprovement, employee
development, changemangement, and managing diversemulti level
employeerelations. He hasspecialisation in recruitment, employee
training, team building, employeeengagement & intervention,
communications, interviewing & selection. Hehasdeveloped adult
education coursesfor third level collegessuch asUCC, WIT, and
delivered training to such professional bodiesasmembersof theIrish
Law Society. Hehasalso worked in second level education delivering
consulting career guidanceteaching. Hewroteand developed theCity
CollegesDiplomain Strategic Management. HeholdsaBA Degree
from University CollegeCork, aDiplomain BusinessStudiesfrom
Waterford Instituteof Technology, aDiplomain Management from the
Irish Management Institute,and aMastersDegreein Law from The
University of Wales.
“ Smart Strategies”
Successful Interview SkillsAreNot
A Secret Anymore!
Successful Interviews
Thefollowing presentation isa
topical exploration on
successful interview outcomes.
It exploresskills and
knowledge that deliver
successful outcomesin themost
difficult part of thehiring
process.
Objective
Theobjectiveof this
presentation isto bring aa
job seeker through each
stagein thestandard
interview processand deal
with each expected
challenge so that the
candidateachievesa
winning advantage.
What isan Interview?
An interview isa
conversation with a
purpose!
Myths-TheBest Person GetsTheJob!
Thebest person for the
job doesnot necessarily
get it.
Moreoften it’sthe
person who givesthe
best interview.
I am avictim of Discrimination!
Interviewsaremore
than just giving
technically correct
answers.
They’realso very much
about building rapport.
It is adiscriminatory
Process.
Interview Myths
Not all interviewers
know what they’re
doing exactly. It isyour
job isto know how to
handlethegood and
bad interviewer.
Bluff!
It’sbetter to behonest and
admit ignorancethan try to
pretend you know an
answer.
You will comeacrossas
disingenuousand lessthan
bright.
TheUgly Truth
Good looking peopleget
thebest jobs- maybein
model agencies, in thereal
world, employersarekeen
to hiretalent over
superficial factors.
Of course, many talented
peoplearealso good
looking!
.
Striving to givetheperfect
answer can get you into a
muddle. It’sbetter to givea
good answer that isto the
point rather than searching for
perfection.
Theinterview isnot aplace
for reflection.
Good Enough IsGood Enough
TheSweat At TheEnd
Do not ask questions
for thesakeof it. Only
ask aquestion if you
haveagenuinequery
that hasnot been
covered.
Poor Behaviour
Interviewsareformal
occasionsrequiring relatively
formal behaviours.
Interviewerswill expect this
and may react negatively if
they don’t seeit.
It isnear impossibleto recover
from poor behaviour.
Trick Questions
Interviewersdo not spend all their
timelooking for flaws.
They’remoreinterested in getting
an overall pictureof who you are.
Avoid answering questions
defensively. It’smuch better to see
every question asan opportunity to
highlight your best points.
InterviewsAreDaunting
Becauseof their nature, interviews
areinherently challenging. Making
mistakesat an interview is
something that everyonedoes. The
good newsisthat wecan overcome
our errorsby correct preparation,
practice and perseverance.
Remember the3P's
TheRoteOf All Evil!
Bewareof faulty preparation.
Avoid rotelearning of other
people’sanswers. Always
prepareyour own.
You will also want to know
yourself asthewinning
candidateto successfuly do the
job.
Copying otherswill benoticed .
SeePicture.
Pre-empt theconversation
Knowing what employers
want to hear at an
interview constitutesa
great start for preparing
your own answersand
simplifiesinterview
preparation.
IdeasIn TheEmploersHead
What most employerswant to
hear can berepresented by three
key questions:
Can you do the job?
Are you the sort of person
they can work with?
How motivated are you?
Theory & Practice
Get in asmuch
practiceasyou can and
alwaysask for ho nest
feedback. Talk with
friends, relatives, use
professional career
managers..
Theory & Practice
Perseveranceis
everything.
You will bepushed
beyond your expectation.
