Buckley Search Inc.
Partners for Progress
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Buckley Search Inc. |
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Partners for Progress |
kevin@buckleysearch.com
anna@buckleysearch.com
Tel: (416) 865-0695 toll-free 1 (866) 996-9984
BEING INTERVIEWED &
Emailing Your Resume: Creating Buyer Interest
An extensive collection of tips to help you excel in an interview, based on many
years of recruitment and selection experience. Please note that the original
version of this document was written to assist newcomers to the country. Some of
the information may therefore be elementary in content. For those more
experienced people reading this, we hope you also find information of value to
your specific circumstances.
To navigate in the document, click the link of the topic you want to review and
click the 'back' button on your browser to return to the top of the document.
Part I: Being Interviewed
Part II: Employer Interviewing
Styles:
Part III:
Frequent Interviewing Mistakes - Expanded
Part IV:
Assessing Potential Employers / Questions To Ask
Part V: Why Should We
Hire You?
· Always be your self, genuine character shines through.
· Review your accomplishments, skills, abilities and aptitudes.
· Decide what you want to draw attention to in the interview.
· Mentally, then verbally rehearse your presentation.
· Practice your presentation with a spouse, friend or colleague.
How do you set a proactive tone from the start?
· Think about the skills you have developed: your talents, abilities and aptitudes.
· How have you grown through your achievements in and outside of work?
· Choose specific examples of your progress in developing new business, retaining or winning back unhappy customers; the improvements you made to existing processes; cost reductions achieved; profits boosted; shareholder value increased, etc.
· Do research on the company, view the website, review applicable industry journals, Dun & Bradstreet assessments, Scott's Directories, Reference libraries for information.
· When setting up meetings, offer before or after-hours flexibility.
· Select clothing that does not distract the interviewer.
· Remember that your sense of self-control, enthusiasm, openness, maturity and self-confidence are all transmitted through body language; poise and power are conveyed through your movements, reactions, speech modulation and eye-contact.
· The quality of your handshake forms an impression; a limp grasp can be interpreted as passivity; an overly vigorous handshake as insecurity or aggression; offer your hand first; if possible, it denotes friendliness and approachability.
· Ask the interviewer how he/she would like to begin as this may determine the interviewer's agenda in the meeting, (see Interviewing Styles/Self-Marketing page).
· Ask if you can take notes as this displays interest in the proceedings and is practical to record important aspects of the job which come under discussion.
· Use open-ended questions (ones which cannot be answered by a simple 'yes' or 'no') to create a flow of information; after answering a question, follow up with an open-ended one to obtain clarification or shift the discussion to areas you consider important to explore.
· Open-ended questions begin with 'who, what, where, when, why or how' or 'describe, explain, outline, clarify', etc.
· Speak positively about past-employers; avoid being critical or defensive if you had a bad experience with a past/present employer; negativity leaves a lasting impression.
· Don't assume that the interviewer knows what is in your resume, point out those achievements and skills which best tell the interviewer who you are and what you can do.
· Avoid being abrupt or rambling, stay on topic and answer questions directly.
· Be aware of what the interviewer's reactions are to what you have to say.
· Speak at a moderate pace (such as television announcers use), refuse to allow yourself to be rushed and maintain friendly eye contact.
· Have reasons why you are interested in the position and be ready to give them when asked.
· When asked about compensation, avoid boxing yourself in to specific figures; outline what your current or immediate past earnings are/were and convey your interest in the opportunity under discussion; follow up with an open-ended question: "What range are you offering?", or a similar type of question.
· Ask the time frame involved in a final decision being made on the person being hired; you need to know if there are lengthy delays likely due to other people being involved in the hiring process.
· Offer to leave a list of past employer references or copies of actual employer reference letters and ensure that their telephone numbers are updated.
· Thank the interviewer for the opportunity to meet and reiterate your interest in the opportunity, if applicable.
· Send a thank-you note after the interview, affirming your interest in the position
Summary:
· Always be yourself.
· Review your accomplishments.
· Choose examples of your progress.
· View the employer's website.
· Research the company in related journals/reference library.
· Offer to meet before or after hours.
· Be punctual and call if you are going to be late.
· Offer a warm handshake.
