Too often, people fail to make the link between their existing skills
and the skills required for the job they want. As a result, they either
do not bother applying, or they apply with the view that they’ll
probably not get the position.
By the end of this chapter, as well as showing you how to prepare
for this type of question, I hope to persuade the skeptic in you that
skills are often a lot more transferable than you may realise. Once
you’ve assimilated this idea and learnt how to prepare answers for
duties that you have not performed before but whose skills you have
mastered, a whole new universe of jobs suddenly becomes potentially
available. What makes learning how to prepare for this type of
question even more important is that, unless you’re interviewing
for a job which is almost identical to those you’ve done in the past,
it is likely to be the most common question asked.
So let’s pose a question: what do a furniture salesperson and an
insurance call centre operator have in common? Using the four steps
to interview success, we can discover which skills are both available
and transferable. Before we start the process, however, we need to
work out what the overlapping skills are. In other words, we need
to link the skills and knowledge sets for what you’ve already done
and the job you’re now applying for.
Let’s say, for example, you’ve been working in an insurance call
centre where your only contact with customers has been over the
telephone and you wish to apply for a job as a face-to-face salesperson
selling furniture—two seemingly very different jobs. You will, amongst
other things, need to demonstrate how your call centre customer
service skills are relevant to the new job’s customer service
requirements.
An effective way of doing this is to work backwards,
by making a list of the customer service skills required by a face-toface
furniture salesperson, then thinking of all the customer service
skills in call centre work that are the same or similar. Table 4.1 shows
how it can be done.
As you can see, even though insurance call centre operators and
face-to-face furniture salespeople work in very different environments,
there is a great deal of overlap in the skills required for both jobs. In
the above example, the only real skills difference is the fact that call
centre operators don’t have to think about their body language.
The big difference, of course, lies with product knowledge. So, in preparation
for the upcoming furniture sales interview, I’d be rehearsing all the
similarities between the two jobs and thinking of the best way to
overcome the one obvious weakness—limited product knowledge.
Tuesday, December 30, 2008
Monday, December 29, 2008
Finishing your answer
Finishing your answer with an outcome or outcomes
As much as possible, try to conclude with a positive outcome.
Summarising the above points, here’s what a question and a full
answer might sound like:
Question: Tell us about the way you dealt with working in a fastpaced
entrepreneurial environment. Whilst working for this company, an important client needed
changes made to one of the orders she had placed and she
needed these changes completed within a very short space
of time. Given that a number of our clients worked in unpredictable
environments, these requests were not uncommon.
Our job was to ensure that we could meet them, otherwise
we’d effectively be out of a job.
This establishes the context—step 3. Amongst other things, this
opening tells the interviewer about the significance of your work.
The way I dealt with working in such a demanding environment
was to ensure that my planning took into account the
fact that matters could change at any minute. For example,
I made it very clear to my clients and colleagues that, due to
the nature of my work, I might be changing appointments
or sending someone else instead of myself.
I also avoided making long-term commitments. Coping in such a hectic
environment also meant that I had to make some fundamental
changes in the way I thought about work. I had to quickly
jettison the idea of working predictable hours and performing
foreseeable tasks. I also had to come to terms with the idea
that work can often be unpredictable requiring a great deal
of flexibility. Now I could never see myself going back to a
settled working environment.
I also had to be prepared to learn new things quickly as
the need arose. For this job, I had to learn the basics of
PowerPoint and Access in a few days and apply them on the
job. Retraining becomes a way of life, as does learning to
work well with others.
As much as possible, try to conclude with a positive outcome.
Summarising the above points, here’s what a question and a full
answer might sound like:
Question: Tell us about the way you dealt with working in a fastpaced
entrepreneurial environment. Whilst working for this company, an important client needed
changes made to one of the orders she had placed and she
needed these changes completed within a very short space
of time. Given that a number of our clients worked in unpredictable
environments, these requests were not uncommon.
Our job was to ensure that we could meet them, otherwise
we’d effectively be out of a job.
This establishes the context—step 3. Amongst other things, this
opening tells the interviewer about the significance of your work.
The way I dealt with working in such a demanding environment
was to ensure that my planning took into account the
fact that matters could change at any minute. For example,
I made it very clear to my clients and colleagues that, due to
the nature of my work, I might be changing appointments
or sending someone else instead of myself.
I also avoided making long-term commitments. Coping in such a hectic
environment also meant that I had to make some fundamental
changes in the way I thought about work. I had to quickly
jettison the idea of working predictable hours and performing
foreseeable tasks. I also had to come to terms with the idea
that work can often be unpredictable requiring a great deal
of flexibility. Now I could never see myself going back to a
settled working environment.
I also had to be prepared to learn new things quickly as
the need arose. For this job, I had to learn the basics of
PowerPoint and Access in a few days and apply them on the
job. Retraining becomes a way of life, as does learning to
work well with others.
Sunday, December 28, 2008
How to pose your own questions
Generating your own questions is a simple process if you tackle it
from the perspective of the interviewer. Put yourself in the shoes of
the interviewer and ask yourself what questions you would need to
34 interview skills that win the job ask to ascertain whether the interviewee
could perform the relevantduty or job requirement.
You will need to take into account behavioural questioning techniques,
which are designed to uncover the specific actions behind stated claims.
An example of a behaviouralbased question relating to working in an
entrepreneurial environment is: ‘Tell us about the way you dealt with
working in a fast-paced entrepreneurial environment. What steps or
techniques worked for you?’ Notice the key phrases: ‘the way you dealt
with’ and ‘Whatsteps or techniques worked for you?’ This question is trying to uncover
the key behaviours underpinning successful work in an
entrepreneurial environment.
By asking yourself such questions, there is a good chance that you
will come close to anticipating the interview questions—or at least
be more precise about the intent of the interview questions. The actual
question at the interview probably will sound different to the question
you posed yourself, but its intent or purpose will be similar. In other
words, even though questions may be worded differently, the content
of your answers should be relevant to the interview.
Where possible begin your answer with the context (see step 3).
Think of context as the foundation upon which you build some of
your answers. The clearer the context, the more sense the rest of
your answer will make to the interviewer. The interviewer will know
what sort of environment you were working in and how important
your duties were to the success of the job, not to mention your own
employment.
Once you’ve established context in one question you do not
have to keep on mentioning the same context for every question
relating to the same workplace. Only mention context again if a
new one is being discussed.
from the perspective of the interviewer. Put yourself in the shoes of
the interviewer and ask yourself what questions you would need to
34 interview skills that win the job ask to ascertain whether the interviewee
could perform the relevantduty or job requirement.
You will need to take into account behavioural questioning techniques,
which are designed to uncover the specific actions behind stated claims.
An example of a behaviouralbased question relating to working in an
entrepreneurial environment is: ‘Tell us about the way you dealt with
working in a fast-paced entrepreneurial environment. What steps or
techniques worked for you?’ Notice the key phrases: ‘the way you dealt
with’ and ‘Whatsteps or techniques worked for you?’ This question is trying to uncover
the key behaviours underpinning successful work in an
entrepreneurial environment.
By asking yourself such questions, there is a good chance that you
will come close to anticipating the interview questions—or at least
be more precise about the intent of the interview questions. The actual
question at the interview probably will sound different to the question
you posed yourself, but its intent or purpose will be similar. In other
words, even though questions may be worded differently, the content
of your answers should be relevant to the interview.
Where possible begin your answer with the context (see step 3).
Think of context as the foundation upon which you build some of
your answers. The clearer the context, the more sense the rest of
your answer will make to the interviewer. The interviewer will know
what sort of environment you were working in and how important
your duties were to the success of the job, not to mention your own
employment.
Once you’ve established context in one question you do not
have to keep on mentioning the same context for every question
relating to the same workplace. Only mention context again if a
new one is being discussed.
Saturday, December 27, 2008
Posing questions to yourself
The first thing to do is pose a question relating to the duty or
requirement listed under step 1. Start off with a question that you
feel comfortable with, then answer it using the information in the
other three columns. At the start, it is a good idea to write your
answers down.
This will give you some all-important structure and
direction. However, committing answers to paper does not imply
that you have to memorise them word for word. In fact, doing so
can be counter-productive—for two reasons. First, precise word-forword
answers are suited to highly specific questions, and there is no
guarantee that you will be asked the specific question you’ve prepared
for. Second, memorising answers to such a degree can rob you of
two of the most important skills used in interviews: flexibility and
an ability to think on your feet.
The important thing is to memorise the main points of your answers.
You are not required to regurgitate them in exactly the same order
using exactly the same sentences.
Once you’ve written your answer down and practised it to the
point where you’ve achieved a satisfactory level of fluency (without
referring to your notes), you can ask and answer other questions
relating to the same duty or requirement.
Two to three questions
for each of the duties/requirements under step 1 should suffice. You
can do more if you choose; however, you’ll probably find that, with
more questions, you’ll be repeating your answers.
requirement listed under step 1. Start off with a question that you
feel comfortable with, then answer it using the information in the
other three columns. At the start, it is a good idea to write your
answers down.
This will give you some all-important structure and
direction. However, committing answers to paper does not imply
that you have to memorise them word for word. In fact, doing so
can be counter-productive—for two reasons. First, precise word-forword
answers are suited to highly specific questions, and there is no
guarantee that you will be asked the specific question you’ve prepared
for. Second, memorising answers to such a degree can rob you of
two of the most important skills used in interviews: flexibility and
an ability to think on your feet.
The important thing is to memorise the main points of your answers.
You are not required to regurgitate them in exactly the same order
using exactly the same sentences.
Once you’ve written your answer down and practised it to the
point where you’ve achieved a satisfactory level of fluency (without
referring to your notes), you can ask and answer other questions
relating to the same duty or requirement.
Two to three questions
for each of the duties/requirements under step 1 should suffice. You
can do more if you choose; however, you’ll probably find that, with
more questions, you’ll be repeating your answers.
Friday, December 26, 2008
Personal outcomes
In their rush to talk about organizational outcomes, interviewees often
neglect to talk about their personal outcomes. Articulating personal
outcomes can be a very effective interview technique, particularly
when those outcomes are directly relevant to the job you’re applying
for. It’s also an effective way to highlight an important skill or
insight to an interviewer who seems to be incapable of asking
appropriate questions. Personal outcomes include any benefits you have accrued as a
result of your work. These can include:
• learning new skills;
• improving existing skills;
• gaining new insights;
• various forms of recognition, including promotion or monetary gain.
For example, stating that, at the end of a big project, you felt a
wonderful sense of accomplishment (a very natural thing to feel)
signals to the interviewer that you’re the sort of person who is motivated
by working on and successfully completing a large project.
Here are some examples of simple but effective personal outcome endings:
As a result of working on the project, my planning and
organisational skills improved dramatically. (skills-based)
By the end of my stay with company x, my insight into the
legal aspects of occupational health and safety requirements
had improved significantly. (knowledge-based)
One of the pleasing things about working with the project team
was discovering how much I enjoyed working in a team environment.
I always thought that I functioned better working
solo, but I discovered that I was highly effective working as
part of a team. (skills-based and motivation relating to teamwork)
neglect to talk about their personal outcomes. Articulating personal
outcomes can be a very effective interview technique, particularly
when those outcomes are directly relevant to the job you’re applying
for. It’s also an effective way to highlight an important skill or
insight to an interviewer who seems to be incapable of asking
appropriate questions. Personal outcomes include any benefits you have accrued as a
result of your work. These can include:
• learning new skills;
• improving existing skills;
• gaining new insights;
• various forms of recognition, including promotion or monetary gain.
For example, stating that, at the end of a big project, you felt a
wonderful sense of accomplishment (a very natural thing to feel)
signals to the interviewer that you’re the sort of person who is motivated
by working on and successfully completing a large project.
Here are some examples of simple but effective personal outcome endings:
As a result of working on the project, my planning and
organisational skills improved dramatically. (skills-based)
By the end of my stay with company x, my insight into the
legal aspects of occupational health and safety requirements
had improved significantly. (knowledge-based)
One of the pleasing things about working with the project team
was discovering how much I enjoyed working in a team environment.
