So you're getting your degree in hand and you're psyched to go out there and talk to employers. Hold on a second. Before you embark on that real-time contact, are you ready to show what makes you different from other students or graduates with the same label on their degree? Have you prepared yourself (and your answering machine) for contact with employers according to their schedule, not yours? Can you succinctly answer the question, 'Tell me about yourself'? Unbutton that new suit jacket and take a few minutes to think about what's ahead.
One of the most common questions asked by students who are preparing for interviews is "What's a good weakness to have?"
This often means that students are working under the assumption that they are going into a test where a right or wrong answer will determine their success. Start by taking some of that panic out of the situation.
Interviews are not tests or interrogations, but rather conversations with people who are doing work that interests you. There are no absolute right or wrong ideas when it comes to conversations with employers.
That said, after doing a bit of recruiting, employers start to develop opinions about what they like to see in a candidate, what are the most over-used and trite answers, and what are real turn-offs. They fall under the general categories of: Interviews卼he good, the bad, and the ugly.
THE GOOD...
First let's clarify that "the good" refers to good interviews, not the "right" answer. Avoid the temptation to memorize or script your conversations with employers. You tend to come across as too rehearsed, out-of-the-blue questions will throw you, and interviewers may perceive you as hiding something. Here are some suggestions to help you.
Less is more.
Recruiting is expensive. For this reason, most employers want to hire people who are interested in the work they do and who understand how they can contribute to their organization. Focusing in greater depth on fewer employers that are really of interest to you is a good strategy for success.
The foremost question for an employer as they enter a conversation about work is "What's in it for me?" You need to prove that you can add value.
Ask intelligent questions.
Do your homework by investigating web sites, annual reports, and talking to people who work in the field or in the organization. Ask questions that will help you confirm the match between you and the work. Find out if your values are a good fit with the organization.
Think about what is important to you in your work and convey, with enthusiasm, your intent to find the connections with what the host organization does.
Be an active participant.
Arrive at the conversation prepared to contribute enthusiastically and knowledgeably. Many employers are not trained interviewers. As a potential colleague, if you behave confidently and respectfully, you often help to put the employer at ease.
If given the choice, schedule the interview for a time of day when you feel your best. You will project yourself much more effectively and therefore have a better chance to get beyond the awkwardness of the interview scenario and leave a positive impression.
Explain the obvious.
You do not have to be a social butterfly to succeed in an interview. You do need to explain to people what they are seeing, so that they don't falsely interpret your behaviour. Be authentic and let them see what you are like to work with. Are you quiet and reserved at first meeting? Perhaps you are extremely nervous or it is your first interview. Maybe English is not your first language and you have more trouble communicating effectively under stress.
Whatever the issue, do not leave question marks in the employer's mind for them to decipher on their own. You may choose not to address the issue directly, but you must help them understand you during the course of the conversation. You do not need to be perfect. But you must give examples that demonstrate to the employer that you are someone they can work with.
Think Hollywood.
Prove the skills and attributes you say you possess. Tell vivid, truthful stories that enable the employer to "watch the movie" of a specific situation. Be succinct and a**** the way, demonstrate to the employer how your past experiences show your potential capabilities in the future.
To avoid rambling and being too general, try the S-T-A-R formula. Tell them about the specific Situation, the Tactics/Thoughts you used, the Action you took, and the Results.
THE BAD...
Bad interviews are often not about the answers, but rather about the subtle differences between candidates. Two candidates may be quite similar in qualifications and experience, but one just seems to have an edge because of something the interviewer can't quite identify.
Here are some of the common intangible qualities that can make the difference between being first or second on a recruiter's callback list.
"Lord I was born a ramblin' man..."
Candidates who do a lot of talking in an interview but never seem to reach the point of the answer, can not only annoy a recruiter, but demonstrate that they are not effective communicators. Be succinct and specific. Ask if they want more detail to avoid giving information that may be unnecessary.