· Ask how the interviewer wants to begin.
· Use open-ended questions to gather information.
· Speak positively about your work-history.
· Point out your achievements and skills.
· Take notes of important details.
· Offer to leave updated references.
· Thank the interviewer for the opportunity to meet.
· Follow up with a thank-you note or e-mail.
Most people do not interview for a living. Otherwise, successful and competent people can find being interviewed to be stressful. Presenting yourself effectively and leaving a positive impression in the interviewer's mind requires focus, clarity, sincerity and preparation.
Following the above guidelines will help to ensure that the interview is both mutually enjoyable and a productive exchange of important information.
Part II: Employer Interviewing Styles:
Hiring managers employ various techniques when interviewing potential employees. The following are some of the methods and tactics in corporate use.
The Group: Used primarily for volume recruitment with two or more applicants interviewed together, answering open or rotating questions, to assist in determining applicant competitiveness.
The Co-workers: One or more future colleagues ask questions with their superior to assess team qualities and attitudes in prospective group members; interview roles and questions are established beforehand; allowing superiors to see group interaction skills of present and future staff.
The Behavioral: Applicants are tested on decision-making, problem-solving and attitudes and values; open probes are used to encourage the applicant to talk about specifics; examples of how applicants handled certain situations are asked for, indicating applicant's character, values and general maturity.
The Technical: Job knowledge is tested to qualify the applicant for further consideration; knowledge of procedures, processes and technical industry jargon is verified; typing tests or similar assessment tools may be administered on the spot; interviewer questions center on actual functions and daily duties.
The Aggressive: A challenging tone is established by interviewers) at the beginning; stress is created to see how applicants react under pressure; knowledge and performance may be questioned with a skeptical attitude; the applicant's poise and self-control are probed for weak points.
The Written: Applicants are required to provide written answers to questions; determines basic skills, aptitudes and work experience; provides interviewer with a record of responses and statements; indicates writing skills, grammar and spelling.
A Survey:
Based on a survey conducted with 153 North American Executive Search Firms
serving a broad range of industries.
· Poor or casual personal appearance.
· Lack of interest and enthusiasm: passive and indifferent.
· Over-emphasis on money: interested only in best dollar offer, benefits, hours, vacation
· Condemnation of past employers: bitterness.
· Failure to look at the interviewer when conversing.
· Limp, clammy handshake.
· Late to interview.
· Asks no questions about job or company.
· Indefinite response to questions.
· Over-bearing, over-aggressive and conceited attitude.
· Know-it-all or arrogant demeanor.
· Inability to express self clearly: poor diction and grammar.
· Lack of planning for career: no purpose and/or goals.
· Lack of confidence and poise: nervous and ill at ease.
· Expects too much too soon: impatient and demanding.
· Makes excuses, evasive: hedges on unfavorable factors in track record.
· Lack of tact, diplomacy, and courtesy: ill mannered.
· Lack of maturity.
· Lack of vitality.
· Indecision and hesitation: timidity.
· Low moral standards, cynical, lazy.
· Intolerant: has strong prejudices.
· Inability to take criticism: volatile temper.
· Incomplete, sloppy or illegible application.
Part III: Frequent Interviewing Mistakes - Expanded
In a competitive job market with many people vying for attractive career opportunities, you need to make sure that you avoid making errors that reduce your prospects for getting the job you want.
As recruiters, we see many avoidable situations where otherwise well-qualified people say or do things that end up in them losing the opportunity that they are going for.
Not Preparing Beforehand/Researching The Employer:
The Internet is a valuable resource; use your search engine to discover data about the company's products, new services, philosophy, strengths and plans for the future. Surprise the interviewer by knowing something about the company.
Being Evasive About Unexplained Gaps In Your Work History:
One of the quickest ways to lose a potential employer's interest is to appear to be defensive or evasive about gaps in your work history. People do get released, downsized, restructured and fired. Explain objectively what happened and don't show bitterness or resentment towards the ex-employer.
Being Late For The Meeting:
Take a test-drive to the meeting location if you are unfamiliar with the area. Plan ahead to avoid traffic problems. Being late is discourteous and you are getting off on the wrong foot.
Not Showing Up and Not Calling:
This is worse than being late. Unless the employer is desperate to hire, you can write off this opportunity. It shows a lack of responsibility.