I always thought that I functioned better working
solo, but I discovered that I was highly effective working as
part of a team. (skills-based and motivation relating to teamwork)
Thursday, December 25, 2008
Organisational outcomes
Organisational outcomes include any improvements accrued by the
organisation as a result of your work. Sometimes these are easy to
quantify, especially if you’ve been involved in making, selling,
installing or changing something. When thinking about organisational
outcomes, many people confine themselves to the evident outcomes—
or the things they actually did. Examples of evident outcomes include
such things as implementing a new filing system, changing report
templates or building a new database for keeping track of customer
contacts. Needless to say, it is important to mention these outcomes
at an interview. However, the shortfall with evident outcomes is
that they fail to articulate their primary benefits to the organisation.
Saying you implemented a new filing system is great, but your answer
would be much better if you also articulated the benefit of this new
filing system to the employer. For example:
• Productivity rose by 5 per cent.
• Quality of service, as measured by customer feedback, improved
significantly.
• Customer service levels improved by 12 per cent.
• Staff satisfaction and moral improved by over 8 per cent.
• Turn-around times nearly halved.
‘Best guess’ estimates are fine in this situation.
You will have noticed that most of the above outcomes are
quantified. In general, quantified outcomes sound a lot more credible
than just saying something ‘improved’. However, if you do not have
specific numbers to talk about, approximations will do—providing
you can back them up. Unfortunately, many interviewees feel they
cannot talk about the specific improvements their efforts led to
because they worked for an organisation that did not measure
outcomes. If you find yourself in this situation, you should not allow
your employer’s failure to measure to deter you from articulating
‘best guess’ improvements. You are entitled to say to the interviewer
that, even though the benefits to the organisation were not measured,
you estimate that improvements were in the range of x per cent. But
be warned—do not go making over-inflated claims, otherwise you’ll
lose credibility. And be sure you can justify your ‘best guess’ claims.
Here are some phrases that may assist you in articulating outcomes
that were not measured:
• Anecdotal evidence strongly indicated . . .
• All the feedback we received showed that . . .
• The stakeholders were unanimous in their praise.
• Senior management felt that the goals were more than met.
• Judging by the time saved, we estimated that productivity
improved by . . .
Here’s an example of an answer that includes employer benefit
outcomes that were not measured:
As result of the new filing system, time spent by staff locating
certain documents decreased significantly, which gave them
more time to concentrate on other work. Even though we
did not measure precisely how much time was saved, the
feedback I received from the users strongly indicated that
productivity improved by at least 5 per cent.
organisation as a result of your work. Sometimes these are easy to
quantify, especially if you’ve been involved in making, selling,
installing or changing something. When thinking about organisational
outcomes, many people confine themselves to the evident outcomes—
or the things they actually did. Examples of evident outcomes include
such things as implementing a new filing system, changing report
templates or building a new database for keeping track of customer
contacts. Needless to say, it is important to mention these outcomes
at an interview. However, the shortfall with evident outcomes is
that they fail to articulate their primary benefits to the organisation.
Saying you implemented a new filing system is great, but your answer
would be much better if you also articulated the benefit of this new
filing system to the employer. For example:
• Productivity rose by 5 per cent.
• Quality of service, as measured by customer feedback, improved
significantly.
• Customer service levels improved by 12 per cent.
• Staff satisfaction and moral improved by over 8 per cent.
• Turn-around times nearly halved.
‘Best guess’ estimates are fine in this situation.
You will have noticed that most of the above outcomes are
quantified. In general, quantified outcomes sound a lot more credible
than just saying something ‘improved’. However, if you do not have
specific numbers to talk about, approximations will do—providing
you can back them up. Unfortunately, many interviewees feel they
cannot talk about the specific improvements their efforts led to
because they worked for an organisation that did not measure
outcomes. If you find yourself in this situation, you should not allow
your employer’s failure to measure to deter you from articulating
‘best guess’ improvements. You are entitled to say to the interviewer
that, even though the benefits to the organisation were not measured,
you estimate that improvements were in the range of x per cent. But
be warned—do not go making over-inflated claims, otherwise you’ll
lose credibility. And be sure you can justify your ‘best guess’ claims.
Here are some phrases that may assist you in articulating outcomes
that were not measured:
• Anecdotal evidence strongly indicated . . .
• All the feedback we received showed that . . .
• The stakeholders were unanimous in their praise.
• Senior management felt that the goals were more than met.
• Judging by the time saved, we estimated that productivity
improved by . . .
Here’s an example of an answer that includes employer benefit
outcomes that were not measured:
As result of the new filing system, time spent by staff locating
certain documents decreased significantly, which gave them
more time to concentrate on other work. Even though we
did not measure precisely how much time was saved, the
feedback I received from the users strongly indicated that
productivity improved by at least 5 per cent.
Wednesday, December 24, 2008
How long - answers be
How long should my answers be?
Some answers can be as short as one word; others may run into
many sentences. It all depends on the question and the circumstances.
Here are some helpful guidelines on keeping your answers within
acceptable parameters.
Let’s make some reasonable assumptions. Say your interview will
run for 40 minutes. Take away five minutes for settling and the
exchange of pleasantries. That leaves you about 35 minutes. (It never
hurts to ask how long the interview will run, but ask before the
interview, not at the actual interview, lest you give the impression
that you’re in a hurry to be somewhere else.) Now, let’s say the job
contains ten main duties and requirements and that the interviewer
has prepared two questions per primary duty/requirement.
That means you have to answer, at a minimum, twenty questions within
35 minutes, which means you’ll have a little under two minutes per
question. This does not mean that you set your timer at one minute
and fifty seconds for every question—it simply means that it is
reasonable to assume the interviewers have left a little less than two
minutes to get through their primary questions.
However, it is also reasonable to assume that the interviewer
may want to spend more time on particular questions. If you’ve
done your homework, there’s a good chance that you’ll know
beforehand which questions the interviewers will wish to spend a
little extra time on. If not, it’s up to you to be as alert as possible
during the interview. Look out for any clues (such as body language
and tone of voice) that may indicate the interviewer is placing extra
importance on particular questions. The point is that it’s OK to
spend a little extra time on these sorts of questions.
Avoid subjective or liberal interpretations of questions. Listen
very carefully to the question, and answer it. This sounds obvious,
but people do have a bad habit of assuming that the interviewer is
wanting to hear a whole lot of other things. Just stick to the question.
If interviewers have other questions, there’s a good chance they’ll
ask them.
Some answers can be as short as one word; others may run into
many sentences. It all depends on the question and the circumstances.
Here are some helpful guidelines on keeping your answers within
acceptable parameters.
Let’s make some reasonable assumptions. Say your interview will
run for 40 minutes. Take away five minutes for settling and the
exchange of pleasantries. That leaves you about 35 minutes. (It never
hurts to ask how long the interview will run, but ask before the
interview, not at the actual interview, lest you give the impression
that you’re in a hurry to be somewhere else.) Now, let’s say the job
contains ten main duties and requirements and that the interviewer
has prepared two questions per primary duty/requirement.
That means you have to answer, at a minimum, twenty questions within
35 minutes, which means you’ll have a little under two minutes per
question. This does not mean that you set your timer at one minute
and fifty seconds for every question—it simply means that it is
reasonable to assume the interviewers have left a little less than two
minutes to get through their primary questions.
However, it is also reasonable to assume that the interviewer
may want to spend more time on particular questions. If you’ve
done your homework, there’s a good chance that you’ll know
beforehand which questions the interviewers will wish to spend a
little extra time on. If not, it’s up to you to be as alert as possible
during the interview. Look out for any clues (such as body language
and tone of voice) that may indicate the interviewer is placing extra
importance on particular questions. The point is that it’s OK to
spend a little extra time on these sorts of questions.
Avoid subjective or liberal interpretations of questions. Listen
very carefully to the question, and answer it. This sounds obvious,
but people do have a bad habit of assuming that the interviewer is
wanting to hear a whole lot of other things. Just stick to the question.
If interviewers have other questions, there’s a good chance they’ll
ask them.
Tuesday, December 23, 2008
What and how
What you did and how you did it
The second column (step 2) contains the core of your answers,
including the obstacles you overcame to satisfy the duties or
requirements listed in step 1. When filling out this column, avoid
writing broad-ranging or general answers, though this may not
always be possible. The idea is to break up the duty or requirement
listed in step 1 into its primary tasks or components. It helps if you
ask yourself the following question: In order to complete the duty
or requirement in step 1, what individual actions did I take, including
any actions I took to overcome obstacles? Then list these in a logical
sequence.
Avoid rushing through this step, especially if it has been a while
since you’ve performed a particular duty. A good idea is to write all
the things you can think of and then reduce the list down to the
key points. Include specific examples.
Be careful not to over-elaborate when filling out the second
column. Doing so can inadvertently lead to answers containing far
too much detail. Given that many interviewees feel they have to
show off their hard-earned knowledge, it is easy to go overboard in
step 2. But, in the vast majority of cases, you are not required to
cover every contingency when answering a question. Try to avoid
talking for longer than you should, thus boring the interviewer. Most
interviewers are able to draw sensible inferences from the main points
in your answer. If they want more information, they’ll ask for it.
If you do have lots of great information that you absolutely feel
cannot be left out, then go ahead and list them in the second column,
but be selective about what you use at the interview. Only choose
the most relevant points. You can leave your other points for other
questions or, if there are no follow-up questions, pat yourself on
the back for being thorough in your preparation.
Not providing exhaustive answers at an interview makes a lot
of sense when you factor in the importance of rapport-building
during the course of an interview. Remember: building rapport with
the interviewer is the most important thing you can do at an interview
and talking too much works against that all-important goal.
The second column (step 2) contains the core of your answers,
including the obstacles you overcame to satisfy the duties or
requirements listed in step 1. When filling out this column, avoid
writing broad-ranging or general answers, though this may not
always be possible. The idea is to break up the duty or requirement
listed in step 1 into its primary tasks or components. It helps if you
ask yourself the following question: In order to complete the duty
or requirement in step 1, what individual actions did I take, including
any actions I took to overcome obstacles? Then list these in a logical
sequence.
Avoid rushing through this step, especially if it has been a while
since you’ve performed a particular duty. A good idea is to write all
the things you can think of and then reduce the list down to the
key points. Include specific examples.
Be careful not to over-elaborate when filling out the second
column. Doing so can inadvertently lead to answers containing far
too much detail. Given that many interviewees feel they have to
show off their hard-earned knowledge, it is easy to go overboard in
step 2. But, in the vast majority of cases, you are not required to
cover every contingency when answering a question. Try to avoid
talking for longer than you should, thus boring the interviewer. Most
interviewers are able to draw sensible inferences from the main points
in your answer. If they want more information, they’ll ask for it.
If you do have lots of great information that you absolutely feel
cannot be left out, then go ahead and list them in the second column,
but be selective about what you use at the interview. Only choose
the most relevant points. You can leave your other points for other
questions or, if there are no follow-up questions, pat yourself on
the back for being thorough in your preparation.
Not providing exhaustive answers at an interview makes a lot
of sense when you factor in the importance of rapport-building
during the course of an interview. Remember: building rapport with
the interviewer is the most important thing you can do at an interview
and talking too much works against that all-important goal.
Monday, December 22, 2008
Finding out
Finding out as much about the job as possible
The first thing you need to do is take a very close look at the duties
and requirements of the job you’re applying for. It is these duties and
requirements that will form the basis of your answers. There are
several ways of collecting this sort of information:
• scrutinising the job advertisement;
• accessing a duty statement—if there is one;
• contacting the employer or recruitment agent to clarify the main
responsibilities of the job.
In an ideal world, you would have access to a detailed job
advertisement, an up-to-date duty statement and an employer happy
to discuss the main responsibilities of the job. Unfortunately, all too
often the reality is that job ads are thinly worded, duty statements
are non-existent and employers do not have time to return your
calls. However, it is critical that you find out as much about the job
as possible before sitting down and thinking about your answers.
The best source of information is either the employer or the
recruitment agent. Job ads and duty statements are useful (sometimes
they’re all that you will have); however, duty statements can often
be out of date and job ads can lack sufficient information.
