As an interview coach I would say that interviews are not always balanced. Sometimes the interviewer/recruiter is not skilled and hides that lack behind a formidable or authoritative demeanour. Sometimes the interviewee is so desperate for the job offer that he or she quakes in fear of taking a wrong step and thus interviews without presence, passion or good impression.

An interview doesn’t need to be perfect, but it does need to be productive. Keep in mind that most employers are looking for three things: that you can do the job, that you fit the team dynamics and corporate culture, and that you will take the money offerred.

Doing the job involves more than existing skills; fitting the team is about more than personality; taking the money oftentimes goes beyond the salary. Here are a few tips on how to augment your answers and conversation with important information that reveals more about who you are, how you work, and what can be expected.

• We should all have an idea of how we wish to be perceived. Do you want to develop a reputation for a level of quality unsurpassed by peers? for staying ahead of the game with extra training, leading edge ideation? for thought leadership? for being recognized as the person who loves to pitch in and help out others? Develop your ability to articulate this critical aspect of “you,” and share it during the interview.
• Fitting in is all about emotional intelligence, or “playing nice in the sandbox,” so the speak. Share instances of where you smoothed over tensions, tell the interview team about the course you took in mediation to learn how to de-escalate tensions, name a book or two that you’ve read on this subject – prove that you have an interest in fitting in and contributing to others’ well-being (and by extention, to the company’s productivity).
• Demonstrate your commitment to your own well-being! Being physically and emotionally healthy has an impact on your productivity. This plays a dual role: it demonstrates that you will be a highly functional employee, but also subtly communicates that you value your own health and down-time.

Remember, you have a responsibility to contribute to the interview’s mood and outcome. It is not entirely in the interviewer’s court!

How will you keep up to date with current trends? What do you want to be recognized for? How will you contribute to make others feel they belong here? What are your A)short and b) long term goals? How do your values match with the future goals of our company? Where is the place of social networking within a workplace? How will you manage stress from the workplace in the next year?

Ouch.

By the time one reaches a certain age (I myself am turning 57 soon), most interviewers will seem ultra-young! It is critical, at all times, to see oneself as an equal partner at the table, whether one is quite young and the interviewer much older, or vice versa.

The candidate didn’t get an offer, as his attitude, even cleverly hidden, was likely exposed. All it takes is a look, a body language gaffe, and your true feelings are out there. Not a good interview strategy.

Proactive career management includes knowing how to interview well! If you need some help, New Leaf Resumes offers a one hour coaching session that is accompanied by a 40-page E-book, and the information “blows the interviewers’ socks off,” as one client put it! It teaches strategy so that you are ready for the unexpected, the unusual, the unrelated! Working to your career success, Stephanie

A certain amount of self-promotion is expected!

For those who are on the gentler side of talking about themselves, there are methods to soften the message so that it offends no one’s sensitivities! Here are two ideas.

1. Although you have to share your successes, if you tell the story of the struggles - challenges, meetings, research, presentations, partnerships and so on – that led up to the success, you won’t feel quite so boastful.

2. In telling the story of the struggles, be sure to give credit where credit is due. A statement akin to “I wouldn’t have been able to meet this project’s deadline without the cooperation and assistance of countless people, from our corporate writer who tweaked my reports to the administrative assistant who so capably arranged for stakeholder meetings, sometimes on very short notice.”

In the end, you still portray yourself as a person who is in control, taking care of details, and surrounding him or herself with outstanding staff. Customize this approach to your own work place story and let me know how it works for you. And if you think you could benefit from interview coaching, check out my website for details. Working to your career success, Stephanie

A few stories from my time working in Human Resources will explain what I mean.

Our department was a good size; there were over 20 HR staff. The corporation had over 2000 employees, and recruitment was ongoing with hires of part-time casual to senior level executive types. Our receptionist developed quite a skill in foretelling who of the five to eight interviewees would be offered the position. And she shared her opinion with everyone, freely, right up to our Director.

Her success stemmed from having learned to “read people,” that is, observing mannerisms and behaviours when the candidate knew he or she was under scrutiny, and more importantly, when the candidate was oblivious to someone’s observation.

