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April 2009 Archives
Students and interviewees alike have asked me often why interviewers ask questions like "What animal are you most like and why?" or "Tell us what your favorite color is and why." As one of my students put it best, these kinds of questions stir up conversation, and help determine whether you have the ability to think on your feet.
Carrying on a conversation is a lost artform to many, and something we all can improve on. By turning your interview into more of a conversation, you can help yourself become a little more immune to the nerves and jitters that inevitably come.
Some suggestions for turning the interview into a conversation:
As the interviewee
1. Ask good questions during and at the end of the interview like "Julie, I heard you mention you've been working here for 8 years. Tell me about what has kept you here and what you enjoy most about your work."
2. If you are unsure how to answer a question, be honest. Don't be silent for too long, and make sure if you don't know how to answer a question, do a polite stall like "I haven't been asked that question in a while, but it's definitely something that's been on my mind." This builds a little more trust and comfort.
As the interviewer
1. Consider conducting the interview outside your location (like a coffee shop, hotel lobby, outside to make the interview more relaxed for both you and the applicant.
2. Turn the focus away from canned questions and bring up questions like the "animal" one above to have someone answer questions you may not even have asked yet.
One of the most effective job search methods is using what I like to call the "Outer-net". The "Outer-net" to me is anything outside your comfort zone or your network that is a face-to-face environment where you look for work.
The "Outer-net" can include stopping by a location that looks like a great place to work. It can also be the jobs you search for that you don't know anyone at. These opportunities expose you to new faces, new places, and new spaces.
While the "Inter-net" (which includes web-based searches and jobs within your network of peers and friends) is often effective, searching outside your realm can lead to opportunities you may never have considered before.
An example of using the "Outer-net" was joining a new consulting alliance. I had moved to the area in the fall of 2009, and wanted to meet some new people. I sent my resume in to the Consulting Alliance, a group of professionals in the Capital Region of which I knew no one.
A few months later, I became part of the alliance, and now have a new "Inter-net" of people to network with and share ideas.
Tell me about your journeys through the "Outer-net" and the "Inter-net" at robert@galaconcierge.com
Do you have someone in your organization who constantly is displaying a "woe is me" or "I don't like this" attitude? Perhaps you have a perennial malcontent on your hands.
Do you have someone who likes to stir up everyone, for no other purpose than to draw attention to themself? You have a pretend activist on your hands.
Dealing with these two types of personalities can be delicate, time consuming, and draining. However, following some sound principles can prevent either of these characters from becoming more of a problem than they should.
By following solid coaching and counseling procedures, you can keep track of someone's concerns and issues. Identifying patterns can be much easier if you keep track of what the perennial malcontent's concerns are, and whether they are signs of an organizational ill or just someone complaining for the sake of doing so.
Likewise, when there appears to be someone who is raising a stink just for the sake of doing so, channel that persone effectively by using their talents and skills to your advantage. If you find that the pretend activist actually has the ear of their peers, you may want to use them to spread "actual" news vs the gossip that they usually share.
Share your stories of Perennial Malcontents and Pretend Activists by emailing me at
robert@galaconcierge.com
You can be unemployed, lost on your luck, older than other "typical candidates", eccentric, etc, etc, and still have enough self-confidence to (through it all) present yourself well, and find the job of your dreams, or the promotion or opportunity you desire and deserve. Look at what Susan Boyle did this week! I can't get enough of watching Susan Boyle's performance on Britain's Got Talent. The story of where she came from, her not-so-typical "idol" persona, and the surprise of just how talented she was was a story for the ages. Here are some takeaways from the video that I find to be worth noting. 1. As a candidate, if you know you have the talent, you can afford to show a little more personality (as Ms. Boyle did when she met the judges). Standing out from the crowd with a unique personality (while also possessing the talent they are looking for) can give you the edge over other candidates. 2. As an HR department, or as a panel conducting interviews, it's important to not put too much credence in how the person dresses or looks, and more on the content they deliver in the interview itself. Making false assumptions about someone based on the first few seconds of an interview can blind you to what a person really possesses (in this case Ms. Boyle's amazing vocal abilities.) 3. You can see that even with a negative start (either an awkward introduction or inaccurate initial perspective) you can blow away your interviewers with a stunning performance or interview. You can turn those interviewers into respectful people (like the three judges) who were professional enough to correct their initial perceptions with honest and solid feedback. For those who haven't seen it, check out the 7:00 version on YouTube. http://www.youtube.com/watch?v=9lp0IWv8QZY
I still have quite a few responses to read over on Negative Hiring Experiences, but I thought today I'd share some of the positive ones readers sent in.
1. I worked for a corporation a few years ago, in the warehouse. It was back breaking work. I ended up getting hurt. I was still with the company and I was free to apply to any job posting I was qualified for.
A meeting with a human resource rep was set up. I applied for a job as an advertising coordinator. I was able to get an interview. The interview was conducted by a senior category manager. He interviewed me asking a lot of different questions. The questions weren't all work related. The interview lasted about an hour. He told me he has a lot of applicants left to interview and he would get back to me with a decision.