Not Dressing Properly:
Stick to the basics - business attire for both men and women. Dressing down for a meeting even if the interviewer seems to be casual about it is taking a risk with your credibility. This can offend interviewers, especially if the company has a certain dress code.
Having Poor Personal Hygiene:
Dirty hair, fingernails, bad breath, not shaving, having offensive body odor and showing up with stains or shabby clothing indicates a lack of self-esteem and care and the employer wants you to care about what you do in your job. It also shows a lack of organization and self-respect.
Not Having Your Resume and Reference Letters With You:
Hiring Managers often are so busy that they forget to have a copy of your resume. This can lead to an unproductive meeting if you don't have it with you to refer to either. Being prepared with Reference Letters shows that you are organized and confident about what you have to offer the company in terms of skills, track record and personal reputation.
Not Making Eye Contact:
This is a classic error. Not maintaining reasonable eye contact in listening to and responding to questions give the impression of a lack of interest, focus or honesty. When you first meet someone, give him or her your full attention without staring him or her down. Some cultures discourage steady eye contact as a sign of rudeness to superiors. In Canada, steady eye contact, head nodding and smiling are taken as friendliness and good interpersonal skills.
Staring Down The Interviewer:
Locking eyes in a laser-like fashion with interviewers can be read as being over-aggressive, domineering and can be unnerving. Some people think that this displays interest but it actually shows a lack of social grace as prolonged staring can be interpreted as being hostile or challenging.
Not Shaking Hands Well:
Another classic. A medium grip of about 2-3 seconds in duration is best, accompanied with a smile. A perfunctory, limp grip can give the impression of a lack of confidence, energy or vitality. A vise-like pumping off the hand can indicate nervous tension, over aggressiveness or domineering tendencies.
Being Too Casual - Poor Posture:
Slouching in an interview, stretching out and crossing your legs or appearing too relaxed is interpreted as being lazy, having a lack of initiative or just being bored with the proceedings. The opposite, sitting ram-rod straight and/or folding your arms and/or tightly crossing your legs gives the impression of being tense, rigid or even fearful.
Trying To Aggressively Control The Beginning Of The Interview:
Some people feel that they have to control the meeting from the outset, this often happens when a more senior person is meeting with a junior first level interviewer whose job it is to pre-screen candidates. Diplomacy and tact or called for in these situations. If you offend the less experienced interviewer by trying to establish dominance and control over the meeting, you may not get to the next level.
Poor English Grammar:
Pay attention to how you speak. Your ability to communicate effectively and in an educated manner is vitally important. You are being graded on your command of the language. Choose your words carefully. If English is a second language for you, practice with friends or colleagues who are fluent speakers how you would present your qualifications and have them ask questions about your background. This is one of the key areas of focus of most interviewers.
Speaking Too Quickly or Too Slowly:
A rapid-fire monologue indicates nervousness, lack of confidence or even an attempt to quickly cover an uncomfortable area of discussion dealing with qualifications, track record, abilities or education. By contrast, speaking too slowly can be interpreted as a lack of intelligence, being pedantic or plodding or questioning the interviewer's intelligence and ability to absorb information.
Giving Curt Uninformative Responses:
This is usually seen as rude, a lack of interest or the sign of a touchy personality.
Displaying A Lack Of Enthusiasm:
Again, this shows boredom or a lack of interest.
Arguing or Being Stubborn With The Interviewer:
This can occur when a more junior interviewer is interviewing a senior. The idea is that the interviewer may need to be corrected about a technical point or that they aren't understanding the information being given. The junior person may decide that the person is unmanageable or won't be a team player and the opportunity to advance to the next level may be lost.
Interrupting The Interviewer:
This indicates impatience or even arrogance, two qualities not in high demand with potential employers. Wait your turn to make your points. This tendency to want to dominate the proceedings indicates also a lack of empathy and business courtesy. Will you also be interrupting customers when they are speaking with you?
Being Nervous and Timid:
Employers want to hire people who are confident in their abilities. Being nervous and timid comes out through speaking in a whisper, not meeting the employer's gaze, appearing rattled or unsettled.