A potential director was immediately cut from the list as she missed an opportunity to acknowledge the CAO  (and perhaps engage in a conversation)who walked past. You see, the candidate was busy texting. Many a candidate were given unfavourable reviews by our astute receptionist because they treated her in an unkind manner. And a few hapless job hunters lost their shine when they complained, rolled their eyes, or otherwise displayed a less-than-favourable evaluation of their co-workers or place of work … this, after having delighted the interview team with tales of their keen teamwork, respect for the needs of the job, and indomitable positivity.

It is worthwhile to note that your interview begins not as you cross the threshold of the interview room, but much earlier, perhaps even as you arrive on the grounds. And it ends similarly, far from the eyes of your potential co-workers. No need to dance your self-congratulatory jig in public; best to save your pats on the back for an interview well done until you are home.

The interview questions may remind people of job interview questions (but I ask many, many more). Unlike an interviewer, I am not willing to go on to another question when the client finishes his or her “answer”; I keep asking until I really understand what he or she actually did. It is tiring work as so often people are stumped and try to brush off my question with a “but I do that all day, every day.” That’s not enough, nor would it be enough for a job interview.

Here’s an idea for responding to the so-often posed “Tell us about a few of your strengths.”

In order to develop rich and satisfying content to this question read a book like Tom Rath’s “StrengthsFinder 2.0.” This neat little book will arm you with great insights into you and what makes you a valuable employee (it’s always exciting to read about one’s own greatness!), along with verbage that will build really interesting answers to that interview question.

For example, I am a Learner. This is perfect for my role as a resume writer. Each time I’m faced with writing a resume for an unknown role, I conduct self-study to familiarize myself with the basics of that role. It’s essential if I’m to ask the best questions … and if I’m to write the best resume too.

This, folks, is what it takes to captivate your audience – real self-knowledge with words that ring true, examples that align you with the position applied to, and information that is interesting and makes you interesting!

Let me know if you’ve come up against troubling interview questions and I would be glad to address them in an upcoming blog. Working to your career success, Stephanie

Here’s a formula that’s sure to help you out. Take three key skills that the position requires, and develop a bit of context. Here’s an example developed for a manager of customer service agents.

“ABC Computers would benefit from my hire because I’ve developed excellent methodologies in staff management, integrating training, and improving ratings in a meaningful way. I’ve managed an increasing number of staff that have grown from only five customer service agents to 30. In order to truly manage, I have elected to conduct informal performance reviews monthly rather than quarterly. That’s one. Secondly, I recognized that although lots of training is offered, and taken, it’s not always integrated, meaning that we weren’t making any real improvements. I’ve now set aside one hour a day for up to three days after a training session during which I sit down for a few minutes with each agent, go over specifics and allow my agents to practice. And lastly, the above two have improved many key performance indicators: call length, customer service surveys, number of complaints and escalations – every metric has seen an improvement. One more thing I could add: these performance improvements have stalled the need to hire another two agents! Our staff has increased productivity to the point where we’ve saved the salaries of two full time employees. And that’s why I would make an excellent hiring choice.”

Finish that off with a beaming smile and without a doubt you’ll be a top contender.

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Do you as a job hunter realize that your success is also linked to your choice of employer? Choose the wrong company and your career stagnates if not tanks, requiring considerable time and effort to re-establish it. Choose the right company, and your career soars to heights you may only have dreamed of.

But how do you determine whether the potential employer is close to perfect?

By interjecting questions during your interview you’ll gather replies that will provide insight. Sometimes you’ll have to rely on “gut feeling” or “intuition.” Fit cannot always be established through empirical evidence!