Talking to the right people can provide you with insights that
often cannot be picked up from the written word.
You might find out, for example, that the position you’re applying for was made
vacant because the previous incumbent had poor interpersonal
communication skills and became aggressive when anyone expressed
a differing opinion. In such a case, it is likely that the employer will
be looking for a replacement with excellent interpersonal
communication and team player skills. You’d have a far better chance
of winning the job if you had accessed this information before the
interview and taken the time to prepare your answers.
Talking to an employer to find out more
If you’re able to talk to the employer, be sure you’ve got your questions
prepared. The last thing you want to do is waste their time by
stumbling through poorly thought-out questions. If the employer
does not return your call, do not throw in the towel. Often the
person who answers the phone can be an invaluable source of
information—especially in small to medium sized enterprises. There’s
a good chance that they know a great deal about the position, or
they might know someone else who does and is willing to talk to
you. Here are some useful rules when talking to an employer before
the interview:
• Avoid small talk and get straight to the point. Small talk will be
seen as sucking up—which, of course, it is!
• Avoid asking too many questions—just ask the important ones,
unless the employer has made it obvious that they’ve got lots
of time on their hands and is willing to talk to you.
• Never ask frivolous questions—those that can be answered from
the advertisement or that a good applicant would be expected
to know the answers to.
• Where necessary, provide a succinct reason why you’re asking
the question—the employer may not understand the significance
of the question and could draw the wrong conclusions.
• Thank them for their time and tell them you’re looking forward
to the interview.
A quick word about duty statements
Duty statements are simply a summary of the main duties of a job.
Whilst they’re a great source of information, they can be out of
date. So, if you’ve been sent one, make the effort to find out whether
the information on it is still valid. Checking on a duty statement
can represent a great opportunity to contact the employer and ask
a few questions. Unfortunately, duty statements are usually the
preserve of large organisations. Smaller companies generally lack
the resources to write them.
Gleaning information from a job advertisement
When you scrutinise the job advertisement, make a list of all the
duties/requirements associated with the position. The idea is to try
to read between the lines as much as possible. The more duties and
requirements you come up with, the more thorough your preparation
will be, which will lessen the chances of being caught unprepared
at the interview.
The first thing you need to do is take a very close look at the duties
and requirements of the job you’re applying for. It is these duties and
requirements that will form the basis of your answers. There are
several ways of collecting this sort of information:
• scrutinising the job advertisement;
• accessing a duty statement—if there is one;
• contacting the employer or recruitment agent to clarify the main
responsibilities of the job.
In an ideal world, you would have access to a detailed job
advertisement, an up-to-date duty statement and an employer happy
to discuss the main responsibilities of the job. Unfortunately, all too
often the reality is that job ads are thinly worded, duty statements
are non-existent and employers do not have time to return your
calls. However, it is critical that you find out as much about the job
as possible before sitting down and thinking about your answers.
The best source of information is either the employer or the
recruitment agent. Job ads and duty statements are useful (sometimes
they’re all that you will have); however, duty statements can often
be out of date and job ads can lack sufficient information.
Talking to the right people can provide you with insights that
often cannot be picked up from the written word.
You might find out, for example, that the position you’re applying for was made
vacant because the previous incumbent had poor interpersonal
communication skills and became aggressive when anyone expressed
a differing opinion. In such a case, it is likely that the employer will
be looking for a replacement with excellent interpersonal
communication and team player skills. You’d have a far better chance
of winning the job if you had accessed this information before the
interview and taken the time to prepare your answers.
Talking to an employer to find out more
If you’re able to talk to the employer, be sure you’ve got your questions
prepared. The last thing you want to do is waste their time by
stumbling through poorly thought-out questions. If the employer
does not return your call, do not throw in the towel. Often the
person who answers the phone can be an invaluable source of
information—especially in small to medium sized enterprises. There’s
a good chance that they know a great deal about the position, or
they might know someone else who does and is willing to talk to
you. Here are some useful rules when talking to an employer before
the interview:
• Avoid small talk and get straight to the point. Small talk will be
seen as sucking up—which, of course, it is!
• Avoid asking too many questions—just ask the important ones,
unless the employer has made it obvious that they’ve got lots
of time on their hands and is willing to talk to you.
• Never ask frivolous questions—those that can be answered from
the advertisement or that a good applicant would be expected
to know the answers to.
• Where necessary, provide a succinct reason why you’re asking
the question—the employer may not understand the significance
of the question and could draw the wrong conclusions.
• Thank them for their time and tell them you’re looking forward
to the interview.
A quick word about duty statements
Duty statements are simply a summary of the main duties of a job.
Whilst they’re a great source of information, they can be out of
date. So, if you’ve been sent one, make the effort to find out whether
the information on it is still valid. Checking on a duty statement
can represent a great opportunity to contact the employer and ask
a few questions. Unfortunately, duty statements are usually the
preserve of large organisations. Smaller companies generally lack
the resources to write them.
Gleaning information from a job advertisement
When you scrutinise the job advertisement, make a list of all the
duties/requirements associated with the position. The idea is to try
to read between the lines as much as possible. The more duties and
requirements you come up with, the more thorough your preparation
will be, which will lessen the chances of being caught unprepared
at the interview.
Sunday, December 21, 2008
Can you do the job?
Before an employer decides to give someone a job, they need to be
convinced that the person can either do the job properly or learn
it quickly. It comes as no surprise to learn therefore that ‘Can you
do the job?’ questions are the most common. They’re also the ones
people spend most time preparing for.
‘Can you do the job?’ questions are those that directly or indirectly
seek to ascertain your ability to perform the duties inherent in a
job. They include questions that seek to clarify your:
• skills;
• knowledge;
• experience;
• key achievements;
• potential performance.
Examples of ‘Can you do the job?’ questions include:
• Can you give us an example of a time you had to communicate
something that was complex and controversial? How did you
go about it?
• Tell us about one of your key achievements?
• An irate client rings and gives you a blast over the phone. How
do you handle it?
• What do you think you can bring to this position?
• Can you give us an example of a project that you had to plan
and organise? What steps did you take?
• How would you describe yourself? (At first glance this may not
strike you as a ‘Can you do the job?’ question, but effective interviewees
always look for ways to highlight their skills.)
• What would you say makes an effective manager of people?
• Why should we employ you?
• What do you regard as your greatest strength?
• The most important duty in your job will be to look after the x,
y and z. Tell us how you intend going about it.
convinced that the person can either do the job properly or learn
it quickly. It comes as no surprise to learn therefore that ‘Can you
do the job?’ questions are the most common. They’re also the ones
people spend most time preparing for.
‘Can you do the job?’ questions are those that directly or indirectly
seek to ascertain your ability to perform the duties inherent in a
job. They include questions that seek to clarify your:
• skills;
• knowledge;
• experience;
• key achievements;
• potential performance.
Examples of ‘Can you do the job?’ questions include:
• Can you give us an example of a time you had to communicate
something that was complex and controversial? How did you
go about it?
• Tell us about one of your key achievements?
• An irate client rings and gives you a blast over the phone. How
do you handle it?
• What do you think you can bring to this position?
• Can you give us an example of a project that you had to plan
and organise? What steps did you take?
• How would you describe yourself? (At first glance this may not
strike you as a ‘Can you do the job?’ question, but effective interviewees
always look for ways to highlight their skills.)
• What would you say makes an effective manager of people?
• Why should we employ you?
• What do you regard as your greatest strength?
• The most important duty in your job will be to look after the x,
y and z. Tell us how you intend going about it.
Saturday, December 20, 2008
Suggested activity
Suggested activity: Neurolinguistic programming
Based on neurolinguistic programming (NLP), this exercise is designed
to influence how you feel. People often quit because they associate
negative feelings with what they’re doing. People who persevere
have the power to feel good about their actions no matter how
tedious or unconstructive these actions may seem to others. If you
can make yourself feel good about the process of improving your
interview skills, then there’s a good chance that quitting will be the
last thing on your mind. Next time you feel like quitting, you might
like to find a quiet spot and take the following steps:
convincing them you’re right for the job
• Close your eyes and imagine yourself performing extremely well
in an interview. Take your time to view this picture in as much
detail as you can. Picture the faces of the enthusiastic interviewers,
noticing how attentive they are and how impressed they are
with your responses. Immerse yourself in the experience. Pay
attention to the details, including sounds, smells, colours,
temperature, and so on. Above all, capture the feeling of being
successful. Do not hold yourself back. The better you make
yourself feel, the more powerful the exercise will be.
• Keep on repeating this exercise until you capture that feeling of
excitement. You may be able to generate greater excitement by
picturing yourself in your new job. Imagine how good it is going
to feel winning a great job. Imagine getting that all important
phone call informing you of your success. Picture yourself in the
position doing all those things you’ve dreamt of doing. The key to
this exercise is to generate the great feeling that goes with succeeding
at an interview. Your only limitation is your imagination.
• Once you’ve captured that feeling, the next step is to recreate it
when you need it—in other words, when you feel like quitting.
An effective way of recreating the feeling of excitement is by
installing what NLP refers to as an anchor. An anchor is a stimulus
that triggers the desired feelings when you want them. An anchor
can be something you do, say or imagine. Action anchors usually
work best. For example, you might cross your fingers or jump
up in the air or pull your ears. It doesn’t matter what it is, as
long as you can do it easily when you want to and trigger the
desired feelings. Every time you’re afflicted with the scourge of
quitting, use your anchor and let your ability to influence your
feelings do the rest.
Based on neurolinguistic programming (NLP), this exercise is designed
to influence how you feel. People often quit because they associate
negative feelings with what they’re doing. People who persevere
have the power to feel good about their actions no matter how
tedious or unconstructive these actions may seem to others. If you
can make yourself feel good about the process of improving your
interview skills, then there’s a good chance that quitting will be the
last thing on your mind. Next time you feel like quitting, you might
like to find a quiet spot and take the following steps:
convincing them you’re right for the job
• Close your eyes and imagine yourself performing extremely well
in an interview. Take your time to view this picture in as much
detail as you can. Picture the faces of the enthusiastic interviewers,
noticing how attentive they are and how impressed they are
with your responses. Immerse yourself in the experience. Pay
attention to the details, including sounds, smells, colours,
temperature, and so on. Above all, capture the feeling of being
successful. Do not hold yourself back. The better you make
yourself feel, the more powerful the exercise will be.
• Keep on repeating this exercise until you capture that feeling of
excitement. You may be able to generate greater excitement by
picturing yourself in your new job. Imagine how good it is going
to feel winning a great job. Imagine getting that all important
phone call informing you of your success. Picture yourself in the
position doing all those things you’ve dreamt of doing. The key to
this exercise is to generate the great feeling that goes with succeeding
at an interview. Your only limitation is your imagination.
• Once you’ve captured that feeling, the next step is to recreate it
when you need it—in other words, when you feel like quitting.
An effective way of recreating the feeling of excitement is by
installing what NLP refers to as an anchor. An anchor is a stimulus
that triggers the desired feelings when you want them. An anchor
can be something you do, say or imagine. Action anchors usually
work best. For example, you might cross your fingers or jump
up in the air or pull your ears. It doesn’t matter what it is, as
long as you can do it easily when you want to and trigger the
desired feelings. Every time you’re afflicted with the scourge of
quitting, use your anchor and let your ability to influence your
feelings do the rest.
Friday, December 19, 2008
Perseverance
The worst thing you can do when setting out to improve your
interview performance is give up because it all seems too hard.
Quitters invariably get nowhere. They certainly don’t land great jobs
and build great careers. On the other hand, people who persevere
very often gain valuable insights simply because they have the
stamina to stick it out.
18 interview skills that win the job
The people we admire most are often those who face seemingly
insurmountable obstacles yet instead of quitting, quietly resolve to
overcome them. On the other side of the coin, the people we generally
least respect are those who are forever starting things without
finishing them. They tend to be the same people who make grandiose
claims but end up delivering little or nothing. One common
characteristic that chronic quitters tend to have is low self-esteem—
they don’t really believe in themselves. And if you don’t believe in
yourself, others usually don’t believe in you either—not a great place
to be when you’re trying to convince interviewers to believe in your
abilities. These are the people who are often heard saying things
such as: ‘That’s too hard’, ‘I can’t learn that’, ‘What will others
think’, etc. They also tend to be the people who are always
complaining about things but never seem to take any action to
correct them because there’s always an excuse.
