| Interviewing requires learning to be what the | | | | company is to call them directly. There is nothing |
| interviewer perceives as his/her ideal candidate for | | | | wrong with calling a potential peer and asking some |
| the job. You will need to effectively communicate | | | | honest questions that define the department and |
| the most appropriate qualities that make you the | | | | manager. Find out his/her education level, background, |
| ideal candidate. | | | | style and "hot button" issues. In addition, try talking |
| In order to do this, you need to do adequate | | | | with a junior employee inside the department as well |
| research and be willing to portray the candidate that | | | | as someone in the mailroom or Marketing |
| they are searching for. If the interviewer is looking | | | | Department. |
| for an analytical, thorough candidate, then you need | | | | However, you can directly call the supervisor you will |
| to try and communicate that part of you which is | | | | be working for. This is not something you want to |
| analytical and thorough. This is done through | | | | do until you are confident you have researched the |
| effective research, and effective preparation. | | | | company and position so that you make a good first |
| 1. Research | | | | impression. If you call, ask him/her to describe the |
| Research becomes the key advantage to being the | | | | position to you. Also ask them to describe the |
| ideal candidate. In general, the more responsible and | | | | qualities they are seeking in a new hire. You might try |
| competitive the job, the more research you should | | | | to schedule a 15-minute meeting in order to learn |
| do. Employers consider company research as a | | | | more about the supervisor's department and how |
| reflection of your interest, enthusiasm, intelligence | | | | you might help them. |
| and commitment. Research is about convincing the | | | | If you already have a meeting scheduled, it should be |
| employer that you know what you want and you | | | | easy to call beforehand to ask specific questions that |
| want them. Our employer survey shows there are | | | | might have eluded you during your research. For |
| twelve primary reasons why candidates do not get | | | | example, you might say: "Charlie, I'm looking forward |
| hired: | | | | to our meeting this Wednesday. Are there any |
| - Ineffective presentation of skills and abilities | | | | materials you'd like me to bring? I've selected only a |
| - An inability to express oneself clearly and succinctly | | | | few employers to meet with, and I must say that |
| - Unclear personal and career goals | | | | I'm very impressed by what I've learned about your |
| - Poor personal appearance | | | | firm. That Goldman job you completed last May was |
| - Lack of interest in the job opportunity | | | | an exceptional achievement. I understand you had |
| - Excessive interest in vacation and compensation | | | | something to do with the project's success? Quick |
| issues | | | | question Charlie, what is your background? What |
| - Lack of people skills | | | | qualifications do you see as critical to the person's |
| - Uninformed about the position or organization | | | | success?". It's not a good idea to push too hard with |
| - Poorly written resume | | | | your questions. However, if you have the right |
| - Lack of confidence or overly confident | | | | person on the phone, you should try to get as much |
| - Evasiveness with answers | | | | information as you can to aid your preparation. |
| - Unsuccessful in developing good personal chemistry | | | | 4. Self Evaluation And Inventory |
| with interviewer | | | | In order for you to best understand how to package |
| - Lack of quality questions for the interviewer | | | | yourself and present your qualifications, it is important |
| Many, if not all, of these primary reasons why | | | | to do skills, traits and accomplishments inventory. Be |
| candidates do not get hired can be eliminated with | | | | thorough and focus on your three best and most |
| proper research and preparation. | | | | appropriate qualities as it relates to the job you are |
| Try searching in occupational career guides. Try to | | | | interviewing for. Get advice from your work peers, |
| get a hold of the current job description. Another | | | | mentors, friends and family. |
| avenue would be to consider calling the employer's | | | | Make sure to highlight your 3 greatest |
| office to speak to an individual who holds a similar | | | | accomplishments at work, school and within your |
| position. You could tell them that you are trying to | | | | personal life (relevant to the job) and include them in |
| learn about the position because you believe it is one | | | | your resume. Most employers will only remember |
| you might want to apply for. Try and find out all that | | | | three to four things about you. Therefore, make |
| you can about the firm and the position in question. A | | | | sure you have stressed the three or four |
| great idea is to speak with the PR, Marketing or | | | | accomplishments that you want them to remember. |