Nervous Hand Gestures:
These range from tightly clasped hands to violent hand gestures when speaking. Keep your hands away from your face, avoid wringing them, drumming your fingernails, picking at any part of your face or body and playing with pens, etc. as this indicates nervousness, tension or a lack of confidence.
Being Coy or Flirtatious:
Answers given with a wink or with seductive gestures will annoy most hiring managers. It will not win the respect of the interviewer and may alienate some. Men and women both do this in the mistaken belief that by making a personal connection and showing that they are approachable and open, they will win the interviewer over.
Being A Comedian:
Small
jokes or humorous remarks about the weather or traffic are good icebreakers in
the beginning of an interview. Carrying on like a stand-up comedian joking about
this or that topic can wear thin quickly. Interviewers will see this as being
lightweight and maybe covering up a lack of substance.
Asking About The
Salary In The First Meeting:
Never be the first one to bring up the topic of salary in the first meeting.
Always let the interviewer do this. Establish the mutual interest level first.
Asking about what the company is willing to offer can easily be misinterpreted
as being strictly money-motivated or mercenary. Dwelling on the subject will
confirm that impression. You can always nudge the interview gently in the
direction of the company's offerings by asking obliquely about the company's
point of view towards supporting industry education and the costs involved. You
can remark about how expensive continuing professional education can be. This at
least opens up an area of monetary discussion and the interviewer may then shift
the topic to salary. If this doesn't happen, be patient and wait until the
subject arises naturally.
Sending An
Over-Emotional Follow Up Letter:
If you are sending a follow up letter thanking a person for their time after an
interview, be very aware of what message you are sending. Sometimes a euphoric
feeling can develop when the interview chemistry is strong. You feel that you
have to follow up that feeling and tell the interviewer just how much you
enjoyed the discussion and that you appreciate their time and interest. There is
nothing wrong with doing this. It isn't so much what you say it is how
you say it. If your writing style is more emotional than how you speak, have
someone who is objective review your message. The basic rule of thumb is keep it
short and professional. Some cultures tend to write with more feeling in their
correspondence even for business letters. Check your spelling and grammar
especially if English is a second language. What may sound respectful to you may
sound flowery or over-the-top to a person from another culture.
Asking for Special
Hours of Work:
If you go into an initial interview with a personal agenda based on your
lifestyle and family needs, and you bring up your preferences in the meeting
without being asked, you may talk yourself out of further consideration. You
need to be careful here. You can always ask what the company's policy is about
their working hours, flexible hours and the shifts that they run. This is simple
information gathering and you learn what the company's policies are without
having to give them a demand to meet or reject.
Negative Comments
About Your Current/Past Employer:
This is a big mistake. Even if you have a legitimate grievance or have been
mistreated by a potential employer, it is very important that you not come
across as a victim or resentful as these attitudes can be interpreted as a lack
of maturity, objectivity or a tendency to hold grudges. If you have experienced
a difficult situation such as being downsized or fired, you can be sure that the
interviewer will be looking for signs of instability, depression or a person who
is unmanageable.
Not Asking
Questions About The Job:
The interviewer wants you to be interested in the job, the company and the
future you may have with them. Asking intelligent questions about the company's
products, services, competitors and plans for the future is made easier by doing
research on the internet before you meet. Go to the news or press releases pages
on their website and see what's new. Take the time to find out about them. If
you have a copy of the job description before you meet, look it over. What is
unclear? What do you want to have more information on? Write the questions down
and take them with you. Doing this shows you are organized and interested and
will make a good impression because a lot of people don't do this.
Complaining and
Being A Victim:
Complaining about the conditions you had, how long it took to get to work, the
coworkers you had to endure and the boss who wouldn't support you paints you in
the interviewer's mind as a problem person. Someone who thinks of himself or
herself as a victim will not be considered as a good team player or able to
handle stress effectively. Employers want to hire people who have a positive
approach to their work and who have a sense of humor. They want someone who
blends well with other people and an employee who can raise the morale of the
team not lower it.