You don’t have to be a chronic quitter or burdened with low
self-esteem to give up on working on your interview skills—there
could be any number of other reasons. However, if you’re reading
this book there’s a good chance that improving your interview skills
is an important priority in your life, and therefore should not be
let go easily. If you feel you might be one of those people who is
standing on the precipice of quitting, here is a little exercise that
can assist you to take a step or two back from the edge.
interview performance is give up because it all seems too hard.
Quitters invariably get nowhere. They certainly don’t land great jobs
and build great careers. On the other hand, people who persevere
very often gain valuable insights simply because they have the
stamina to stick it out.
18 interview skills that win the job
The people we admire most are often those who face seemingly
insurmountable obstacles yet instead of quitting, quietly resolve to
overcome them. On the other side of the coin, the people we generally
least respect are those who are forever starting things without
finishing them. They tend to be the same people who make grandiose
claims but end up delivering little or nothing. One common
characteristic that chronic quitters tend to have is low self-esteem—
they don’t really believe in themselves. And if you don’t believe in
yourself, others usually don’t believe in you either—not a great place
to be when you’re trying to convince interviewers to believe in your
abilities. These are the people who are often heard saying things
such as: ‘That’s too hard’, ‘I can’t learn that’, ‘What will others
think’, etc. They also tend to be the people who are always
complaining about things but never seem to take any action to
correct them because there’s always an excuse.
You don’t have to be a chronic quitter or burdened with low
self-esteem to give up on working on your interview skills—there
could be any number of other reasons. However, if you’re reading
this book there’s a good chance that improving your interview skills
is an important priority in your life, and therefore should not be
let go easily. If you feel you might be one of those people who is
standing on the precipice of quitting, here is a little exercise that
can assist you to take a step or two back from the edge.
Thursday, December 18, 2008
Practice
The third aspect of convincing an interviewer that you’re the best
person for the job is practice. Unfortunately, there are no shortcuts
to developing great interview skills. Once you’ve prepared your
answers, you need to sit down and practise them as much as you
can. The more you practise, the better you’ll be. As the old saying
goes, ‘success is one part talent and nine parts perseverance’. How
you practise is up to you. Do it in front of the mirror, sitting on
your couch, pacing your room or while driving your car—but avoid
practising in front of your boss!
Practising your answers aloud
It is important to practise your answers aloud, rather than just
mentally rehearsing them. That’s because the human brain
distinguishes between talking and thinking and you need to stimulate
the talking part of your brain. Thinking your answers at an interview
will get you nowhere, unless the interviewer is a mind reader.
Get some feedback
Ideally, you should do your practising at real interviews. The more
interviews you attend, the better—even if you have to attend interviews
for jobs that you’re not really interested in. After the
interview—assuming you’re not the winning candidate—ring back
the interviewer and ask for feedback on your performance. Some
interviewers are happy to provide this feedback; however, many
prefer not to because they find it threatening and a waste of their
time. These people will either avoid you altogether or provide you
with such watered-down feedback that it will be virtually useless.
convincing them you’re right for the job 17
In some instances you may not be able to resolve this problem;
however, you can increase your chances of getting honest feedback
by making interviewers feel as comfortable as possible. You can do
this by a) assuring them that you only want five minutes of their
time; and b) telling them that the only reason you’re seeking feedback
is to improve future interview performance.
Mock interviews
If you cannot get yourself to as many interviews as you would like,
it’s a good idea to set up mock interviews with someone you can
work with. The more closely you can simulate a real-life situation,
more benefit you will derive. An effective way to conduct mock
interviews is to get into role and stay in it for the entire interview.
No distractions, no small talk and especially no starting again. If
possible, avoid providing the questions to your helpers—let them
come up with their own. If your helpers are not in a position to do
this, give them lots of questions and ask them to choose the ones
they want. The important thing for you is to get yourself used to
answering unexpected questions. Furthermore, if you feel your helper
can provide you with honest feedback on your performance, do not
shy away from asking. You never know what you may learn. Often
it’s the small things that make a big difference. But be on your guard
for overly positive feedback. Chances are that your helper will be a
friend, and friends are well known for avoiding negatives.
person for the job is practice. Unfortunately, there are no shortcuts
to developing great interview skills. Once you’ve prepared your
answers, you need to sit down and practise them as much as you
can. The more you practise, the better you’ll be. As the old saying
goes, ‘success is one part talent and nine parts perseverance’. How
you practise is up to you. Do it in front of the mirror, sitting on
your couch, pacing your room or while driving your car—but avoid
practising in front of your boss!
Practising your answers aloud
It is important to practise your answers aloud, rather than just
mentally rehearsing them. That’s because the human brain
distinguishes between talking and thinking and you need to stimulate
the talking part of your brain. Thinking your answers at an interview
will get you nowhere, unless the interviewer is a mind reader.
Get some feedback
Ideally, you should do your practising at real interviews. The more
interviews you attend, the better—even if you have to attend interviews
for jobs that you’re not really interested in. After the
interview—assuming you’re not the winning candidate—ring back
the interviewer and ask for feedback on your performance. Some
interviewers are happy to provide this feedback; however, many
prefer not to because they find it threatening and a waste of their
time. These people will either avoid you altogether or provide you
with such watered-down feedback that it will be virtually useless.
convincing them you’re right for the job 17
In some instances you may not be able to resolve this problem;
however, you can increase your chances of getting honest feedback
by making interviewers feel as comfortable as possible. You can do
this by a) assuring them that you only want five minutes of their
time; and b) telling them that the only reason you’re seeking feedback
is to improve future interview performance.
Mock interviews
If you cannot get yourself to as many interviews as you would like,
it’s a good idea to set up mock interviews with someone you can
work with. The more closely you can simulate a real-life situation,
more benefit you will derive. An effective way to conduct mock
interviews is to get into role and stay in it for the entire interview.
No distractions, no small talk and especially no starting again. If
possible, avoid providing the questions to your helpers—let them
come up with their own. If your helpers are not in a position to do
this, give them lots of questions and ask them to choose the ones
they want. The important thing for you is to get yourself used to
answering unexpected questions. Furthermore, if you feel your helper
can provide you with honest feedback on your performance, do not
shy away from asking. You never know what you may learn. Often
it’s the small things that make a big difference. But be on your guard
for overly positive feedback. Chances are that your helper will be a
friend, and friends are well known for avoiding negatives.
Wednesday, December 17, 2008
things important to interviewers
Knowing the things that are important to interviewers
One of the keys to knowing what to prepare lies in understanding
the needs of the interviewer. Once you know the things that are
important to interviewers, interview preparation suddenly becomes
a lot clearer and a lot more manageable.
The vast majority of interviewers—whether or not they realise
it—want to hear three things from you. In fact, nearly all good
interview questions boil down to these three key generic questions:
• Can you do the job? In other words, do you have the skills,
knowledge, experience or potential to perform well in the job?
Most interviewers will spend the majority of the interview probing
you on this question. They’ll want to know what you’ve done,
how you did it and what the outcomes were. In the event you
convincing them you’re right for the job 15
have not performed a particular duty, they will try to ascertain
your potential to do the job.
• Are you the sort of person they can work with? Another way of stating
this question is: Will you fit into the existing culture of the
organisation? Or, in the case of small organisations: Will you get
on with the boss? Whilst interviewers generally spend a lot less
time on this question, it is nevertheless a vitally important one—
that’s because no one wants to work with someone they don’t
like, even if they can do the job.
• How motivated are you? In other words, what energy levels and
drive do you bring to the position? You may not even be asked
a question about your motivation levels, but you fail to address
it at your peril. As we all know, highly motivated employees are
keenly sought after by employers—with good reason.
There are two significant benefits in knowing that interviewers are
keenly interested in these three generic questions, and that the vast
majority of questions they can ask fall under one or more of these
categories. First, it guides you in the preparation of your answers (a
large part of this book is based on answering these three key
questions). Rather than spending lots of time wading through
randomly selected questions in the hope that you will have prepared
the right answers, an understanding of the significance of the three
key generic questions provides a direction and platform for your
preparation. In short, you are able to plan your preparation around
the following issues:
• your skills, knowledge and experience—can you do the job? (see
Chapters 3, 4 and 5);
• your personal attributes—are you the sort of person they can work
with? (see Chapter 6);
• your motivation levels (see Chapter 7).
Second, it provides a useful way to deal with questions at the actual
interview. By sorting interview questions into one or more of the
three generic question categories, your answers will gain added
structure and a clearer direction simply because you know what the
16 interview skills that win the job
underlying purpose of the questions is. By learning how to recognise
the real intent of a question, you minimise your chances of giving
the wrong answer and/or waffling.
One of the keys to knowing what to prepare lies in understanding
the needs of the interviewer. Once you know the things that are
important to interviewers, interview preparation suddenly becomes
a lot clearer and a lot more manageable.
The vast majority of interviewers—whether or not they realise
it—want to hear three things from you. In fact, nearly all good
interview questions boil down to these three key generic questions:
• Can you do the job? In other words, do you have the skills,
knowledge, experience or potential to perform well in the job?
Most interviewers will spend the majority of the interview probing
you on this question. They’ll want to know what you’ve done,
how you did it and what the outcomes were. In the event you
convincing them you’re right for the job 15
have not performed a particular duty, they will try to ascertain
your potential to do the job.
• Are you the sort of person they can work with? Another way of stating
this question is: Will you fit into the existing culture of the
organisation? Or, in the case of small organisations: Will you get
on with the boss? Whilst interviewers generally spend a lot less
time on this question, it is nevertheless a vitally important one—
that’s because no one wants to work with someone they don’t
like, even if they can do the job.
• How motivated are you? In other words, what energy levels and
drive do you bring to the position? You may not even be asked
a question about your motivation levels, but you fail to address
it at your peril. As we all know, highly motivated employees are
keenly sought after by employers—with good reason.
There are two significant benefits in knowing that interviewers are
keenly interested in these three generic questions, and that the vast
majority of questions they can ask fall under one or more of these
categories. First, it guides you in the preparation of your answers (a
large part of this book is based on answering these three key
questions). Rather than spending lots of time wading through
randomly selected questions in the hope that you will have prepared
the right answers, an understanding of the significance of the three
key generic questions provides a direction and platform for your
preparation. In short, you are able to plan your preparation around
the following issues:
• your skills, knowledge and experience—can you do the job? (see
Chapters 3, 4 and 5);
• your personal attributes—are you the sort of person they can work
with? (see Chapter 6);
• your motivation levels (see Chapter 7).
Second, it provides a useful way to deal with questions at the actual
interview. By sorting interview questions into one or more of the
three generic question categories, your answers will gain added
structure and a clearer direction simply because you know what the
16 interview skills that win the job
underlying purpose of the questions is. By learning how to recognise
the real intent of a question, you minimise your chances of giving
the wrong answer and/or waffling.
Tuesday, December 16, 2008
Correct preparation
How well you perform at an interview will largely depend on how
well you have prepared for it. Failure to correctly prepare almost
certainly means you will not perform at your best. In some cases,
it will mean performing quite badly, which may contribute to the
erosion of your confidence.
Even if you’re lucky enough to be the favoured candidate, and
are almost certain to win the position by just turning up, you should
still take the time to prepare because the better you perform, the
greater the likelihood that you will negotiate a better salary—and
often the difference in money can be substantial.
We’ve all heard people boast that they’ve never prepared for an
interview in their lives and have done all right. Whilst this boast
may not be an idle one, closer inspection will usually reveal that
these people were:
• lucky—that is, in the right place at the right time;
• well connected;
• working in a favourable labour market where there was a huge
demand for employees coupled with low supply;
• applying for jobs well within their comfort zone—that is, not
stretching themselves to improve their position; or
convincing them you’re right for the job 13
• applying for jobs internally and competing mainly against
external candidates.