Phone yourself and leave the answer to a question a day on your answering machine. You will learn a lot about how you come across. (Hint: if your answering machine's timer cuts you off, you may need to refine your answers!)
Expects a firing squad.
The best interviewees tend to politely and appropriately ask questions. Candidates who sit passively and answer question after question, without contributing or engaging the interviewer, often demonstrate a lack of motivation or initiative. Good candidates view interviews as "conversations", rather than "interrogations". Keeps 'em guessing.
Good candidates help employers understand who they are. They provide consistent evidence to support who they explain and show themselves to be. One candidate repeatedly stated that she was "discrete" yet in almost every story she told, she demonstrated clearly that she had no discretion.
Candidates who leave an employer wondering about inconsistencies after an interview are accepting a risk. Do you want to take the chance that they will come up with the wrong interpretation of you? The employer may make decisions accordingly卆nd not necessarily to your benefit.
Does it all.
There can be a strong temptation in an interview to try to be all things to all people. Remember to have a focus. Know what you are good at and what you love to do. Be able to articulate those things clearly.
It is also easy to answer questions as if you work completely alone - which tends not to be the case in actual workplaces. You illustrate your ability to be a contributing member of a team by including other co-workers in your examples.
THE UGLY...
There is just so much to choose from under this category. Interviewers experience a whole range of faux pas - from people bringing food or friends into the meeting, to candidates putting their feet up on the desk... it's amazing what can happen during a simple conversation!
Just as you should expect respect from an employer, your job as an effective candidate is to return the favour. Interview behaviour to avoid can seem obvious, yet people still engage in some of the following common and often results-altering mistakes.
"I'm a perfectionist".
Do you have three weaknesses you can talk about with examples? Use weaknesses that will not compromise your candidacy, but are still honest. Describe specifically how you compensate for them. Candidates who trot out the tired and much over-used, "I'm such a perfectionist" line when asked about weaknesses demonstrate only one thing - their weakness is that in an effort to give an employer what they think is the "right" answer, they have memorized the interview handbook. Bad idea. Fakes it.
People who lie in interviews don't always get caught but it's still not something that is recommended. First of all, there are very few good liars and what tends to happen is that inconsistencies show up in your answers - causing your candidacy to be in jeopardy. Secondly, interviewers want to find people who know what they are good at, and what they need help with.
Saying "I don't know" in an interview and sincerely adding some positive information about where you would look for answers can be much more effective than trying to bluff your way through. If you can't admit you don't know something in an interview, what will you do on the job when the reputation of the organization is depending on how you conduct yourself?
Shops around.
It is ethical to go to an interview if you want to find out more about the work. It is not ethical to go to an interview if you have already accepted another offer of employment. Think carefully before you accept a position - even verbally.
If you are looking for interview practice but you're not really interested in this particular job, try your campus career centre or one of the employers conducting mock interviews on campus for help. Don't waste an employer's time or steal an interview spot from someone who has a real interest in pursuing the work.
Wants "Just a Job".
At this stage, it can be easy to get into the mindset of "I just want a job - any job". You should know though that recruiting is expensive and employers know that most employees do better work, add value (and therefore profit) when they like what they do. It doesn't make much sense, therefore, to hire someone who wants "just a job" and doesn't know why THIS is the job/organization/field that fits. That's why asking about salary as your first or only question can be so significant.
Employers know that you want to make money - that's a fact of life about working! But money in itself is usually not enough to make you motivated to do the work well, be innovative and enthusiastic. Think about why this particular organization or field attracted your attention. Why are you suited for it? If you show that you have thought about the "fit", you stand to reassure the employer that you are serious about the prospect of contributing.
THE MAGIC FORMULA
How do you know what will work with each employer? You don't. Every employer and organization is different. The key is to be your positive, professional, and authentic self. Be wary of following a script or memorizing answers. Explain the person that they see and back it up by describing what you love to do and what you're good at.