Appearing Too
Eager/Desperate For Job:
There is a fine line between showing strong interest and appearing to be
over-eager for the job. The balance starts to be tipped towards the negative
when an interviewer or hiring manager starts getting constant calls for status
updates or emails seeking feedback. The same holds true for recruiters. If an
interviewer tells you that you will be contacted by a certain date and you
aren't called by 900 a.m. on that day and you leave a couple of messages or
voicemails by 1000a or 1100a that day, you will convey that over-eagerness which
can quickly diminish the level of hiring interest. Patience can pay dividends in
this situation. Wait at least 24 hours after the deadline before following up
and then leave only one voicemail. In your message, simply reiterate your
interest in the job and your willingness to make yourself available for further
discussion and leave it at that. If there is sufficient interest on the other
side, there will be a follow up.
Appearing To Be
Too Ambitious:
Hiring managers are cautious with candidates who begin focusing on what the next
step in the career progression is in the company instead of discussing the
duties and issues of the job being discussed. Spending too much time on what the
future may hold and especially discussing how the monetary rewards may increase
and then expressing the confidence that you will quickly get to that level can
backfire. The interviewer may think you are just using this job as a
stepping-stone and that you have no real interest in the job under discussion.
Being career motivated is a positive quality. Appearing impatient with the time
it may take to achieve the job and monetary progress you seek is a negative that
may eliminate you from further consideration.
Wandering Away
From The Topic Being Discussed:
Interviewers quickly become bored with long-winded explanations and digressions
from the subjects that they want to discuss. Stay focused and don't use 10 words
when 5 words will do. Practice your answers with a spouse or friend about
relevant aspects of your employment experience. Avoid lengthy and enthusiastic
discussions about your personal interests and hobbies. If you have a tendency to
speak at length about any given subject, monitor your answers and establish a
mental time limit to answer questions in. Losing or boring your audience does
not generate hiring interest.
Not Asking For The
Job:
Many people think that they just have to answer the questions, present their
credentials and the employer will automatically choose them because they are the
best person for the job. The key point to remember is that you are essentially
selling the product that is you. To make the sale you need to close the deal.
Ask for the job. Express clearly your interest in the company and the position.
Tell the hiring manager that you want to work there. Convince them that they
will be getting a motivated, interested and dedicated employee who is willing to
work hard and prove him or her self. If you don't ask for the job, it may go to
someone who does show that interest which links people and companies together
for the right reasons.
Part IV: Assessing Potential Employers
Questions To Ask The Employer:
Your interview isn’t supposed to be a one-way street where only the employer has
the opportunity to ask questions. You need to ask a few questions of your own to
determine how suitable this opportunity is.
Is this a static position that has little opportunity for growth or is it a position that offers the ability to interact with other departments, learn new skills and be challenged in the future?
Why are they looking?
What
happened to the person who was in this position?
This helps to determine why the person left and what the attitudes are towards
the incumbent. It will also provide information on where the person has moved on
within the company. This lets you know what the promotional possibilities are.
How long
have you been looking?
Find out if they are in a panic or if they are taking a more measured approach
to this hiring. In addition, if they have been looking for a long time, maybe
your negotiating position will be strengthened if you have the skills they need.
How has
the position become available?
Did the incumbent quit suddenly or was there a promotion internally, or are they
unhappy with the person that they have?
How often
do you look to fill this job?
Informs you whether or not it is a position that has a high turnover, a position that is vacant only rarely or if it has been newly created.
After you establish why they are looking, you need to understand what they are looking for. Not every position has a growth curve. Do you have what they require and will you be happy with the scope of the responsibilities in the long run?
What is
the most challenging part of this job?
This gives you a sense of whether or not the interviewer understands the demands
of the job and the expectations placed on the successful candidate.
What role
will I play in the department?
This will indicate how important your job is in the organizational scheme of
things. It gives you a sense of the level of responsibility involved and how
visible the position is for future promotions.
What kind
of person has been successful in this job (in the past)?
Understand the personality traits they are looking for. Different jobs demand
different levels of aggression, patience, interpersonal skills, ability to work
with or without support and the ability to withstand pressure and stress. Make
sure that the demands of the job reflect your basic style and personal
orientation.
How will
you measure my performance?
It is important that you know what the expectations of performance are and what factors they will review to assess your progress. Are the standards and benchmarks realistic and achievable? As recruiters, we often see people who are attracted by the higher income and greater responsibilities of a career move, only to find out in the fullness of time that the expectations are either unrealistic or not suitable to their level of skill or knowledge.