Perseveranceisatest of
your Motivation and
Character.
.
Competency Questions
Your first important step
to preparing your
interview answersisto
find out asmuch about the
job aspossible.
Focuson thejob, not the
internal workingsof the
business.
Competency Questions
‘Can you do the job?’
questionsaregenerally the
most common questionsasked
at interviews. They are
concerned with ascertaining
your skills, knowledgeand
experience.
Competency Questions
‘Can you do thejob?’ questionscan
besplit into threecategories:
Questionsabout dutiesthat you
haveperformed before.
Questionsabout dutiesthat you
havenot performed but whose
skillsyou havemastered.
Questionsabout dutiesthat are
entirely new to you.
Answering Questions
Thereisa4 step technique to
interview successprocessthat
providesa simpleto useframework
with which you can captureall the
relevant information you need to
construct interview answers.
What you did.
How you did it.
Thecontext in which you did it.
Theoutcomesof what you did.
Answering Questions
Aswell ascapturing what you
did and how you did it, thefour
step techniquealso compelsyou
to think about context and
outcomes. It isideally suited for
answering behavioural questions
and can beused in aflexible
way.
• Bewareof long-winded
answers.
Answering Questions
Themost effectiveway of
putting together theinformation
you captureusing thefour steps
isto poseto yourself standard
interview questionsand then
answer them out loud until you
becomefluent.
A GoodAnswer
A good interview answer will
generally contain thefollowing
points.
A context.
Specific examples.
What you did and how you did it.
Outcomes.
It will get directly to thepoint.
Wrap your answer in thecontext.
Transfer Skills
Many peoplefail to appreciatethe
transferability of their skillsand
knowledge. When they’relooking for a
new job, they only look at thejob title
or duties, not theskillsunderpinning
thoseduties. Understanding that skills
and knowledgecan betransferred
between jobscan open up awholenew
world of career opportunities.
Transfer Skills
Beforeyou discount ajob that
interestsyou, list themajor skills
and knowledgeof that job and
then besidethat list your existing
skillsand knowledge. If thereare
alot of matches, then you know
what to do!
Worth Repeating
Usethefour stepsto help
prepareyour answers.
What you did.
How you did it.
TheContext.
TheOutcome.
Repeat until fluent
Duty (Competency) Questions
Questionsabout duties
(competencies) which are
substantially different to
anything you’ve done
before are generally the
most challenging in an
interview.
Approach thesequestionsas
opportunitiesto show that you
have achieved new duties
in the past and succeded.
Tough Duty Questions
Thereisoften no onesingle
answer (nor aright answer)
about how dutiesare
performed, especially if
context ismissing.
In ahypothetical question,
your answer will be
hypothetical.
Consider thisasaquestion on
how you deal with awkward
questions.
All ThingsBeing Equal
‘Areyou thesort of person we
can work with?’ questions,
although generally not as
frequent asthe‘Can you do
thejob?’ questions, arejust as
important. When your job skill
competency level isaccepted,
they becomemoreimportant.
Thisisoften termed the“ all
thingsbeing equal principle”
All ThingsBeing Equal
Even if you’renot asked ‘Are
you thesort of person wecan
work with?’ questions, you
should attempt to addressthe
issueby looking for
opportunitiesto talk about
your relevant attributes.
Remember to stay “on
message”
All ThingsBeing Equal
All employersarekeen on
hiring peoplewho possess
thefollowing eight
established universal
qualities.
Not in order of preference
and preferenceschangeby
employer.
All ThingsBeing Equal
PERSONAL TRAITS
Committment
Work Ethic
ChangeFriendly
Honesty
LifeLong Learner
Cooperative(Team Player)
Coping Skills
Self Manage
Motivations
Convincing interviewersthat
you’rehighly motivated requires
morethan saying theright
things. Body languageand how
you say thingsarejust as
important. Try to avoid using the
word passionate, it isover used
and isaby word for rote
learned preparation.
Unlessyou areAlbert Einstein!