Always demonstrate how you can contribute by using concrete examples from the past. Use the interview to determine whether this is work you really want to do. Convey yourself enthusiastically and professionally to everyone that you come in contact with, not just the interviewer.
Choose your interviews carefully based on what you know about yourself and the match between the work you love and the work they have. Politely ask questions and be a contributing member to all conversations about the work.
Now, try to relax, smile, and ...tell me about yourself.
"You need to dance with your interviewer," a colleague in the outplacement business told a group of unemployed people some years ago. "Let the interviewer lead. Your job is to follow with practised intent."
The advice is still relevant today. An interview, like a dance, brings two people together for a common purpose. And you both have to be fully engaged and know your respective roles for magic to happen.
The music playing in the background of this dance is, "Getting to know you, getting to know more about you."
Interviewers dance to learn about you and your suitability for the job, your skills, personality and attitude, your interest in the position, the organization.
(Expect questions about your personal and work history, educational choices, salary history and current requirements. You'll also hear questions about your personal circumstances, sometimes in oblique ways.)
You dance to learn more about the job and the employer and to discover whether this opportunity will help further your own career goals.
(Prepare to ask questions like: What are the immediate and medium-term demands of the job? To whom does it report? What are her expectations? What is his management style? How does the position fit within the department? How does the department fit within the organization? Who are the organization's clients? What are its products, history, growth patterns, problems and potential?)
Keep in mind, as you whirl around the conversational dance floor, that a third party is there, in the space between the two of you.
It's the job, the position for which you are applying. And in the best interviews, this job is the conduit through which all conversation flows.
Here are some questions that come up time and again:
Tell me about yourself. Some job-seekers hate this question. It's too ****-ended, too vague, they say. Still, it's often the ****ing gambit in many interviews.
What the interviewer is really saying is, "Tell me about yourself in relation to this job." The question provides an opportunity to begin your sales pitch.
Tip: Keep your answer brief and targeted. Prepare a two-minute response about your work history, training, goals and personal interests. Before each interview, customize it to the position in question.
What are your strengths? Again, target your response to the needs of the job being discussed. If you note strengths that aren't relevant to the job, you miss an opportunity to address the employer's actual needs. If you know it's a high-pressure job and you've got nerves of steel, say so.
If the position needs a strong communicator, talk about your ability to express yourself and draw people out. Give examples from your past work, school or volunteer history.
Tip: Answering this question directly isn't bragging, it's salesmanship.
What are your weaknesses? Some see this as a trick question; others say it's a stupid one. But it comes up often in interviews and requires a sincere response.
Because most of the interview focuses on what you are and what you're capable of, this question is designed to provide some insight into what you aren't. Interviewers are looking for personal objectivity.
Why did you leave your last employer? If you left your last job seeking greater challenge and responsibility and on good terms, you will probably have little trouble with this question. But if you were let go, or nudged out in some way, this could be a touchy issue.
Work diligently to develop a philosophical view of the circumstances. Something like: "Leaving wasn't my idea, but it became necessary because . . . . Still, I learned a great deal in that job. Now, I'm very keen to apply that knowledge to another position, like this one, that better suits my abilities."
Tip: Never bad-mouth a previous employer, no matter how sympathetic the interviewer may seem.
Why should we hire you? This question is generally asked toward the end of the interview and may be worded in softer language, such as: "Are you interested in this job?"
It gives you an ****ing to indicate your strong interest in the position and the organization. Here's you can summarize what you've learned about the position and re-emphasize your skills, abilities and experience as they relate to this position.
Tip: This is often your final chance to sell yourself.
At the end of every interview, critique your skills (and your dancing partner's, as well).
Did you both learn what you need to know? Did you answer questions fully and yet succinctly? Did you ask questions intelligently? Did you keep the job you applied for top of mind? Would you like to work for this organization? Did you convince your interviewer that you were a suitable candidate?
Ongoing assessment of this kind can help build your interview skills. Like dancing skills they improve with practice.