The case for preparation
The argument for interview preparation becomes compelling when
you give some thought to the basic nature of interviews. Not only
are you expected to sell yourself in a competitive environment, but
you’re also expected to compress large and often complex pieces of
information into neat and highly articulate answers that avoid any
negative connotations and contain the information the interviewer
wants to hear. It’s no wonder people’s stress levels increase. But it
doesn’t end there. There are three additional reasons that make the
case for interview preparation even more compelling:
• Interviews are rare events, thus making them unfamiliar and
awkward.
• Many people find it very difficult to sell themselves at interviews
because they’ve been conditioned by family and society not to
blow their own trumpet. Making simple statements such as ‘I am
very good at selling xyz’ can be quite an obstacle to overcome.
• In most interviews, coming second isn’t good enough. It’s not
just a matter of performing well; it’s also a matter of beating
everyone else.
It is unimaginable that you would fail to prepare for an event that
is infrequent, competitive and requires behaviours not normally
used. Yet that is exactly what people do when they walk into an
interview without preparation.
What is incorrect preparation?
Incorrect preparation is any preparation that will not optimise your
performance at an interview. Rote-learning generic answers that
someone else has prepared has limited value. At best, they can give
you an insight into what may constitute a good answer; at worst,
they simply lead you astray. It is important to understand that, in
14 interview skills that win the job
the vast majority of cases, there’s no such thing as a single answer
to a question. What may constitute a great answer for one employer
may be viewed as quite ordinary by another. One of the worst things
you can do is learn other people’s responses off by heart and repeat
them at an interview. Repeating other people’s so-called great answers
can make you sound disingenuous and make you look a bit ridiculous
when asked a probing follow up question. It makes a lot more sense
to prepare your own answers.
Advantages of preparation
Taking the time to correctly prepare for an interview will:
• improve your confidence levels;
• assist you in answering questions succinctly, as opposed to taking
forever to make a simple point;
• help you know what to say and how to say it;
• assist you in handling difficult questions;
• help you avoid saying things that will make a negative impression;
• improve your rapport-building skills.
well you have prepared for it. Failure to correctly prepare almost
certainly means you will not perform at your best. In some cases,
it will mean performing quite badly, which may contribute to the
erosion of your confidence.
Even if you’re lucky enough to be the favoured candidate, and
are almost certain to win the position by just turning up, you should
still take the time to prepare because the better you perform, the
greater the likelihood that you will negotiate a better salary—and
often the difference in money can be substantial.
We’ve all heard people boast that they’ve never prepared for an
interview in their lives and have done all right. Whilst this boast
may not be an idle one, closer inspection will usually reveal that
these people were:
• lucky—that is, in the right place at the right time;
• well connected;
• working in a favourable labour market where there was a huge
demand for employees coupled with low supply;
• applying for jobs well within their comfort zone—that is, not
stretching themselves to improve their position; or
convincing them you’re right for the job 13
• applying for jobs internally and competing mainly against
external candidates.
The case for preparation
The argument for interview preparation becomes compelling when
you give some thought to the basic nature of interviews. Not only
are you expected to sell yourself in a competitive environment, but
you’re also expected to compress large and often complex pieces of
information into neat and highly articulate answers that avoid any
negative connotations and contain the information the interviewer
wants to hear. It’s no wonder people’s stress levels increase. But it
doesn’t end there. There are three additional reasons that make the
case for interview preparation even more compelling:
• Interviews are rare events, thus making them unfamiliar and
awkward.
• Many people find it very difficult to sell themselves at interviews
because they’ve been conditioned by family and society not to
blow their own trumpet. Making simple statements such as ‘I am
very good at selling xyz’ can be quite an obstacle to overcome.
• In most interviews, coming second isn’t good enough. It’s not
just a matter of performing well; it’s also a matter of beating
everyone else.
It is unimaginable that you would fail to prepare for an event that
is infrequent, competitive and requires behaviours not normally
used. Yet that is exactly what people do when they walk into an
interview without preparation.
What is incorrect preparation?
Incorrect preparation is any preparation that will not optimise your
performance at an interview. Rote-learning generic answers that
someone else has prepared has limited value. At best, they can give
you an insight into what may constitute a good answer; at worst,
they simply lead you astray. It is important to understand that, in
14 interview skills that win the job
the vast majority of cases, there’s no such thing as a single answer
to a question. What may constitute a great answer for one employer
may be viewed as quite ordinary by another. One of the worst things
you can do is learn other people’s responses off by heart and repeat
them at an interview. Repeating other people’s so-called great answers
can make you sound disingenuous and make you look a bit ridiculous
when asked a probing follow up question. It makes a lot more sense
to prepare your own answers.
Advantages of preparation
Taking the time to correctly prepare for an interview will:
• improve your confidence levels;
• assist you in answering questions succinctly, as opposed to taking
forever to make a simple point;
• help you know what to say and how to say it;
• assist you in handling difficult questions;
• help you avoid saying things that will make a negative impression;
• improve your rapport-building skills.
Monday, December 15, 2008
Common interview mistakes
All of us have made mistakes during interviews, and most of us have
walked out of interviews thinking of all the great things we forgot
to mention and all the things we shouldn’t have said. But the most
important thing about mistakes is learning from them—and not
repeating them. Here are some common interview mistakes:
• Failing to express oneself clearly. Often, because of anxiety and
wanting to say things perfectly, we try too hard and turn what
should be simple sentences into convoluted nonsense. Simple
language is always the most effective. Avoid trying to sound
knowledgeable by using jargon or complex sentences.
• Not being aware of one’s body language. Many interviewees succeed
in alienating the interviewer because they pay little or no
attention to their body language. Body language is an extremely
powerful communicator, and failing to use it effectively will
almost certainly put you at a significant disadvantage. Eye contact,
sitting position and facial expressions are all very important
aspects of interviewing, and need to be thought through before
the interview.
• Failing to control those nerves. Sometimes people allow their nerves
to get so out of control that they fail to establish rapport and
even forget their answers. Feeling anxious before and during an
interview is common. In fact, a touch of nerves can be a good
thing. But there is no need to be the victim of debilitating nerves.
As you read through this book, you’ll gradually learn how to
lessen your anxiety.
• Failing to give appropriate examples. Failing to give examples, or
giving inappropriate examples, will spell disaster. Before the
interview, it is important to think of relevant examples of what
you’ve achieved and how you went about realising those
achievements. Saying that you achieved something without
being able to back it up with specific examples will only get you
a rejection letter. Your examples need to be easy to understand,
follow a logical sequence and be relevant to the needs of the
employer. None of this happens without preparation.
• Trying too hard to please the interviewer. Whilst building rapport
and trust during the interview is critical, few interviewers appreciate
interviewees going overboard with their behaviour.
Obsequious behaviours are generally seen as a form of deceit and
carry little weight—in fact, they can undermine your efforts to
create trust.
walked out of interviews thinking of all the great things we forgot
to mention and all the things we shouldn’t have said. But the most
important thing about mistakes is learning from them—and not
repeating them. Here are some common interview mistakes:
• Failing to express oneself clearly. Often, because of anxiety and
wanting to say things perfectly, we try too hard and turn what
should be simple sentences into convoluted nonsense. Simple
language is always the most effective. Avoid trying to sound
knowledgeable by using jargon or complex sentences.
• Not being aware of one’s body language. Many interviewees succeed
in alienating the interviewer because they pay little or no
attention to their body language. Body language is an extremely
powerful communicator, and failing to use it effectively will
almost certainly put you at a significant disadvantage. Eye contact,
sitting position and facial expressions are all very important
aspects of interviewing, and need to be thought through before
the interview.
• Failing to control those nerves. Sometimes people allow their nerves
to get so out of control that they fail to establish rapport and
even forget their answers. Feeling anxious before and during an
interview is common. In fact, a touch of nerves can be a good
thing. But there is no need to be the victim of debilitating nerves.
As you read through this book, you’ll gradually learn how to
lessen your anxiety.
• Failing to give appropriate examples. Failing to give examples, or
giving inappropriate examples, will spell disaster. Before the
interview, it is important to think of relevant examples of what
you’ve achieved and how you went about realising those
achievements. Saying that you achieved something without
being able to back it up with specific examples will only get you
a rejection letter. Your examples need to be easy to understand,
follow a logical sequence and be relevant to the needs of the
employer. None of this happens without preparation.
• Trying too hard to please the interviewer. Whilst building rapport
and trust during the interview is critical, few interviewers appreciate
interviewees going overboard with their behaviour.
Obsequious behaviours are generally seen as a form of deceit and
carry little weight—in fact, they can undermine your efforts to
create trust.
Sunday, December 14, 2008
Interview Myth no. 9 & 10
Myth no. 9: Relax and just be yourself
Whilst it is important to be relaxed and show your better side, it is
also very important to understand that interviews are not social
engagements. Most interviews are highly formalised events in which
otherwise innocuous behaviours are deemed unacceptable. In short,
being your usual self could spell disaster (as contradictory as that
may sound). For example, if being yourself means leaning back on
your chair, dressing somewhat shabbily and making jokes, you might
find yourself attending an inordinate number of interviews. Whilst
interviewers like people to be relaxed, they also have definite
expectations about what behaviours are appropriate for an interview—
and you violate these expectations at your peril!
Myth no. 10: Interviewers are looking for flaws
The danger with this myth is that it can easily lead to interviewees
adopting a defensive, perhaps even distrustful, attitude during the
interview. If you believe that the interviewer is assiduously searching
for your flaws, it will more than likely undermine your attempts to
establish that all-important rapport and trust. It may also prevent you
from opening up and giving really good answers. Rest assured that
most interviewers do not prepare their interview questions with a view
to uncovering your flaws.
Questions are mostly prepared with a view 8 interview skills that win the job
to giving the interviewer an overall or holistic insight into what you
have to offer the company. A good interviewer will indeed uncover
areas in which you are not strong, but that is a far cry from thinking
that the interviewer is hell bent on uncovering only your flaws.
It is very important to treat every question as an opportunity to
excel rather than being unnecessarily guarded. It is only by answering
the questions that you can demonstrate how good you are. To treat
questions as objects of suspicion makes no sense at all.
Understanding the myths surrounding interviews gives you a great
start for success. Remember, interviews are no different to other
endeavors in life: the better you understand their underlying nature
the higher the probability you’ll tackle them successfully. An insight
into common interview myths will arm you with the information
you need to prevent you from falling into those disheartening traps.
Just as importantly, a clearer picture of the true nature of interviews
better informs the rest of your preparation and will contribute to
your confidence and performance.
Whilst it is important to be relaxed and show your better side, it is
also very important to understand that interviews are not social
engagements. Most interviews are highly formalised events in which
otherwise innocuous behaviours are deemed unacceptable. In short,
being your usual self could spell disaster (as contradictory as that
may sound). For example, if being yourself means leaning back on
your chair, dressing somewhat shabbily and making jokes, you might
find yourself attending an inordinate number of interviews. Whilst
interviewers like people to be relaxed, they also have definite
expectations about what behaviours are appropriate for an interview—
and you violate these expectations at your peril!
Myth no. 10: Interviewers are looking for flaws
The danger with this myth is that it can easily lead to interviewees
adopting a defensive, perhaps even distrustful, attitude during the
interview. If you believe that the interviewer is assiduously searching
for your flaws, it will more than likely undermine your attempts to
establish that all-important rapport and trust. It may also prevent you
from opening up and giving really good answers. Rest assured that
most interviewers do not prepare their interview questions with a view
to uncovering your flaws.
Questions are mostly prepared with a view 8 interview skills that win the job
to giving the interviewer an overall or holistic insight into what you
have to offer the company. A good interviewer will indeed uncover
areas in which you are not strong, but that is a far cry from thinking
that the interviewer is hell bent on uncovering only your flaws.
It is very important to treat every question as an opportunity to
excel rather than being unnecessarily guarded. It is only by answering
the questions that you can demonstrate how good you are. To treat
questions as objects of suspicion makes no sense at all.