What does
the future hold in terms of advancement?
If you are going to assume the risk of making a career move, you want to ensure that there are prospects for long-term job satisfaction. Where will you progress to in the company? The best promotional opportunities occur in positions of higher risk. What can they offer you in the way of growth and in what general period?
This will tell you what you can look forward to. If there is a clear path of succession mapped out within the department, then you are more likely to be happier in the long-term. If this position is a good entry point into the firm, you may have more options for growth in different departments. If the interviewer or hiring manager is vague or non-committal about your prospects, there may be limited scope in the future.
You owe it to yourself to have a clear understanding of their expectations to avoid making a move for short-term gain but long-term dissatisfaction
Assessing Potential Employers:
You liked the sound of the advertisement and you have the skills for the job, so
what will it be like to work there?
Be aware of potential warning signals that this employer may not be the best one
to join. You need to gather impressions and assess relevant information to make
an informed decision. Your research needs to begin before you ever set foot in
the interviewer’s office. Here is a general list of issues you can investigate
through the web or through a reference library. Privately held firms may not
make this type of information publicly accessible.
Before The Interview:
If they are a publicly traded firm, how is their stock doing?
How have their earnings been in the past 2-3 quarters?
What is their reputation for quality and customer service?
What is their size, number of employees and is there an annual report available for review?
How long have they been in business?
What growth or expansion have they experienced in the last 2-3 years?
Arriving for the Interview:
How do employees interact with each other -- smiling, neutral or grim?
Do they have interesting sales literature or an employee-supported newsletter?
Do they have awards, employee recognition plaques or community service citations in the lobby?
Does the receptionist or the hiring manager’s assistant treat you with a lack of courtesy?
If the hiring manager is late to meet you, does the staff know where he/she is?
In the Interview:
If the hiring manager/interviewer late for the meeting, does he or she apologize?
Does the interviewer greet you with a friendly handshake and make eye contact?
Are you given a copy of the position description?
Does the interviewer speak in derogatory terms about the last person in the job?
Does it appear that the company has had a high turnover in this position?
Does the interviewer make negative remarks about fellow managers or superiors?
Do they have a good training program for their employees?
Does the interviewer pay attention to you or do calls and visitors distract him?
Are you interrupted during your responses or are you rushed for answers?
Are they vague about salary, review dates and/or company benefits?
After the Interview:
Do they invite you to call back if you have any questions?
Do they change the figures or salary range in follow up discussions?
Are you left without a clear idea of when a decision is to be made?
At the Offer stage, what attitudes do they have if you want to negotiate?
The way you are
treated during and after an interview may indicate how you will be treated as an
employee. Notice how your questions and concerns are handled. Are the answers
clear and the concerns dealt with satisfactorily? Do you get the feeling that
you are one in a long line of applicants or do they seem genuinely interested in
what you have to offer? Ask about the prospects for advancement and what the
next step up the ladder might be and within what period.
Companies that value the skills of their employees are inclined to pay for
job-specific educational courses, usually reimbursing employees upon successful
completion of the program. What is their attitude towards career development
training?
Part V: Why Should We Hire You?
Why Should We Hire
You?
Why should we select you? What value do you bring to our organization and why should you be chosen over others who may have stronger qualifications or experience?
To answer these types of questions it is vital that you know yourself, your abilities, your skills and aptitudes and be able to communicate these concepts effectively.
When an employer is asking these questions the invitation is being made to you to confirm or change a decision the interviewer has been forming about your suitability for the position.
The interviewer may have decided that you are appropriate to proceed with to the next level and is merely looking for an affirmation of what he thinks you bring to the table, or he/she may be looking for signs that confirm a negative view he/she has and wants to see if his/her impressions are correct.
If this is asked of you in the beginning of an interview and you have no information about what the employer is seeking or expects from the person they hire, it is very important that you have a clear idea of what you are going to say beforehand. What are the areas that you have had most success in? What are you good at doing? Why do people like working with you? Why have you received promotions? What have superiors and coworkers said about you that highlights your value to the organization?