• Does the employer have a training and development policy? If not, the company may be firmly planted in the past, not wanting to innovate, consider new ideas, or move forward. Certainly lack of staff development shows an unwillingness to invest in its own future. A stagnant company won’t last well in these times of constant re-invention.
• Do new projects and initiatives get seen through to fruition, or do they flounder and flop until they’re exhausted of trying? Whether they die a natural death, deemed unprofitable or not quite right, or of an unwillingness to commit resources both human and financial, makes a difference. Good practices make sense; lack of persistence and commitment do not.
• Does the employer display empathy towards the needs of its staff and their families? Are there policies for bereavement leave, is the vacation compensation adequate, do they raise a stink when someone needs a personal emergency day off? (You may have to ask an employee some of these questions.)
• Does the company proclaim (and uphold, as talk is cheap) values that are in sync with your own? Are there rumors of shady dealings or short-cuts that you’d find impossible to live with?

Researching and asking questions can only lead to making a reasoned and reasonable decision, should a position be offered. Don’t be afraid to ask questions during your interview; you should be taking the lead in your future by seeking answers to critical decision-enhancing questions.

“I’m active on LinkedIn and have over 300 contacts. In fact, I managed to get within two contacts of Johnny Depp!”

Not so likely! Although it might work to prove you’re a great social networker.

But there is a kind of name-dropping that would absolutely help and what’s more, anyone can use it. It is related to the people named on your reference page.

Imagine answering a question like this:

“I have earned a fine reputation when it comes to managing timelines in project managing complex and major projects. In fact Sharon Gee, one of my references, also my Program Manager for several of these projects, will attest to this. She often remarks on how grateful she is that I manage to meet each and every milestone deadline. In fact she jokingly wonders if I have found a way to make time stand still while I catch up on details.”

Now that’s name-dropping that’s worth trying.

Every job hunter is conducting a self-marketing exercise: in selling services that the employer wants to purchase. Learning a few marketing tricks might be useful.

First of all, every marketer knows the product’s value proposition, that is, what makes that product worth purchasing, and what makes it different from other, similar products. In this case, you, the job hunter, are the product. Your value proposition is based on a)your education/credentials; b) your experience and related skills; and c)your unique features.

The second critical piece is to know the purchaser’s (employer’s) “buying motivators.” What motivates someone to pick up a lunch from a fast-food chain rather than a posh restaurant? Knowing what motivates a customer drives the marketing message. (Are you selling fast service or scrumptious goodies?)

What drives your customer, that is, what is your employer looking for? Yes, someone with a value proposition that matches the job’s “Desired Skills and Experience.” But that’s only a beginning. (Your competitors are likely to have similar value propositions.) What the employer is really looking for, what really motivates him or her to “buy” your services, is related to the bottom line.

Are you a sales agent? Exceeding sales goals, identifying a new market, increasing market share … those are related to the buying motivators.

Are you a teacher? Engaging your students to excel, maintaining discipline or control while respecting children’s self esteem, maintaining great relationships with parents, staying on top of innovations in teaching and subject matter … those are related to the buying motivators.

How about the administrative assistant? Keeping files and schedules supremely organized so that no deadline is missed, no task forgotten, keeping your boss on time and prepared for meetings, knowing your way around a growing list of software to prepare attractive reports and PowerPoints … those are related to the employer’s buying motivators.

Figure out how your job affects the company’s bottom line, articulate how you impacted – positively – the bottom line in the past, and you’ll have the recruiter’s undivided attention!

This is not something that an interview coach can “fix”; all we can do is point it out, with sensitivity of course. The “fix” is beyond the scope of an interview coach’s role.

The issue is not eye contact as that is but a symptom; the issue might be self esteem or self confidence or self acceptance. Whatever it might be, it’s a different kind of counselling.

And yet, mother is right to worry. First impressions count and people skills count.

A poll of recruiters conducted by the Society of Human Resource Management (www.shrm.org) tells us this: a hiring decision relies over 40 percent on organizational fit, and the decision to not hire the candidate is made in about 15 minutes by over 50 percent of recruiters. (30 percent do so within 5 minutes and another 30 percent do so within 15 minutes!).

What, you may be wondering, is considered optimum eye contact in North America? In conversation a person maintains eye contact approximately 75 – 80 percent of the time. Constant, unflagging contact would be uncomfortable.

If you see your interviewer looking away from your unflinching gaze, take note and look away. Learning to “read” body language is critical to effective relationships, even a one-hour interview.