Understanding the myths surrounding interviews gives you a great
start for success. Remember, interviews are no different to other
endeavors in life: the better you understand their underlying nature
the higher the probability you’ll tackle them successfully. An insight
into common interview myths will arm you with the information
you need to prevent you from falling into those disheartening traps.
Just as importantly, a clearer picture of the true nature of interviews
better informs the rest of your preparation and will contribute to
your confidence and performance.
Saturday, December 13, 2008
Interview Myth no. 7 & 8
Myth no. 7: You should try to give the perfect answer
I’ve heard too many people stumble over their words, repeat
themselves and talk in circles because they’re trying to articulate
the perfect answer—or what they think constitutes the perfect answer.
Some people are so obsessed with delivering the perfect answer that
6 interview skills that win the job
they don’t stop until they produce what in their opinion is a wordperfect
response.
Because we can never be entirely sure of what the interviewer
wants to hear, some of us will keep on talking in the hope that we’ll
cover all bases. The problem with this approach is that we end up
talking too much, leading to the interviewer losing concentration—
which, of course, is the last thing you need at an interview. The
reality is that in most cases there is no such thing as the perfect
answer. The lesson here is: it makes a lot of sense to settle for a good
answer that gets to the point rather than meander all over the place
searching for the elusive perfect answer.
Myth no. 8: You must ask questions to demonstrate
your interest and intelligence
Many interviewees are under the mistaken belief that they must ask
questions at the end of the interview. There seems to be a common
belief amongst many interviewees that this makes them sound more
intelligent as well as more interested in the job. This is not true.
Asking questions simply for the sake of doing so won’t improve
your chances of getting a job. It could even make you sound a little
dull—especially if you ask questions about matters that were already
covered during the course of the interview.
Only ask a question if you have a genuine query. Acceptable
questions include those relating directly to the job you’re applying
for, as well as working conditions and company policies on such
things as on pay, leave, and so on. Interviewers never mind answering
questions about such matters, but they do mind answering questions
they perceive to be irrelevant. If you have no questions to ask, simply
say something like: ‘Thankyou, but I have no questions. You’ve been
very thorough during the course of the interview and have covered
all the important matters regarding the job.’ There’s nothing wrong
with including a compliment to the interviewer about their
thoroughness and professionalism—provided it doesn’t go over the
top or sound like grovelling.
interview myths 7
Two further points need to be made about asking questions. First,
avoid asking too many questions. On the whole, interviewers do
not enjoy role reversals. Second, never ask potentially embarrassing
questions. These can include:
• a question relating to a negative incident;
• something that’s not supposed to be in the public domain;
• a difficult question that may stump the interviewer.
The rule of thumb is: if you think a question may cause
embarrassment, err on the side of caution and avoid it.
I’ve heard too many people stumble over their words, repeat
themselves and talk in circles because they’re trying to articulate
the perfect answer—or what they think constitutes the perfect answer.
Some people are so obsessed with delivering the perfect answer that
6 interview skills that win the job
they don’t stop until they produce what in their opinion is a wordperfect
response.
Because we can never be entirely sure of what the interviewer
wants to hear, some of us will keep on talking in the hope that we’ll
cover all bases. The problem with this approach is that we end up
talking too much, leading to the interviewer losing concentration—
which, of course, is the last thing you need at an interview. The
reality is that in most cases there is no such thing as the perfect
answer. The lesson here is: it makes a lot of sense to settle for a good
answer that gets to the point rather than meander all over the place
searching for the elusive perfect answer.
Myth no. 8: You must ask questions to demonstrate
your interest and intelligence
Many interviewees are under the mistaken belief that they must ask
questions at the end of the interview. There seems to be a common
belief amongst many interviewees that this makes them sound more
intelligent as well as more interested in the job. This is not true.
Asking questions simply for the sake of doing so won’t improve
your chances of getting a job. It could even make you sound a little
dull—especially if you ask questions about matters that were already
covered during the course of the interview.
Only ask a question if you have a genuine query. Acceptable
questions include those relating directly to the job you’re applying
for, as well as working conditions and company policies on such
things as on pay, leave, and so on. Interviewers never mind answering
questions about such matters, but they do mind answering questions
they perceive to be irrelevant. If you have no questions to ask, simply
say something like: ‘Thankyou, but I have no questions. You’ve been
very thorough during the course of the interview and have covered
all the important matters regarding the job.’ There’s nothing wrong
with including a compliment to the interviewer about their
thoroughness and professionalism—provided it doesn’t go over the
top or sound like grovelling.
interview myths 7
Two further points need to be made about asking questions. First,
avoid asking too many questions. On the whole, interviewers do
not enjoy role reversals. Second, never ask potentially embarrassing
questions. These can include:
• a question relating to a negative incident;
• something that’s not supposed to be in the public domain;
• a difficult question that may stump the interviewer.
The rule of thumb is: if you think a question may cause
embarrassment, err on the side of caution and avoid it.
Friday, December 12, 2008
Myth no. 5 & 6
Myth no. 5: Good-looking people get the job
I suppose if the job was for a drop-dead gorgeous femme fatale type
in a movie, then good looks would certainly help, but for most other
jobs the way you look is not as big a deal as many people make out.
As we’ve already discussed, there will always be an inexperienced
employer who will hire on the basis of superficial factors, but most
employers are smarter than that. The claim that good-looking people
get the job over plain-looking people makes one seriously flawed
assumption—that employers make a habit of putting someone’s
good looks before the interests of their livelihood. All my experience
interview myths 5
has taught me the contrary. Most businesses find themselves in
highly competitive environments and employers are only too keenly
aware that a poor hiring decision can prove very costly.
This is not to say that appearance and a bright personality are
not important factors at an interview. It is very important that you
dress appropriately and try your best to demonstrate all your friendly
qualities. Good looks are certainly overrated in interviews, but an
appropriate appearance and a friendly personality are not.
Myth no. 6: If you answer the questions better than
the others, you’ll get the job
Being able to articulate good answers in an interview is very important,
and failure to do so will almost certainly mean you don’t get the
job. However, interviews—as we’ve already seen—are much more
than just giving good answers. They’re also about convincing the
interviewer that you will be a nice person to work with. To put it
another way, it doesn’t matter how good your answers are technically,
if the interviewer doesn’t like you there’s not much chance you’ll
get the job (unless your talents are unique, extremely difficult to
find or the interviewer is desperate).
So avoid thinking about interviews just in terms of answering
questions correctly. Interviews are also about establishing rapport
and trust, and whilst there is no fail-safe method in doing this, there
are things you can do (and things you should not do) that will go
a long way towards improving your skills in this all-important area
of interviewing.
I suppose if the job was for a drop-dead gorgeous femme fatale type
in a movie, then good looks would certainly help, but for most other
jobs the way you look is not as big a deal as many people make out.
As we’ve already discussed, there will always be an inexperienced
employer who will hire on the basis of superficial factors, but most
employers are smarter than that. The claim that good-looking people
get the job over plain-looking people makes one seriously flawed
assumption—that employers make a habit of putting someone’s
good looks before the interests of their livelihood. All my experience
interview myths 5
has taught me the contrary. Most businesses find themselves in
highly competitive environments and employers are only too keenly
aware that a poor hiring decision can prove very costly.
This is not to say that appearance and a bright personality are
not important factors at an interview. It is very important that you
dress appropriately and try your best to demonstrate all your friendly
qualities. Good looks are certainly overrated in interviews, but an
appropriate appearance and a friendly personality are not.
Myth no. 6: If you answer the questions better than
the others, you’ll get the job
Being able to articulate good answers in an interview is very important,
and failure to do so will almost certainly mean you don’t get the
job. However, interviews—as we’ve already seen—are much more
than just giving good answers. They’re also about convincing the
interviewer that you will be a nice person to work with. To put it
another way, it doesn’t matter how good your answers are technically,
if the interviewer doesn’t like you there’s not much chance you’ll
get the job (unless your talents are unique, extremely difficult to
find or the interviewer is desperate).
So avoid thinking about interviews just in terms of answering
questions correctly. Interviews are also about establishing rapport
and trust, and whilst there is no fail-safe method in doing this, there
are things you can do (and things you should not do) that will go
a long way towards improving your skills in this all-important area
of interviewing.
Thursday, December 11, 2008
Interview Myth no. 4
Myth no. 4: Never say ‘I don’t know’
Interviews are about making a positive impression by answering
questions intelligently and building rapport with the interviewer.
To this end, many interviewees feel that they have to provide the
perfect answer to every question put to them, irrespective of whether
or not they actually know the answer. Clearly, a great interview is
one in which you can answer all the questions (and you should be
4 interview skills that win the job
able to do so if you take the time to prepare correctly); however, if
you don’t know the answer to something, it is better to admit to it
rather than pretend to know and start waffling. Most interviewers
can pick waffling a mile away and they don’t like it for a couple of
very important reasons: first, it is likely to make you sound dishonest;
and second, it will make you sound considerably less than intelligent.
You may as well not attend the interview if you give the impression
that you’re neither honest nor bright.
Trying to answer a question that you have little idea about could
undermine an otherwise great interview. This does not mean that you
cannot attempt answers that you are unsure of. There’s nothing wrong
with having a go, as long as you make your uncertainty clear to the
interviewer at the outset. Here’s what an answer may sound like:
I have to be honest and say that this is not an area I’m familiar
with, though I am very interested in it. If you like, I’m happy
to have a go at trying to address the issue, as long as you’re
not expecting the perfect answer.
Or:
I’d love to answer that question, but I need to be honest
upfront and say that this is not an area that I’m overly familiar
with, though I’m very interested in increasing my knowledge
about it.
Interviews are about making a positive impression by answering
questions intelligently and building rapport with the interviewer.
To this end, many interviewees feel that they have to provide the
perfect answer to every question put to them, irrespective of whether
or not they actually know the answer. Clearly, a great interview is
one in which you can answer all the questions (and you should be
4 interview skills that win the job
able to do so if you take the time to prepare correctly); however, if
you don’t know the answer to something, it is better to admit to it
rather than pretend to know and start waffling. Most interviewers
can pick waffling a mile away and they don’t like it for a couple of
very important reasons: first, it is likely to make you sound dishonest;
and second, it will make you sound considerably less than intelligent.
You may as well not attend the interview if you give the impression
that you’re neither honest nor bright.
Trying to answer a question that you have little idea about could
undermine an otherwise great interview. This does not mean that you
cannot attempt answers that you are unsure of. There’s nothing wrong
with having a go, as long as you make your uncertainty clear to the
interviewer at the outset. Here’s what an answer may sound like:
I have to be honest and say that this is not an area I’m familiar
with, though I am very interested in it. If you like, I’m happy
to have a go at trying to address the issue, as long as you’re
not expecting the perfect answer.
Or:
I’d love to answer that question, but I need to be honest
upfront and say that this is not an area that I’m overly familiar
with, though I’m very interested in increasing my knowledge
about it.
Wednesday, December 10, 2008
Interviews Myth no. 2 & 3
Myth no. 2: Interviews are like school exams—the more you say, the better you’ll do
Yes, interviews are a bit like exams in so far as that you’re asked a
number of questions to which you need to respond intelligently,
but there the similarities end. Unlike exams, where lots of accurate
detail is important, interviews are more about interacting and rapport
building whilst simultaneously articulating smart answers. And a
smart answer is often not the most detailed. In fact, long and overly
detailed answers can drive interviewers to distraction, despite their
technical accuracy. Knowing when to stop talking is a skill all
successful interviewees have.
Also unlike many exams, there are often no right or wrong
answers in interviews. We’re all different and come to interviews
from different backgrounds and business sitations. What is important
at an interview is to justify your actions and talk about your
achievements in a confident manner.
Myth no. 3: Interviewers know what they’re doing
Some interviewers are very good at what they do, especially fulltime
professionals (provided they’re not suffering from interview
fatigue). However, many managers and owners of small businesses
often flounder because interviewing is not something they do on a
regular basis. Some sure signs of a bad interviewer are:
• They do most of the talking.
• They sound as though they’ve made up their mind about you
in the first five minutes.
• They seem to pluck their questions randomly out of the ether.