Motivations
When preparing your answersto
motivation questions, oneof the
helpful questionsyou can ask
yourself is‘Why do I likethiskind
of work?’ Your specific responses
to thisquestion will constitutethe
coreof your motivation answers.
Thesequestionswill help you
decidethrough reflection on your
career path choicesaswell.
Pick your favouriteflavour.
Motivations
Expressyourself with
enthusiasm. Interviewers
expect to seekeennessin
motivated candidates.
In thisrespect, hold just alittle
bit back in preparation as
actorsdo in rehearsal.
Keep your best for the
performance.
Motivations
Motivation questionspresent
certain difficulties.
When you aremotivated your
critical reflection issubdued asyou
arein acontentment flow. Weare
inclined to critically remember
timeswhen motivation waslow and
arethereforeableto critiquethese
timesbetter.
Key Employability Questions
Theimportanceof thesequestionsis
that they arebased on skillsrequired
for most professional jobs. Thismakes
it highly likely that you will be
required to answer anumber of
questionsrelating to theseprofessional
skills.
Team Work
Planning &Organisation
Interpersonal Skills
Change Friendly
DeliverResults &Service
Key Questions
How you answer aquestion
relating to any oneof these
questionscould makeor break
your interview.
Employerswill often usethese
aswaterlineissuesfor any
candidate.
Any answer given must beof an
acceptablelevel of satisfaction.
Body Language
Building rapport and trust requires
threethings: answering questions
intelligently and honestly; ensuring
all your non-verbal communication
doesnot givecausefor
apprehension in theinterviewer; and
conforming to acceptableinterview
behaviours, such asnever ever
arguing.
Do not sit rigidly in position afraid
to move. Thisisthe“zombie” effect,
it appearscold and personaly
remote.
Beawareof first and last
impressions, peopletend to better
remember what happensat the
beginning and end of any
interaction, including interviews.
Smiling, using appropriatefacial
expressionsand nodding your head
at theright timeall giveapositive
impression.
The80/20 RuleApplieson hiring
manager certainty.
TheLast Impression
Will work for Food & Money
When negotiating your salary,
don’t undersell yourself, but be
realistic in what you ask by
considering your career path
plan.
Consider theoverall packageand
not just thefinancial rewards.
Key Points- 3Ps
Don’t wasteyour timelooking for
quick fixes, they do not exist.
They could even makematters
worse. Great interview
performancescomefrom proper
preparation and practice.
Getting it right first time.....takes
timeand effort.
.
Key Points- Rote
Avoid memorising
other people’sanswers.
Rotelearning becomes
evident at interview.
You need to speak with
your own voice.
Key Points- Rapport
Remember that interviewsareabout
morethan just giving good
answers; they’realso about
building rapport and trust. Building
rapport and trust iscontingent upon
morethan simply words, body
languageand attitudearecritically
important.
Key Points- Competency
All interviewerswant to know
threethings:
• Whether you can do thejob
• How motivated or driven are
you
• Whether you’ll fit into the
existing workplaceculture.
Key Points4 Step
Using asimplequestion
repsonseframework likethe4
step system can help organise
and bring together largeamounts
of disparateinformation about
your work achievements, to help
you form clear and articulate
answers.
Key Points- 21st
Century
Thevast majority of professional jobshave
skillsor dutiesthat overlap. Theseinclude:
• Being agood team player
• Planning and organising your work
effectively
• Good interpersonal communication skills
• Ability to copewith changein the
workplace
• Ability to provideeffectivecustomer
serviceand deliver your rolefully
Key Points– Learn from it
No Interview isawasteof your
time.
If you do not get thejob, you
aresimply astep nearer to the
job you will get .
Theimportanceisto reflect on
each interview and usethe
learning from it.
That way you aremoving
towardsyour goal.
Key Points– BePrepared
Often, interviewersarenot
experienced and can ask questions
that arenot well considered. Your
job isto know how to handleboth
thenoviceaswell asthe
experienced interviewer.
Key Points– Work It!
Believein yourself. It istough
out there!
Hereisthemissing piece!
Dream it
Believeit
Work it
Achieveit
Good Luck!