If you are asked this question towards the end of the interview, quickly review in your mind what the employer said were important ingredients to success in performance of the job. What are the common links between the person that you are and what you have done in your working life and the corporate needs and expectations voiced by the employer? Are you on the same page? Do you feel that you have the skills and qualities they are seeking? Tell the interviewer the reasons why you are a good fit. Don't leave the interviewer guessing or neutral towards you. The image of you fitting in needs to be painted in the interviewer's mind for a favourable hiring decision to be made. If the employer can "see" you as a member of the team and visualize you working there, you have answered the questions successfully.
If you come across as hesitant, unsure or unaware of what you have to
contribute, then that impression will be the one left with the interviewer and
there is less likelihood of progressing to the next level. If you are a
naturally modest person and do not like to promote yourself, remember that it is
acceptable to point out what your achievements have been and that doing so is
helpful to the interviewer as it allows him/her to understand what you have to
offer and what you want to contribute.
Cultural Differences In Interviewing:
For newcomers, interviewing in North America is a learning process. The experience of the interviewing and hiring process can be frustrating for people who are used to making decisions and being in a controlling position.
It can also be a culture shock when one's experience and qualifications earned overseas are not looked upon as being of equal merit to Canadian-based experience and qualifications. It is important to realize that the "Why should we hire you?" question is not meant as a challenge to your knowledge but is part of the hiring process here and is often asked by even the most junior of interviewers.
Many people from different cultures also find it to be demeaning or immodest to have to "sell" yourself and what you can do for a potential employer to someone who is more junior than yourself. This can be a stumbling block and a reluctance to talk about oneself can be misinterpreted as pride, lack of interest - or even arrogance. Maintain the goodwill achieved in the meeting by having prepared before the meeting a general overview of your skills, experience and qualifications and pay attention to the people-skills factor as many hiring decisions are not made strictly on technical merit. Many hiring decisions are made on the basis of how a person is perceived as fitting in to the company's way of doing business, the make-up of the department and the hiring manager's personal preferences. Often, the difference between receiving a good job offer and being passed over comes down to how the interviewer thinks the person will get along with other people. That ability to be positive, self-motivated and to work well with people from diverse cultures is highly prized by potential employers. Employers are looking for people who are going to work well together in a workplace that is becoming increasingly multi-cultural.
It is vital for newcomers to understand that their grasp of English and the ability to communicate with clarity is a key hiring criteria when the job duties involve any degree of interaction with customers, internally or externally. The ability to write and speak English is essential to progress in career terms. With the competitive nature of the marketplace, misunderstanding a customer's needs or technical information can spell the difference between a satisfied and a lost customer. Employers have this in mind when they are interviewing for customer contact positions. This also holds true for people who are born in Canada. Many people graduating from Canadian colleges and universities have poorer communications skills than in previous generations. Poor communications skills, verbal and written translates into fewer opportunities for advancement. Most higher positions require more sophisticated communications skills because you are dealing with more senior decision-makers.
As recruiters, we see employers willing to hire someone with less experience but a clearer style of communication frequently and at all levels of seniority. Although the economy is a global one, most of the customer contacts, carrier contacts and government contacts will expect clarity in communication. If this is an area of technical weakness, it is very helpful to take additional courses or have plans to upgrade these skills as this shows a potential employer that there is a willingness to improve yourself. If you have limited experience in Canada, that willingness to devote effort towards self-improvement will benefit your progress. Take the time to learn the language well because you are in competition with people who have those skills already.
Review your accomplishments, assess your skills and know your strengths. Communicate clearly and confidently how you see your experience, skills and abilities serving the needs of the employer. Focus on how you can solve problems, work with minimal supervision, learn new information quickly and adapt to new and challenging work environments.
Why should
we hire you?
Summary:
Being well prepared with information is the best way
to succeed in making the points that you want to in an interview.
Candidates who know themselves and who can express their skills, abilities and
aptitudes with confidence and poise will make the best impression on the hiring
manager.
Practice your questions and answers with a trusted friend, colleague or family
member who is willing to be honest with you and provide a fair critique on how
you come across to them.
It is often the little things that can influence that all important first
impression; a weak handshake, perceived lack of interest, nervous gestures or
lack of preparation form a basic impression in an interviewer’s mind. From that
initial impression, a decision is made to proceed to the next step or not.