• Their phone keeps ringing and they answer it.
interview myths 3
• They sound like very sharp and less-than-honest salespeople
when it comes to selling the job.
Some sure signs of a good interviewer are:
• They have their questions carefully prepared in advance.
• They want to know what you’ve done and how you’ve done it,
including specific examples.
• They let you do most of the talking.
• They may want to interview you more than once.
• They will try to make you feel at ease.
• They are genuinely interested in your accomplishments, skills
and the type of person you are.
Inexperienced interviewers generally don’t ask the right questions
and can easily be swayed by factors that have little to do with your
ability to perform in the job. So if you are being interviewed by an
inexperienced interviewer, don’t wait to be asked a good question—
one that will allow you to talk about all your wonderful skills and
qualities. Rather, take the initiative in as unobtrusive a way as possible
and talk about the things you feel the interviewer might really want
to know. Unfortunately, this may not always be possible—especially
if you’re being interviewed by a forceful personality who loves the
sound of their own voice. If ever you find yourself in such a situation,
don’t panic. Remind yourself that interviews are just as much about
rapport-building as they are about answering questions. So nod your
head, smile and make all the right noises—talkative interviewers
love people who agree with them.
Yes, interviews are a bit like exams in so far as that you’re asked a
number of questions to which you need to respond intelligently,
but there the similarities end. Unlike exams, where lots of accurate
detail is important, interviews are more about interacting and rapport
building whilst simultaneously articulating smart answers. And a
smart answer is often not the most detailed. In fact, long and overly
detailed answers can drive interviewers to distraction, despite their
technical accuracy. Knowing when to stop talking is a skill all
successful interviewees have.
Also unlike many exams, there are often no right or wrong
answers in interviews. We’re all different and come to interviews
from different backgrounds and business sitations. What is important
at an interview is to justify your actions and talk about your
achievements in a confident manner.
Myth no. 3: Interviewers know what they’re doing
Some interviewers are very good at what they do, especially fulltime
professionals (provided they’re not suffering from interview
fatigue). However, many managers and owners of small businesses
often flounder because interviewing is not something they do on a
regular basis. Some sure signs of a bad interviewer are:
• They do most of the talking.
• They sound as though they’ve made up their mind about you
in the first five minutes.
• They seem to pluck their questions randomly out of the ether.
• Their phone keeps ringing and they answer it.
interview myths 3
• They sound like very sharp and less-than-honest salespeople
when it comes to selling the job.
Some sure signs of a good interviewer are:
• They have their questions carefully prepared in advance.
• They want to know what you’ve done and how you’ve done it,
including specific examples.
• They let you do most of the talking.
• They may want to interview you more than once.
• They will try to make you feel at ease.
• They are genuinely interested in your accomplishments, skills
and the type of person you are.
Inexperienced interviewers generally don’t ask the right questions
and can easily be swayed by factors that have little to do with your
ability to perform in the job. So if you are being interviewed by an
inexperienced interviewer, don’t wait to be asked a good question—
one that will allow you to talk about all your wonderful skills and
qualities. Rather, take the initiative in as unobtrusive a way as possible
and talk about the things you feel the interviewer might really want
to know. Unfortunately, this may not always be possible—especially
if you’re being interviewed by a forceful personality who loves the
sound of their own voice. If ever you find yourself in such a situation,
don’t panic. Remind yourself that interviews are just as much about
rapport-building as they are about answering questions. So nod your
head, smile and make all the right noises—talkative interviewers
love people who agree with them.
Tuesday, December 9, 2008
Interview Myth no. 1:
Myth no. 1: The best person for the job gets it
Sometimes this is true—especially in a situation where everyone
knows everyone else, such as when a company is recruiting internally.
However, this is often not the case. In order for the best person for
the job to win it, a number of very important things need to be in
place (and even then, there’s no guarantee). These include:
• The interviewer knows what questions to ask and how to search
for the truthfulness in answers. These two things may sound
simple enough, but I can assure you that a large proportion of
people conducting interviews have received no training, lack
interview experience and often do not even go to the trouble of
preparing for the interview.
• The interviewer is not taken in by the charm, good looks, great
humour or any other aspect of the interviewee. This can be a
difficult obstacle, even for experienced interviewers.
• The interviewee has learned how to clearly articulate their skills,
key achievements and how they can add value to the organisation.
• There is no personality clash between interviewer and interviewee.
• Neither party is having a bad day.
Some employers—usually the ones who have been badly burnt
by hiring the wrong people in the past—go to great lengths to set
up professional hiring procedures designed to minimise hiring
mistakes. Whilst some of these procedures are effective in improving
candidate selection, they do not guarantee that the best person for
the job will actually win it. In the final analysis, choosing someone
for a job involves at least one human being making a decision about
another, and no matter what we do to eliminate subjectivity, as
human beings it is impossible to put aside our predispositions,
predilections and personal preferences—no matter how much we
may try to.
In an ideal world, the best person for the job would always win it;
however, the reality is that it is often the person who performs best
at the interview who wins the prize. The important lessons here are:
• Don’t automatically pull out of applying for a job if you know
someone better suited for the job is also applying for it. If you
go to the trouble of preparing properly for the interview, there’s
a good chance that you may be seen as the preferred candidate—
especially if the other person takes the interview for granted and
fails to prepare.
• If you happen to know that you’re the best person for the job,
avoid taking the interview for granted. Behave as though you’re
2 interview skills that win the job
competing against formidable rivals. Take the time to prepare
properly. Just because you’ve got a lot of experience does not
mean you know how to convey this message at an interview
Sometimes this is true—especially in a situation where everyone
knows everyone else, such as when a company is recruiting internally.
However, this is often not the case. In order for the best person for
the job to win it, a number of very important things need to be in
place (and even then, there’s no guarantee). These include:
• The interviewer knows what questions to ask and how to search
for the truthfulness in answers. These two things may sound
simple enough, but I can assure you that a large proportion of
people conducting interviews have received no training, lack
interview experience and often do not even go to the trouble of
preparing for the interview.
• The interviewer is not taken in by the charm, good looks, great
humour or any other aspect of the interviewee. This can be a
difficult obstacle, even for experienced interviewers.
• The interviewee has learned how to clearly articulate their skills,
key achievements and how they can add value to the organisation.
• There is no personality clash between interviewer and interviewee.
• Neither party is having a bad day.
Some employers—usually the ones who have been badly burnt
by hiring the wrong people in the past—go to great lengths to set
up professional hiring procedures designed to minimise hiring
mistakes. Whilst some of these procedures are effective in improving
candidate selection, they do not guarantee that the best person for
the job will actually win it. In the final analysis, choosing someone
for a job involves at least one human being making a decision about
another, and no matter what we do to eliminate subjectivity, as
human beings it is impossible to put aside our predispositions,
predilections and personal preferences—no matter how much we
may try to.
In an ideal world, the best person for the job would always win it;
however, the reality is that it is often the person who performs best
at the interview who wins the prize. The important lessons here are:
• Don’t automatically pull out of applying for a job if you know
someone better suited for the job is also applying for it. If you
go to the trouble of preparing properly for the interview, there’s
a good chance that you may be seen as the preferred candidate—
especially if the other person takes the interview for granted and
fails to prepare.
• If you happen to know that you’re the best person for the job,
avoid taking the interview for granted. Behave as though you’re
2 interview skills that win the job
competing against formidable rivals. Take the time to prepare
properly. Just because you’ve got a lot of experience does not
mean you know how to convey this message at an interview
Monday, December 8, 2008
Interview myths
Interview myths
One important reason people fail at interviews is because of several
misconceptions, or myths, about what really happens during the
course of an interview. All of us know that the purpose of interviews
is for an interviewer to hire someone who will perform well in a
particular job, but beyond that few people fully grasp how interviews
really work and what makes one candidate stand out more than
another.
This lack of understanding represents a major obstacle to
maximising performance when sitting before an interviewer and
trying to give your best answers. Interviews are no different to other
endeavors in life: the better you understand how they work (or don’t
work), the higher the probability of tackling them successfully. An
understanding of the underlying dynamics inherent in most
interviews is an important start to improving your interview
performance.
One important reason people fail at interviews is because of several
misconceptions, or myths, about what really happens during the
course of an interview. All of us know that the purpose of interviews
is for an interviewer to hire someone who will perform well in a
particular job, but beyond that few people fully grasp how interviews
really work and what makes one candidate stand out more than
another.
This lack of understanding represents a major obstacle to
maximising performance when sitting before an interviewer and
trying to give your best answers. Interviews are no different to other
endeavors in life: the better you understand how they work (or don’t
work), the higher the probability of tackling them successfully. An
understanding of the underlying dynamics inherent in most
interviews is an important start to improving your interview
performance.
Saturday, December 6, 2008
Interview skills
Before interview . ..
£ Find out all you can about the company and the job:
What do they do?
Who are their competitors?
What does the job involve?
£ What skills do you have that would be of interest to the company?
£ Keep a copy of your CV and re-read it before the interview.
£ Think about and prepare for the questions that you may be asked.
£ Prepare some questions to ask the interviewer.
On the day…
£ First impressions count. Dress appropriately so that you feel confident and comfortable.
£ Make sure you know where you are going, and allow yourself plenty of time to get there.
£ Get a feel for the company while you are waiting to be interviewed. (Read any literature that is available, chat to any other candidates).
£ Remember the interview starts from the moment you arrive on the company premises – the receptionist/secretary may be asked what she thought of you.
At the interview…
£ A firm, brief handshake if proffered. Avoid sweaty palms and a contest of strength!
£ Sit up straight and look at the interviewer, speak clearly and don’t fidget.
£ Be yourself – the interviewer wants to find out about you!
£ Take a copy of your CV along and use it as a memory jogger.
£ Be friendly, polite and enthusiastic! You need to let the interviewer know that you really want the job!
£ Make sure you get all the points about your skills and what you can offer the company, across in the interview.
£ Show interest and be positive. Never offer negative information about yourself.
£ Establish a two-way communication process. Tag relevant questions on the end of answers to obtain a good conversational flow. Avoid yes/no answers. Don’t waffle.
£ Think before you speak! Momentarily pause before replying to give a well thought through answer.
£ Watch for signals that the interview is coming to an end.
£ Check the time schedule and what the next stage is and thank the interviewer for an enjoyable interview and find out when you are likely to hear from them.
POSSIBLE QUESTIONS YOU MAY BE ASKED…
General
£ Tell me about yourself.
£ Where do you see yourself in 5/10 years time?
£ What do you want out of life?
£ How would a friend describe you? (In 3 words?)
£ How flexible are you? (Travel at short notice?)
£ What are your strengths/weaknesses?
£ Give an example of when you got your own way.
£ Give an example of when you have worked as part of a team.
£ Give an example of when you have achieved a personal goal.
£ Give an example of when an idea of yours has been put into action.
Past Experience
£ Why did you choose your ‘old’ position?
£ What was your title?
£ What did you actually do?
£ What did you learn from the experience?
£ What sort of problems did you encounter in your position?
£ What targets and objectives did you work to?
£ What kind of relationship did you have with the other workers?
£ What did you learn about the culture of the company?
£ What did you learn about management roles/ staff tier system?
This Position
£ What interests you about this particular vacancy?
£ What interests you about this company?
£ What parts of your course do you feel are relevant to this position?
£ What new skills do you think you will learn from this job?
£ Do you think you will need any training if it were offered?
£ What do you feel you can contribute to this job/the company? (knowledge, skills, ability)
£ Who do you see as the company’s main competitors? Why?
£ What do you think are the main problems facing the company at the moment/ in the future?
£ Describe what you think your role will include.
Education
£ What were your favourite subjects at school?
£ What influenced your choice of A levels?
£ What influenced your choice of degree scheme?
£ Please describe the course outline.
£ Which were your favourite topics?
£ Which of these topics do you think are relevant to the job? Why?
£ Explain the techniques gained through your project.
£ In hindsight what would you have done differently?
£ What are the strengths/weaknesses of the course?
£ What do you feel you have gained from higher education, both academically and socially?
Extra Mural
£ What extra curricular activities have you taken part in?