THE SUCCESSFULL INTERVIEWER

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THE SUCCESSFULL INTERVIEWER

  • 1. Futurepoint.ieareasynthesisof management and education professionals. It isheaded up by Paul Walsh who hasworked in the Irish public transport and themulti national industrial sector. Hehas also expanded hiscareer portfolio into theeducation and training sector. Hehassuccessfully managed complex multi million Euro operations, delivering businessprocessimprovement, employee development, changemangement, and managing diversemulti level employeerelations. He hasspecialisation in recruitment, employee training, team building, employeeengagement & intervention, communications, interviewing & selection. Hehasdeveloped adult education coursesfor third level collegessuch asUCC, WIT, and delivered training to such professional bodiesasmembersof theIrish Law Society. Hehasalso worked in second level education delivering consulting career guidanceteaching. Hewroteand developed theCity CollegesDiplomain Strategic Management. HeholdsaBA Degree from University CollegeCork, aDiplomain BusinessStudiesfrom Waterford Instituteof Technology, aDiplomain Management from the Irish Management Institute,and aMastersDegreein Law from The University of Wales.
  • 2. “ Smart Strategies” Successful Interview SkillsAreNot A Secret Anymore!
  • 3. Successful Interviews Thefollowing presentation isa topical exploration on successful interview outcomes. It exploresskills and knowledge that deliver successful outcomesin themost difficult part of thehiring process.
  • 4. Objective Theobjectiveof this presentation isto bring aa job seeker through each stagein thestandard interview processand deal with each expected challenge so that the candidateachievesa winning advantage.
  • 5. What isan Interview? An interview isa conversation with a purpose!
  • 6. Myths-TheBest Person GetsTheJob! Thebest person for the job doesnot necessarily get it. Moreoften it’sthe person who givesthe best interview.
  • 7. I am avictim of Discrimination! Interviewsaremore than just giving technically correct answers. They’realso very much about building rapport. It is adiscriminatory Process.
  • 8. Interview Myths Not all interviewers know what they’re doing exactly. It isyour job isto know how to handlethegood and bad interviewer.
  • 9. Bluff! It’sbetter to behonest and admit ignorancethan try to pretend you know an answer. You will comeacrossas disingenuousand lessthan bright.
  • 10. TheUgly Truth Good looking peopleget thebest jobs- maybein model agencies, in thereal world, employersarekeen to hiretalent over superficial factors. Of course, many talented peoplearealso good looking!
  • 11. . Striving to givetheperfect answer can get you into a muddle. It’sbetter to givea good answer that isto the point rather than searching for perfection. Theinterview isnot aplace for reflection. Good Enough IsGood Enough
  • 12. TheSweat At TheEnd Do not ask questions for thesakeof it. Only ask aquestion if you haveagenuinequery that hasnot been covered.
  • 13. Poor Behaviour Interviewsareformal occasionsrequiring relatively formal behaviours. Interviewerswill expect this and may react negatively if they don’t seeit. It isnear impossibleto recover from poor behaviour.
  • 14. Trick Questions Interviewersdo not spend all their timelooking for flaws. They’remoreinterested in getting an overall pictureof who you are. Avoid answering questions defensively. It’smuch better to see every question asan opportunity to highlight your best points.
  • 15. InterviewsAreDaunting Becauseof their nature, interviews areinherently challenging. Making mistakesat an interview is something that everyonedoes. The good newsisthat wecan overcome our errorsby correct preparation, practice and perseverance. Remember the3P's
  • 16. TheRoteOf All Evil! Bewareof faulty preparation. Avoid rotelearning of other people’sanswers. Always prepareyour own. You will also want to know yourself asthewinning candidateto successfuly do the job. Copying otherswill benoticed . SeePicture.
  • 17. Pre-empt theconversation Knowing what employers want to hear at an interview constitutesa great start for preparing your own answersand simplifiesinterview preparation.
  • 18. IdeasIn TheEmploersHead What most employerswant to hear can berepresented by three key questions: Can you do the job? Are you the sort of person they can work with? How motivated are you?
