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Showing posts with label interviewing. Show all posts
Showing posts with label interviewing. Show all posts

Thursday, March 25, 2010

Interview Tip: Listen Well

I found this in my files this morning – this advice is really on target.

Interview Tip: Listen Well

by Carole Martin 
If you thought interviewing was only about answering questions, you’ve been missing the point. You’ve also been missing an opportunity to gather valuable information. Listening is one of the most underused skills in a job interview. Most candidates go into an interview thinking about how they will answer the questions, and they forget they are also there to learn about the job and company. They fail to listen, observe and read between the lines.

A List of Questions Isn’t Enough

Reena sat in an interview answering questions. When she was asked, “Do you have any questions?” she was ready and took out her list of questions.

Sounds like she did everything perfectly, right? Not quite. She forgot to listen to what had been said during the interview and then follow up with related questions. If she had been listening, she would have heard the emphasis placed on retention. There were two questions asked about her plans for the future: How long she planned to stay with the company and why she had only stayed with her last employer for two years. If she had been listening, she might have been struck by the focus of these questions and followed up with something like, “I’ve heard some concerns about retention. What is the turnover rate for this department?”

She might have discovered the turnover rate was quite high. In fact, retention was a big problem for the company. Once that fact was discovered, her next question should have been, “Is there a specific reason employees leave?” She may have, or may not have, received a forthright answer, but she would have been able to make her own judgment and observe the interviewer for signs of discomfort with the question.
Put Up Your Antenna

Jerry listened throughout the interview and picked up the series of questions pertaining to stress and long hours. When the time came, he asked, “On a scale of one to 10, with 10 being high, how would you rate the stress and pressure levels in this department?” And then he could have asked, “Is this the norm or a seasonal workload?”

He had already worked in an office where he was expected to work 60-plus hours a week. He didn’t want to walk into that situation again. He noticed the two interviewers look at each other when he asked this question, and they rated the stress levels at six. After noting the interviewers’ responses to his first question, Jerry continued to ask more questions about the subject. He listened carefully, reading between the lines. He gathered information he wouldn’t have gotten had he not been tuned in and listening. He now had enough information to make a decision as to whether he wanted to work for this company or in this particular department.

The Rewards

When all you can think of are your answers to the interviewer’s questions, you miss a premium opportunity to garner information about the situation you will enter if you take the job. Just as importantly, you miss an opportunity to impress interviewers in a way few people do. Listening tells the interviewer you have heard what was said -- and sometimes what was not said. The best questions you can ask come from listening.

There are few better ways to make an impact with a perspective employer than by catching the details of what the interviewer is saying, and then spinning those points into observations or well-crafted questions. Smart employers see curiosity as a valuable trait, and you accentuate your curiosity by listening intently.

So turn up your listening and intuitive skills, and read between the lines. You’ll be surprised by what you hear.

Tuesday, January 26, 2010

How to Handle Liabilities

What do you say when your grades are just so-so or you have little or weak job experience? What if you were fired from your last job? How would you explain that you are changing your career path?

We all have liabilities, and the way we handle them in an interview is an important factor in whether or not we get selected for the job.

A liability is any personal factor or experience that hinders our chances of getting an offer for a particular job. Think about that. What it implies is that what is a strength for one position may be considered a liability for another. A mature, experienced job candidate may well have a liability in a position as management trainee, but a strength for a position as general supervisor.

A liability is just a part of who you are and should never be apologized for during any aspect of your job search!!

Sunday, January 24, 2010

Typical Interview Questions

I suggest that you review all these questions, and think about how you will answer them. Planning is essential to avoid coming across as unprepared.  Worse yet, you may answer in a way that will keep you from getting the job.

On the other hand, don't invent answers.  It is equally important to be truthful and sincere.  No employer will hire someone that can't be trusted.

Write down how you want to answer each question. Then review your answers with colleagues, relatives, counselors - anyone that can give you feedback. Adjust  your answers.  Finally, do lots of practice interviews. Practice, practice, and practice, until you can answer any question naturally, intelligently, and with poise.

Friday, January 22, 2010

Questions You May Want to Ask your Interviewer

You are coming to the end of the interview. Everything seems to have gone well. Quite often the interviewer will ask you… “Well, do you have any questions for me?” Here are some you may want to ask:
  • Why is this position open?
  • How often has it been filled in the past five years? What were the main reasons?
  • What would you like done differently by the next person who fills this position?
  • What are some of the objectives you would like to see accomplished in this job?
  • What is most pressing? What would you like to have done in the next 3 months?
  • What are some of the long term objectives you would like to see completed?
  • What are some of the more difficult problems one would have to face in this position?
  • How do you think these could best be handled?

Wednesday, January 20, 2010

Interview DOs and DON'Ts


You've worked hard to get this interview! Now, make it count!
BEFORE THE INTERVIEW
  • Try to learn all you can about the company and the interviewer.
There are many ways to find information about the company: the Internet, company brochures, financial statements, articles written about the company, its own employees. To find out about the interviewer may be a little tougher, but not impossible: subordinates or colleagues of the interviewer may provide valuable information, such as interviewing style, valued skills and qualities, special issues or problems being faced.

Monday, January 18, 2010

What Qualities are Employers Looking For?

If you project many of these attributes, you enhance your chances dramatically! Take a good look at yourself. What are you projecting? Which of these qualities are most important for the position you are after? How can you best project that you possess these qualities? How can you prepare yourself? It's not just how you answer specific interview questions; it's about attitude, body language, ways of communicating, thoughtfulness, planning, preparation. Think it all through, in advance. Get your support folks to help you.
  • Ability to Communicate - how you talk; are you tactful and diplomatic; do you present arguments convincingly; do you field questions well; do you gain acceptance of your ideas; do your communications flow logically, are they concise; do you talk at the right level for your audience, do you emphasize key points in your written communications; can you talk comfortably to people at different levels.

Friday, January 15, 2010

Employees are a Risky Investment

Let’s say I am the Projects Manager for systems development with a medium sized corporation. Our work has been expanding and I need several more programmer analysts in the next couple of months.


I am very apprehensive about this. If I make the wrong decisions about whom I hire, it could be a very costly proposition.


Employees are my most costly and complex assets. Why?