| Sales Department in order to obtain further | | | | Consider repeating these accomplishments in a closing |
| information. | | | | summary at the end of your interview, and again in |
| Investigate the interviewer, the job, the company, | | | | your "Thank You" letter. |
| the department, and the new boss. Begin by using | | | | 5. Role Playing |
| your network of contacts for "inside information." | | | | Role-playing gets you ready for interviews by helping |
| Contact local trade associations, the Better Business | | | | you view yourself - and the position you seek - from |
| Bureau, the Chamber of Commerce, competitors, | | | | the employer's perspective. Your goal should be to |
| industry service agencies, and anyone else who will | | | | learn to emphasize your best attributes while |
| give you accurate, pertinent information. You might | | | | downplaying your shortcomings as they relate to the |
| be able to locate past and current employees by | | | | position available. Performing well in an interview does |
| contacting the departmental secretary, Payroll, Sales | | | | not mean changing who you are. |
| or Public Relations. | | | | Begin by using the list of credentials, attributes, skills, |
| Sometimes suppliers can be good sources with | | | | and accomplishments you made by comparing |
| regard to knowledge of the company's financial | | | | yourself and the right candidate for the job. Prepare |
| condition. Find out what boards, committees, or | | | | a list of questions that the interviewer will ask. |
| associations the management team belongs to. Seek | | | | Formulate your answers. Next, prepare a list of |
| a personal contact that could confidentially refer you | | | | thoughtful, specific questions that you need to ask |
| to the appropriate association. It may also be useful | | | | during the interview. Include questions showing your |
| to go to your local newspaper or library and ask the | | | | research, questions concerning job opportunities and |
| Librarian for any company-related articles. Ask your | | | | the management team. Lastly, include some |
| family and friends if they know anyone in or anything | | | | questions as diversion tactics should you find yourself |
| about - the company. Try calling your local college | | | | in troubled waters. |
| Alumni Department. They may be able to provide | | | | Master the one-minute commercial about yourself. It's |
| you with names of former students who now work | | | | very important that you rehearse how to describe |
| at the firm. Gather as much information as possible | | | | yourself effectively in one minute. You want to learn |
| to learn about the company, its ownership, | | | | the techniques of "selling" your comments rather than |
| philosophy, where it's going, company culture, | | | | "telling" your comments so that you market yourself |
| management team and style, subsidiary interests, | | | | with every comment. If you find yourself not |
| market position, reputation, company history, net | | | | qualified in some way, turn the negative into a |
| worth, etc. During the interview, be prepared to | | | | positive by stressing what you do offer. If you have |
| identify and discuss three major industry issues, | | | | no direct job experience, stress your related |
| problems and trends. | | | | experience and your proven accomplishments as |
| 2. Call The Employer's Recommended Recruitment | | | | being a quick study. |
| Firm | | | | When the interviewer has not provided you an |
| Consider calling the company's independent recruiting | | | | opportunity to stress all of your relevant experience, |
| agency. By calling their Human Resources | | | | then ask a leading question that will give you this |
| Department, you may be able to get a referral to a | | | | opportunity. An example would be to ask if computer |
| good, outside recruiter (which is probably the one | | | | skills are useful in this job and then stress your |
| they use). The recruiter can give you the scoop on | | | | relevant computer experience. |
| your potential employer-to-be. Ask what employee | | | | Using a video/tape recorder, mirror or friend, |
| attributes, attitudes and styles are favored or | | | | rehearse the interview as interviewer and candidate. |
| frowned upon. Also find out what the interview | | | | Rehearse your roles from the initial greeting to the |
| process entails as well as any unique employee | | | | final good-bye. Play back the tape and honestly |
| benefits (flex time, firm closes on Friday afternoons, | | | | evaluate and improve your performance. |
| etc.). Look at the scope of skills, major | | | | You might also consider approaching another person |
| responsibilities, technical problems and job objectives | | | | looking for a job and work together at employer and |
| that lay before you. This will help to formulate your | | | | candidate interviewing thereby assisting each other |
| personal background and incorporate it into the | | | | with the role-play. You can also contact a professional |
| specific job. | | | | career counselor who will assist you with your |
| 3. Getting The Inside Story | | | | preparation and role-play. |
| Sometimes the only way to find out about a | | | | |