£ What has been the depth of your involvement?
£ What posts of responsibility have you held?
£ What skills/abilities have you gained/used?
£ Why did you get involved in these activities?
£ What did you get out of/put into these activities?
After the interview…
If you are offered the job…
Ask yourself are you genuinely excited about the prospect of working for the company for a fixed term?
£ If ‘yes’ – keenly accept – verbally; await the written offer and reply within a few days.
£ If ‘no’ – explain to the interviewer why you feel you cannot accept it. Do not wait several weeks before declining – there may be another student who genuinely wants the job. Remember to be civil and polite – at some stage you may want to go for another interview with them.
If you are not offered the job…
Review your performance objectively with yourself.
£ What interested the interviewer?
£ How could you improve your presentation next time?
£ Did you get all the points across?
£ Did you interrupt the interviewer at all, or fail to complete any questions?
£ Were you positive, aggressive, tense, too laid back, too talkative or taciturn?
£ What questions were difficult or needed further research?
Effective interview skills
Life is full of challenges. We meet many confront in our daily life. When we are at the stage of entering school/college/university, we face many hard nut cracking challenges and learn many lessons of practical life through them. After acquiring graduation/post graduation, students usually move towards their specialization or adopt a profession of their choices, according to their own interest, keeping in view the market demand. Talents and Skills are the only tools, which could lead an individual towards the door of success in this challenging time. To qualify for a professional degree or a job, one should have strong past educational background along with integrated multi dimensional skills. It’s of no use acquiring higher degree without building character, confidence, and expressive personality.
To meet the challenges of professional life, one has to be familiar with many skills to grab the attention of an interviewer, out of which Interview skills are the basic necessities to meet up the future challenges with success. Either you are applying for a job or want to qualify an entrance examination for a professional degree; you should have to be prepared in advance for an interview. It’s the only way you through which you can gain the trust of an interviewer. An interviewer always attempt to decide that why they should select you? What are the qualities, which you have and other do not have? How can you benefit their organization? If you can show your trust, your confidence, your commitment, and appropriate skills, then you could win a successful future. Interview is a form of oral communication. It’s one to one, or one to group interaction, where an applicant proves themselves as a unique person to be the part of an organization. Remember that interview is always pre-planned and structured. It’s a formal presentation between an interviewer and an interviewee. Only those pass it with flying colours, who are original and show their interest with confidence and who present themselves appealing.
There are many types of interview like Information gathering interview, appraisal interview, exit interview, hiring interview, college/ university interview, persuasive interview, counseling interview and many more. In this article, we are going to learn about College/ university entrance and Hiring interview.
Hiring/Entrance Interview is one of the best known and the most widely experienced type of interview, where an interviewer is taken by Human Resource Manager/ Educational Expertise. To reduce your chances being rejected, here are some basic professional skills, which will lead you towards the path of success in your interview.
BEFORE INTERVIEW
First of all, prepare your mind in advance, that you are going to have an interview next morning. Relax yourself and do not get nervous, tense or tired at any cost. Before going for an interview, pre-planned few things:
1. Learn about the company, organization or educational institution and do some research in advance.
2. Why should you perform an advance research?
3. Simply to develop good answers and to prove yourself unique.
4. What you have to Research?
5. You can gather information about organizational structure; type of their clients/ students; departments and its branches; past and present achievements etc. Simply search yellow pages or ask your friend or family member/relative who are familiar about organization or you can collect information through newspapers and websites.
Prepare answers to typical questions. Practice your answer and never rote learn it. Here are few of the sampling questions, which you can practice in advance.
1. What do you feel about our organization?
2. What are your weaknesses?
3. Why do you want to become a part of our organization?
4. Tell me about your self and about your hobbies.
5. Who is your role model and why? If you are lucky to know the name of a person, who will interview you, then memorizes his/her name properly. Decide what to wear. Remember to Dress simply but elegantly. Dress should be well ironed without crease. Wear comfortable shoes. remember to wear basic hosiery. You can even check what management wears and dress similarly without over kill. Do not Dress casual or wear Athletic Shoes. Do not spray lots of cologne or wear lots of jewellery. Do not wear wrinkled attire or flashing tie. Prepare your file having your portfolio, educational degree copies and extra copies of your resume. Find proper address in advance, that where are you going in the morning. Last but not the least;get a good night sleep.
ON THE DAY OF INTERVIEW
Take a bath. Do not apply heavy makeup. Always carry a purse or a small handy briefcase with you. Do carry your portfolio file. Dress effectively. Do not eat anything containing garlic or onion in your breakfast. Arrive 15 minutes earlier to show your prompt and seriousness. DURING INTERVIEW Start it off winner. Offer your hand and give a firm shake, else greet them with your pleasant smile. Take a permission to sit on a chair. Show a positive confident attitude and introduce yourself. Don’t get tense. Be comfortable and face the interviewer effectively. Listen to their questions effectively and answer it genuinely. Answer every question with confidence. Have a proper eye contact towards your interviewer. Remember that the interviewer might be more than one, so keep your eye contact with every individual interviewer to make them feel unique. Whatever you want to answer, speak clearly with a normal tempo voice. Do not shout. Show your confidence level at every moment of an interview. Show your certifications or achievements only when they ask you to show. Always sit straight. It might help them to analyze your personality and your traits. Use the medium of answer, in which you feel comfortable. Remember to use good grammar and strong vocabulary with neutral accent. Always clarify your answer. Do not say Yes or No. Never complains about your past organization or employees. While giving effective answers. Do not argue and always give respect to your interviewer. Always keep neutral thinking and try to mould your answer according to your interviewer personality. Do not eat chewing gum, while answering questions. If they give you a chance to ask any query or question, only ask relevant question.
TRADITIONAL INTERVIEW QUESTIONS
Few of the traditional interview questions, which an organization might ask are
1. Tell me about yourself (in two minutes).
2. Why do you feel that you will be successful in ...?
3. Why did you decide to interview with our organization?
4. Are you willing to relocate?
5. Tell me about your scholastic record.
6. Tell me about your extra-curricular activities and interests.
7. What are your strengths and weaknesses?
8. Why should we hire you?
9. Why did you choose to become a teacher, nurse,...?
10. Where do you see yourself in 5 years? 10 years?
11. Why do you want to leave your current job? AFTER INTERVIEW With a pleasing smile, say thanks and ask about the next step in the process. Follow up. Call them if you do not get a call within a given time frame and don't forget to write a thank you letter to an organization for taking out their precious time for your interview. Few reasons for not getting a job. Might be you lack oral communication skills or writing skills. Your inappropriate attitude could also let you down in your interview. Lack of knowledge about the working world. Lack of confidence. Inappropriate/fake degree. Lack of experience. Lack of motivation. PRACTICE INTERVIEW SKILLS. CHIN UP AND GEAR UP FOR YOUR NEXT INTERVIEW !
To meet the challenges of professional life, one has to be familiar with many skills to grab the attention of an interviewer, out of which Interview skills are the basic necessities to meet up the future challenges with success. Either you are applying for a job or want to qualify an entrance examination for a professional degree; you should have to be prepared in advance for an interview. It’s the only way you through which you can gain the trust of an interviewer. An interviewer always attempt to decide that why they should select you? What are the qualities, which you have and other do not have? How can you benefit their organization? If you can show your trust, your confidence, your commitment, and appropriate skills, then you could win a successful future. Interview is a form of oral communication. It’s one to one, or one to group interaction, where an applicant proves themselves as a unique person to be the part of an organization. Remember that interview is always pre-planned and structured. It’s a formal presentation between an interviewer and an interviewee. Only those pass it with flying colours, who are original and show their interest with confidence and who present themselves appealing.
There are many types of interview like Information gathering interview, appraisal interview, exit interview, hiring interview, college/ university interview, persuasive interview, counseling interview and many more. In this article, we are going to learn about College/ university entrance and Hiring interview.
Hiring/Entrance Interview is one of the best known and the most widely experienced type of interview, where an interviewer is taken by Human Resource Manager/ Educational Expertise. To reduce your chances being rejected, here are some basic professional skills, which will lead you towards the path of success in your interview.
BEFORE INTERVIEW
First of all, prepare your mind in advance, that you are going to have an interview next morning. Relax yourself and do not get nervous, tense or tired at any cost. Before going for an interview, pre-planned few things:
1. Learn about the company, organization or educational institution and do some research in advance.
2. Why should you perform an advance research?
3. Simply to develop good answers and to prove yourself unique.
4. What you have to Research?
5. You can gather information about organizational structure; type of their clients/ students; departments and its branches; past and present achievements etc. Simply search yellow pages or ask your friend or family member/relative who are familiar about organization or you can collect information through newspapers and websites.
Prepare answers to typical questions. Practice your answer and never rote learn it. Here are few of the sampling questions, which you can practice in advance.
1. What do you feel about our organization?
2. What are your weaknesses?
3. Why do you want to become a part of our organization?
4. Tell me about your self and about your hobbies.
5. Who is your role model and why? If you are lucky to know the name of a person, who will interview you, then memorizes his/her name properly. Decide what to wear. Remember to Dress simply but elegantly. Dress should be well ironed without crease. Wear comfortable shoes. remember to wear basic hosiery. You can even check what management wears and dress similarly without over kill. Do not Dress casual or wear Athletic Shoes. Do not spray lots of cologne or wear lots of jewellery. Do not wear wrinkled attire or flashing tie. Prepare your file having your portfolio, educational degree copies and extra copies of your resume. Find proper address in advance, that where are you going in the morning. Last but not the least;get a good night sleep.
ON THE DAY OF INTERVIEW
Take a bath. Do not apply heavy makeup. Always carry a purse or a small handy briefcase with you. Do carry your portfolio file. Dress effectively. Do not eat anything containing garlic or onion in your breakfast. Arrive 15 minutes earlier to show your prompt and seriousness. DURING INTERVIEW Start it off winner. Offer your hand and give a firm shake, else greet them with your pleasant smile. Take a permission to sit on a chair. Show a positive confident attitude and introduce yourself. Don’t get tense. Be comfortable and face the interviewer effectively. Listen to their questions effectively and answer it genuinely. Answer every question with confidence. Have a proper eye contact towards your interviewer. Remember that the interviewer might be more than one, so keep your eye contact with every individual interviewer to make them feel unique. Whatever you want to answer, speak clearly with a normal tempo voice. Do not shout. Show your confidence level at every moment of an interview. Show your certifications or achievements only when they ask you to show. Always sit straight. It might help them to analyze your personality and your traits. Use the medium of answer, in which you feel comfortable. Remember to use good grammar and strong vocabulary with neutral accent. Always clarify your answer. Do not say Yes or No. Never complains about your past organization or employees. While giving effective answers. Do not argue and always give respect to your interviewer. Always keep neutral thinking and try to mould your answer according to your interviewer personality. Do not eat chewing gum, while answering questions. If they give you a chance to ask any query or question, only ask relevant question.
TRADITIONAL INTERVIEW QUESTIONS
Few of the traditional interview questions, which an organization might ask are
1. Tell me about yourself (in two minutes).
2. Why do you feel that you will be successful in ...?
3. Why did you decide to interview with our organization?
4. Are you willing to relocate?
5. Tell me about your scholastic record.
6. Tell me about your extra-curricular activities and interests.
7. What are your strengths and weaknesses?
8. Why should we hire you?
9. Why did you choose to become a teacher, nurse,...?
10. Where do you see yourself in 5 years? 10 years?
11. Why do you want to leave your current job? AFTER INTERVIEW With a pleasing smile, say thanks and ask about the next step in the process. Follow up. Call them if you do not get a call within a given time frame and don't forget to write a thank you letter to an organization for taking out their precious time for your interview. Few reasons for not getting a job. Might be you lack oral communication skills or writing skills. Your inappropriate attitude could also let you down in your interview. Lack of knowledge about the working world. Lack of confidence. Inappropriate/fake degree. Lack of experience. Lack of motivation. PRACTICE INTERVIEW SKILLS. CHIN UP AND GEAR UP FOR YOUR NEXT INTERVIEW !
Subscribe to:
Posts (Atom)