Imagine for a moment that you are doing exceptionally well in your job interview ?until your interviewer asks you a question totally irrelevant to your discussion, such as "How would you improve the design of the hockey stick?"
While you fumble for an answer, inwardly you are thinking, "What is wrong with this person? Why would I be asked such an absurd question as part of a serious interview?"
You have just been asked a deliberate "stress question" designed to give the interviewer an opportunity to observe "the real you" by looking for a reaction that might reveal something of your character ?perhaps impatience with a silly interviewer ?as well as a glimpse of your creative abilities in coping with the unexpected.
While it is no secret that most job applicants view employment interviews as stressful, many are not aware that there is an intentionally designed and somewhat unusual type of selection interview called a "stress interview."
The stress approach can be in the form of questions or statements. Mild stress: "With your lack of relevant experience, what makes you think you can do this job?" Or, medium stress: "You seem much too timid to handle these responsibilities." Or, major stress: "That is the worst answer we've heard from any of the candidates."
The stress could be presented in a situation or disguised in the interviewer's behaviour, such as an unsmiling greeting, protracted silence after hearing your answer to a particular question, or a confrontational or argumentative attitude.
Stress approaches may include: rapid-fire questioning, criticism of your interview or past work performance, silence in the beginning or following an answer to a question asked of the applicant, unclear instructions, or being confronted by the interviewer.
It is important for job seekers to keep in mind that it is one's reaction ?how one handles stressful, unexpected questions and/or the interviewer's surprising behaviour ?that is observed and assessed by the interviewer, not necessarily the answer.
Interviewees should not take the stress tactics personally. The candidate's reaction should be evaluated relative to the genuine demands of the work, and "grace under fire" is the key to handling this unusual situation.
Actually, many hiring professionals agree that a full interview using a stress approach is seldom used or appropriate these days because heavy-handed stress tactics do not fit well with the relaxed and welcoming interview atmosphere that Canadian organizations attempt to create for candidates.
So, why worry about stress interview tactics?
In part, because employment search transcends geographic borders, and because almost every book on interview preparation in local bookstores includes a section on stress tactics in interviews. As well, type in the words "stress interview" using your favourite search engine (try Google ) and the articles and information abound.
David Sher is a Toronto employer who uses stress tactics "purposefully and responsibly" when selecting his staff. President and group publisher of the Student Media Group, Sher publishes Business $ense and Enginuity magazines.
"Whether we use stress tactics or not depends totally on the expectations of the job," he says. "If we are hiring creative staff, we don't use it. However, if we are hiring for sales and marketing, we do ask stress questions and we create a bit of an unexpected atmosphere. We are not out to create tremendous stress as that is not productive. We just want to see how the person reacts and we expect honesty in answers."
As an initial stress tactic, Sher continues, "we use a combination of waiting and silence. If we are interviewing for a sales and marketing position, we will have an applicant wait about 10 minutes and then bring the person into the interview room. We say hello, smile and then ?silence."
"Our goal is to see if the candidate will initiate the conversation. It can even be small talk ?as long as they start the conversation. On the job, a salesperson has to demonstrate composure and control to strike up a friendly conversation with a client. The stress tactic tells us if the person can do that."
"We use a stress tactic at the end of the interview, as well. We know that when we ask about 'weaknesses,' we'll get a rehearsed answer. But add the stress follow-up question, 'Tell me more about your weakness' and we are likely to get an honest and unrehearsed answer."
According to Candace Davies, founder and director of the Alberta-based Cando Career Coaching and Resume Writing Service, "stress interviews can be brutal." A former general manager, Davies has interviewed more than 1,000 people for hiring purposes and now helps people prepare for interviews, including stress interviews.
Consider her tactics when in stress interview situations:
Do not let yourself be intimidated.
See this as an opportunity to rise to the challenge.
Ask for clarification if you need it.
Don't rush into your answer. Collect your thoughts.