A couple of days past and I received a phone call. It was the senior category manager. He told me that I didn't get the job. He told me the reasons and gave me positive feedback about how well the interview went. He told me with a little more education I would be were I want to be. I didn't get that job but I took away a lot from the interview. The way I was treated was fair. I was told I would receive a call with a decision and I got just that. I later left the company on a sour note but I will always remember that interview.
2. My best job search experience was when I was first hired. I had two interviews in the same day for openings in two different departments. They both offered me the job contingent on the paperwork being filed. So I accepted both positions. I found out a few days later there was actually a foot race to the HR office by the two supervisors because the first one to file the paperwork won me! That was good for my self-esteem.
3. A good experience I had through the hiring process was going through a mass interviewing session which was held inside a gym with different divisions and departments. One department was trying to fill all vacancies before the freeze went into effect.
You would go from chair to chair in a room filled with tables that held a manager to "fast interview" for each position that you qualified for. It was kind of unusual but I eventually finished and filled out my survey of each position. I checked which ones I would accept and which ones I wasn't interested in.
I felt that the survey was useful in preserving everyone's time. I got a call back from my top choice and was excited and was told that they had selected me and were waiting approval to officially offer me the job.
I waited for two months before it finally came, however, it was great that they kept calling and sending me e-mails to ensure me that they had not chosen another candidate. I thought that was really great.
Q: To what extent do corporations use behaviorial studies to hire individuals? Do human resource departments do studies on individuals behaviors of any nature or do any psychological testing?
A: I've been a part of a number of psychological tests or personality tests during hiring processes. Each of these tests were designed to be a supplement to the hiring process, not necessarily a vetting tool. When used responsibly, these tests are used to determine the motivating factors behind people's work ethic, character traits to determine what a person is like, and to sometimes weed out a negative or combative personality.
Some of the concerns I have heard from people on these tests are that they are so easy to rig because it's pretty clear what the answer is. I also have heard that it can be a tricky method to make sure that you answer the same way consistently.
On the positive side, I've seen people say it is a good way to determine if people are following sound ethics, if they are combative in the workplace, and to ensure consistency. As well, they can be used to match up complimentary personality types.
One of my favorite personality tests is the DISC model. A series of questions are used to determine what your major personality style is, followed by any backup styles you may use from time to time. To date, this is the most valid model I have seen used in the workplace.
Today I will share with you a few of the comments I've received from readers on their experiences in the hiring process.
1. "One of the worst things a company can do is stop communicating. I had gone through four official phone interviews up to and including Sr.
Dept VP's.
Everyone was incredibly prompt and professional with their interviewing and
the conversations were very positive.
Then, nothing. No phone calls, no follow up emails. Just nothing.
After a week of no follow up via email or phone I contacted the HR person
and was told (via email) that there was a hiring freeze and I could contact
them after the beginning of the year.
It was a terrible experience and I will never buy their product again nor
suggest it. I used to enjoy it very much when I had the cash."
2. " I worked for a company for 3 years as a temporary employee. I passed an examination and accepted a permanent position with a different department in the same company. During this time I took the examination for my previous position and passed.
There was one position open and about 5 people interviewed for the position, including myself. When I went in for the interview they did not ask me anything regarding the position, just conversation (they already knew me). They told me they weren't sure if I would get the position, they had two more interviews and would get back to me.
I didn't hear anything for a week so I called and I called and I called; no answer to whether the position was filled or not. I ended up hearing from someone I used to work with that they hired someone else. Not only did they not let me know that when I called, they never even sent me a letter.
I felt that this was rude, especially since they knew me, liked me, and wanted me to interview again if I didn't get the position. I wasn't mad that I didn't get the position but I was upset they never let me know that they filled the position.
A couple months later I was called for two interviews; one with my old unit and one with another unit (same department). I went on my old unit's interview on Monday and the other unit on Friday. The other unit called me three hours after my interview to offer me the job. It took my old unit a week to call me back. I ended up taking the other unit's offer since they called me back first and because I didn't like how my old unit treated me."