  • 19. Theory & Practice Get in asmuch practiceasyou can and alwaysask for ho nest feedback. Talk with friends, relatives, use professional career managers..
  • 20. Theory & Practice Perseveranceis everything. You will bepushed beyond your expectation. Perseveranceisatest of your Motivation and Character. .
  • 21. Competency Questions Your first important step to preparing your interview answersisto find out asmuch about the job aspossible. Focuson thejob, not the internal workingsof the business.
  • 22. Competency Questions ‘Can you do the job?’ questionsaregenerally the most common questionsasked at interviews. They are concerned with ascertaining your skills, knowledgeand experience.
  • 23. Competency Questions ‘Can you do thejob?’ questionscan besplit into threecategories: Questionsabout dutiesthat you haveperformed before. Questionsabout dutiesthat you havenot performed but whose skillsyou havemastered. Questionsabout dutiesthat are entirely new to you.
  • 24. Answering Questions Thereisa4 step technique to interview successprocessthat providesa simpleto useframework with which you can captureall the relevant information you need to construct interview answers. What you did. How you did it. Thecontext in which you did it. Theoutcomesof what you did.
  • 25. Answering Questions Aswell ascapturing what you did and how you did it, thefour step techniquealso compelsyou to think about context and outcomes. It isideally suited for answering behavioural questions and can beused in aflexible way. • Bewareof long-winded answers.
  • 26. Answering Questions Themost effectiveway of putting together theinformation you captureusing thefour steps isto poseto yourself standard interview questionsand then answer them out loud until you becomefluent.
  • 27. A GoodAnswer A good interview answer will generally contain thefollowing points. A context. Specific examples. What you did and how you did it. Outcomes. It will get directly to thepoint. Wrap your answer in thecontext.
  • 28. Transfer Skills Many peoplefail to appreciatethe transferability of their skillsand knowledge. When they’relooking for a new job, they only look at thejob title or duties, not theskillsunderpinning thoseduties. Understanding that skills and knowledgecan betransferred between jobscan open up awholenew world of career opportunities.
  • 29. Transfer Skills Beforeyou discount ajob that interestsyou, list themajor skills and knowledgeof that job and then besidethat list your existing skillsand knowledge. If thereare alot of matches, then you know what to do!
  • 30. Worth Repeating Usethefour stepsto help prepareyour answers. What you did. How you did it. TheContext. TheOutcome. Repeat until fluent
  • 31. Duty (Competency) Questions Questionsabout duties (competencies) which are substantially different to anything you’ve done before are generally the most challenging in an interview. Approach thesequestionsas opportunitiesto show that you have achieved new duties in the past and succeded.
  • 32. Tough Duty Questions Thereisoften no onesingle answer (nor aright answer) about how dutiesare performed, especially if context ismissing. In ahypothetical question, your answer will be hypothetical. Consider thisasaquestion on how you deal with awkward questions.
  • 33. All ThingsBeing Equal ‘Areyou thesort of person we can work with?’ questions, although generally not as frequent asthe‘Can you do thejob?’ questions, arejust as important. When your job skill competency level isaccepted, they becomemoreimportant. Thisisoften termed the“ all thingsbeing equal principle”
  • 34. All ThingsBeing Equal Even if you’renot asked ‘Are you thesort of person wecan work with?’ questions, you should attempt to addressthe issueby looking for opportunitiesto talk about your relevant attributes. Remember to stay “on message”
  • 35. All ThingsBeing Equal All employersarekeen on hiring peoplewho possess thefollowing eight established universal qualities. Not in order of preference and preferenceschangeby employer.
  • 36. All ThingsBeing Equal PERSONAL TRAITS Committment Work Ethic ChangeFriendly Honesty LifeLong Learner Cooperative(Team Player) Coping Skills Self Manage
  • 37. Motivations Convincing interviewersthat you’rehighly motivated requires morethan saying theright things. Body languageand how you say thingsarejust as important. Try to avoid using the word passionate, it isover used and isaby word for rote learned preparation. Unlessyou areAlbert Einstein!