<LI>Most importantly, respond calmly, confidently and professionally. Experts seem to agree on at least one thing: Know the requirements of your job, anticipate the possibility of a "stress tactic" experience, be aware of your reactions and learn some useful approaches to handle this unusual but possible curve ball.
In the question-and-answer atmosphere of employment interviews, some questions offer a perfect platform for creative self-marketing. You do have to be ready for them, however.
Question: I'm a university student. Compared to many of my colleagues, I would say that I have a great deal of experience when it comes to interviews and the "application process."
Still, there's one question I can't seem to get a hold of, and unfortunately it comes up at every interview. "What is your greatest achievement to date, and why?" I'm sure that everybody has heard this question and probably will for some time to come.
Do I answer with a personal "life-growing" achievement, an employment achievement, a combination of both (if possible), or something different altogether? Employers must ask this question for a reason. What is the purpose? What do they hope to gain from the interviewee's answer?
Answer: If you haven't yet grasped the significance of this question you've probably missed several opportunities to sell yourself during interviews.
At one level, accept the question at face value. Interviewers generally do want to know what in your past gave you a sense of accomplishment. Like most interview questions, though, this one has a subtext. And once you understand it, you can give a relative stranger a verbal snapshot of you at your best.
Employers pose this question to learn more about you and what makes you tick. Your answer says, "This is what's important to me, what I value, how I make judgments, how I handle myself." It indicates how self-aware you are, how well you understand the requirements of the job and your suitability for it.
For some people, coming up with a specific incident that bestowed a true sense of achievement is the toughest part of relating an accomplishment. Others find it hard to tell an "accomplishment story" in an engaging and sincere way.
In either case, the process begins with an understanding of what an accomplishment actually is. Richard Bolles, in his book, What Color Is Your Parachute (10 Speed Press), offers a definition that originates with Bernard Haldane, an early pioneer in the career counselling profession. Haldane defined an accomplishment as "something you yourself feel you have done well, that you enjoyed doing and felt proud of," Bolles writes. In other words, he continues, "what you're looking for is something that gave you two pleasures: enjoyment while doing it, and satisfaction from the outcome. That doesn't mean that you may not have sweated as you did it, or hated some parts of the process, but it does mean that basically, you enjoyed most of the process. The pleasure was not simply in getting it done."
It doesn't matter whether your accomplishment comes from school, work or your personal life. It will be most provocative, however, when you're able to point out how the accomplishment relates to the opportunity under discussion.
Here's an example: Let's say you're applying for a position that requires an active team player, but your formal work history doesn't include much teamwork, at least nothing that gave you a sense of achievement. On campus, however, you were happily involved in several organizing committees for large student events.
Search your memory to find the one event that was the most challenging, enjoyable or satisfying. Prepare to discuss the event, and your role in it as an "accomplishment story." (These stories are most illustrative when they feature a single event.)
Recall the entire process in detail from your first meeting to the final event. What was committee's objective? What challenges, problems or obstacles arose? How did the "team" meet or overcome them? What role or roles did you play? What skills and abilities did you use? What was the outcome? What did you learn about working as part of a team? What did you learn about yourself? What gave you a sense of satisfaction?
Use this information to craft the story. Natural raconteurs find this fairly easy, but many people need to use the SAR (Situation/Action/Result) storytelling formula. Begin your SAR story with a description of the situation. What was the committee's objective? How was it structured? What problems and obstacles had to be overcome?
The challenge is to "set the stage," providing the listener with a context in which to place you and your abilities. Next, talk about the "action" that was taken, both by the committee and by you.
When discussing your own actions, you're offering a glimpse of you on the job, so be thorough. Close the story by noting the "results," the successful outcome, the lessons you learned, the satisfaction you felt.
You may be wise to come up with several accomplishment stories and prepare to tell each one. Then, when asked about your "greatest accomplishment," you can pick one that relates to the position for which you are applying. I hope this helps.
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