I am often asked questions along the lines of "How do I make this person work harder?" "How do I keep this person from coming in late all the time?" "XXXXX hasn't done anything productive for the last XXXX months, what can I do?" These questions (with some flexibility based on union contracts, labor agreements, company policies) can all be solved with an effective "3-D Policy" - Document, Discipline, Dismiss. (McGrath mentions the 3D Policy in their article " Document, Discipline, Dismiss: The McGrath 3-D Approach to Documentation of Employee Performance and Misconduct
Issues.") Not everything documented has to be of a negative nature. But documenting as much as possible about someone's performance helps you cover yourself in the event of a complaint. I've been blessed to only have had to fire a few people in my lifetime, and all of them were a result of following an effective Document Discipline Dismiss policy? How have you effectively used 3D or a variation of it? Let me know at robert@galaconcierge.com
Manners, Positivity, Heroics was a book I wrote in 2005 about a methodology called Manners, Positivity, Heroics. When practiced, these three traits can lead to a very productive and vibrant workplace. Manners - As I've explained in a prior entry on how to politely handle turning down a job and how to handle turning down applicants, manners and etiquette are lost arts in many places. Going over the top with kindness never hurts. As my grandmother used to say "you get a lot more with honey than vinegar. Positivity - Both as an applicant and as an employer, displaying a positive attitude at all times despite what may be going on inside makes a world of difference. The time for the frown is behind closed doors. As my friend Christy used to tell me, "smile more, it works". Heroics - Doing little things to make a difference that are often sight unseen can turn an applicant or an employee into a motivated machine. Over the next few weeks, I'll be sprinkling in stories of "MPH" that I have seen and experienced in the workplace. Likewise, I'll look forward to hearing some of your stories. Email me your "MPH" moments privately at @ robert@galaconcierge.com, or post a comment below. And if you'd like a copy of my book, they are available at http://www.lulu.com/rjbraathe
Presearch and prelocation - Finding jobs before you need them, and finding a place to live before you move there.
Back in 2000, I did a lot of presearch and prelocation before I moved to Boston. I suggested this to a friend of mine before he moved south late last year. Internet searches and phone calls can't totally replicate what you will experience first hand.
His mission was to relocate there, but prior to going he setup some interviews and some apartment visits during his time there. I encouraged him to live there while he was on vacation; experience the local attractions as a resident and not as a tourist.
Within weeks PRIOR to him moving, he found a position (in a bad economy, no less).
Likewise, for those of us not looking for work, I find "presearch" to be equally as important. I keep files of opportunities for summer teaching jobs, summer projects, long-term projects, and HR related consulting work in files that I followup on every week. I don't just use job search sites either; I find companies that look interesting and email myself their About page or bookmark their job postings.
The time to look for work often isn't when you need a job; it's when you want a job and want to make something on the side that may or may not turn into something more.
One of the tools often unused in the job search is the preemployment "Informational interview". The informational interview can be used to find out about a position that might not be available or might be beyond your current abilities.
A key assignment I've assigned in the past is for students to complete an informational interview with someone they may want to work for or work with. They are asked to contact a company, stating that they are a college student seeking information on a position they are interested in studying. They then schedule 15 minutes in person or on the phone talking to this person about the company, their role, their career, and any other questions the student feels will help them get a better grasp of what the company does and stands for.
Although a couple people haven't taken this assignment too seriously over the years (and tend to be the ones who probably look at this as something too out of the box), those who have have ended up meeting people they may end up working for eventually.
The key to the informational interview is to make it just that - informational. This is not a time to parlay yourself into a job, but certainly to get more information about it. You can be yourself more often in this setting.
Some good questions to ask someone in an informational interview would be
How long have you worked in your position, and how did you get here?
What do you find are the most rewarding and most challenging parts of your position?
I've done some research on your company, but I'd like to know an insider's view on where you see this company going in the next 5 years.
Questions like this and others help you find out if this is the right place for you, and also help you prepare for actual interviews in the future.
In my entry earlier this week, I spoke about how to turn down an employer politely. Today, let's look at the flip side; how to turn down candidates who you aren't going to select or have continue on in the recruiting process.
I've seen some good practices over the years. Some companies will get the process right in the beginning; others neglect to have any dialogue and leave people hanging.
APPLICATION
Starting with the initial contact from an employee, effective companies will have a process in place to indicate in some form something like this-
"Thank you for your application to XXXX. We will be reviewing resumes for XXXX period, and if we are going to consider you for an interview, we will followup with you by..."
INTERVIEW #1
In the first interview with a candidate, giving the candidate a realistic guideline of when they can expect to hear from you. Some ways to politely turn down a candidate at this stage may be
1. Postcard/letter/email to the candidate to indicate you are going in another direction 2. Phone call thanking the candidate for considering, but that the position has gone to another candidate
FINALIST CANDIDATES
This level of contact with candidates should reflect an extreme level of professionalism. When you have invited someone to your place of business, introduced them to members of your staff, and given them a great deal of your time, a bit more diplomacy may be in order.
A phone call that includes suggestions for further opportunities with the company, and taking the time to make suggestions to the candidate on how to improve their chances in the future are nice touches that can create an opportunity to consider a candidate in the future.
BEST AND WORST PRACTICES
What are some best practices you have seen in hiring communication? The worst? I'll feature some of these (anonymously) in a future article.
Q: I got offered a position that I am not going to accept? What is the best way to turn down the offer?
A: The golden rule applies here. If you were turned down for the position, how would you like to find out? I'm guessing most of us would want to be turned down either on the phone or in person.
Depending on the nature of the relationship you have with the potential employer, you should consider the most appropriate method of communication.
If you want to keep the door open for future opportunities, you may want to consider a face to face meeting or schedule a phone call.
In some cases, a well-crafted rejection letter may be more apropos.
Next time, I'll talk about how to turn people down politely when you aren't planning on hiring them.
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