  • 38. Motivations When preparing your answersto motivation questions, oneof the helpful questionsyou can ask yourself is‘Why do I likethiskind of work?’ Your specific responses to thisquestion will constitutethe coreof your motivation answers. Thesequestionswill help you decidethrough reflection on your career path choicesaswell. Pick your favouriteflavour.
  • 39. Motivations Expressyourself with enthusiasm. Interviewers expect to seekeennessin motivated candidates. In thisrespect, hold just alittle bit back in preparation as actorsdo in rehearsal. Keep your best for the performance.
  • 40. Motivations Motivation questionspresent certain difficulties. When you aremotivated your critical reflection issubdued asyou arein acontentment flow. Weare inclined to critically remember timeswhen motivation waslow and arethereforeableto critiquethese timesbetter.
  • 41. Key Employability Questions Theimportanceof thesequestionsis that they arebased on skillsrequired for most professional jobs. Thismakes it highly likely that you will be required to answer anumber of questionsrelating to theseprofessional skills. Team Work Planning &Organisation Interpersonal Skills Change Friendly DeliverResults &Service
  • 42. Key Questions How you answer aquestion relating to any oneof these questionscould makeor break your interview. Employerswill often usethese aswaterlineissuesfor any candidate. Any answer given must beof an acceptablelevel of satisfaction.
  • 43. Body Language Building rapport and trust requires threethings: answering questions intelligently and honestly; ensuring all your non-verbal communication doesnot givecausefor apprehension in theinterviewer; and conforming to acceptableinterview behaviours, such asnever ever arguing. Do not sit rigidly in position afraid to move. Thisisthe“zombie” effect, it appearscold and personaly remote.
  • 44. Beawareof first and last impressions, peopletend to better remember what happensat the beginning and end of any interaction, including interviews. Smiling, using appropriatefacial expressionsand nodding your head at theright timeall giveapositive impression. The80/20 RuleApplieson hiring manager certainty. TheLast Impression
  • 45. Will work for Food & Money When negotiating your salary, don’t undersell yourself, but be realistic in what you ask by considering your career path plan. Consider theoverall packageand not just thefinancial rewards.
  • 46. Key Points- 3Ps Don’t wasteyour timelooking for quick fixes, they do not exist. They could even makematters worse. Great interview performancescomefrom proper preparation and practice. Getting it right first time.....takes timeand effort. .
  • 47. Key Points- Rote Avoid memorising other people’sanswers. Rotelearning becomes evident at interview. You need to speak with your own voice.
  • 48. Key Points- Rapport Remember that interviewsareabout morethan just giving good answers; they’realso about building rapport and trust. Building rapport and trust iscontingent upon morethan simply words, body languageand attitudearecritically important.
  • 49. Key Points- Competency All interviewerswant to know threethings: • Whether you can do thejob • How motivated or driven are you • Whether you’ll fit into the existing workplaceculture.
  • 50. Key Points4 Step Using asimplequestion repsonseframework likethe4 step system can help organise and bring together largeamounts of disparateinformation about your work achievements, to help you form clear and articulate answers.
  • 51. Key Points- 21st Century Thevast majority of professional jobshave skillsor dutiesthat overlap. Theseinclude: • Being agood team player • Planning and organising your work effectively • Good interpersonal communication skills • Ability to copewith changein the workplace • Ability to provideeffectivecustomer serviceand deliver your rolefully
  • 52. Key Points– Learn from it No Interview isawasteof your time. If you do not get thejob, you aresimply astep nearer to the job you will get . Theimportanceisto reflect on each interview and usethe learning from it. That way you aremoving towardsyour goal.
  • 53. Key Points– BePrepared Often, interviewersarenot experienced and can ask questions that arenot well considered. Your job isto know how to handleboth thenoviceaswell asthe experienced interviewer.
  • 54. Key Points– Work It! Believein yourself. It istough out there! Hereisthemissing piece! Dream it Believeit Work it Achieveit Good Luck!