For more information and articles regarding various aspects of the hiring
process and job search techniques, please see our published articles on the web
site:
http://www.buckleysearch.com/Insider_Guide_To_Job_Search.htm
Good Luck!
We receive scores of resumes every week from all over North America
and the world. Almost one-half of those submissions fail to properly serve the sender for very avoidable reasons.
This article is meant to provide constructive ideas to increase the odds
of your resume being considered for any given position.
#1
Not saving a resume document in your own name.
Effect: The reader has to change the filename of your resume
document to keep track of who and where you are in their system.
Imagine that you are a hiring manager, or a recruiter receiving dozens of resumes, and you receive a resume that has the filename: res.doc or cv.txt.You save the attachment to your desktop. Your boss or client wants to receive the resumes of likely candidates for a position. You also receive resumes from a Jane Smith and John Brown, also saved to you desktop. Which resume are you going to read first? Chances are, you’ll choose the one with the name. Many resume readers are not the final hiring manager. Assistants are often used to pre-screen submissions. These assistants do not want to spend any more time than is necessary on your document. Give them your name to refer to upfront without forcing them to change the document’s filename.
#2
Not saving a standard introductory letter in the Drafts folder
to use as needed: Leaving the message area blank.
Effect: The reader doesn't know who you are or why you are writing. Many spam or virus messages have no text in them. Combine this with a resume with no name on it and you are asking for the message to be deleted.
If you are taking the time and trouble to send a message, why not say something about yourself? If you save a standard message in Drafts, which you can customize according to the position you are applying for, you can copy and paste a message in one or two clicks. You have now tripled your chances that your attachment will be opened.
#3
Sending an attachment to be opened within another attachment.
Effect: The reader is very likely to delete the message without bothering to open the second attachment.
This is simply begging the reader to pass over your message. There is double the work involved in opening your double attachment (.eml) and with some readers, you will generate the fear of opening a potential virus. Not good.
#4
Multiple document attachments saved to the same message. Two, three or even four different documents.
Effect: Two or three different operations (sometimes more)
are then required to view all of the documents. Much time is wasted and that does not put the reader in your court.
It isn't necessary to put your resume on separate pages and save the documents individually. You defeat your purpose in doing this. Hiring managers prefer to have one document to open instead of two, three or four. Save the reader's time spent opening attachments and you increase the odds that you will be actively considered.
#5
Not pasting a .txt version of your resume in the body of the email message.
Effect: You lessen the likelihood of being considered for a position because the reader cannot instantly assess if you have the minimum qualifications for the position.
Readers involved in the pre-selection process to weed out the keep and the discard piles are very reluctant to open any resume attachment that has a) no name, b) multiple attachments and c) no contact information in the email message. Remember, in order to be actively considered, you have to be visible to the reader. Instantly connect with the reader by pasting the resume text in the message and be absolutely ruthless in editing it. Edit the text so that every word serves to create interest. The average message is given maybe 20 seconds of initial viewing time. You have to capture the reader’s interest in a few short seconds. Keep a full resume for your attachment if you want to attach one. Use the email message itself to hit the keywords and phrases that relate to the position you are applying for. Make the text relevant.
#6
Not using the Subject line effectively to concisely state your case and provide contact information.
Effect: Blank subject lines may convey the impression of a lack of preparation or interest in providing to the reader a reason to view and assess the information.
The subject line is your first opportunity to command attention and stand out from the crowd. Use the subject line to identify why you are writing in a few, short words. Note your main telephone contact there also to make it easier to contact you.
#7
Effect: If the recipient doesn’t have your particular program installed, they won’t be able to open and read it, and the message will possibly be deleted. If you send a large size attachment like a tiff, you run the real risk of having your message stopped by AAT (Automated Applicant Tracking) software. These cyber sentinels will often disallow a large attachment (more than 100KB or so) to enter the company’s mail system and may tag it as spam or a potential virus or Trojan. If that happens, you have just guaranteed that your message will be deleted.
#8
Including personal information not relevant to your experience and skills in your email message.
Effect: This makes the reader wonder if you are focused on your objective
An unedited recent message received in the last few days:
About myself
I enjoy traveling and the challenge of traveling as
cheaply as possible. I enjoy good food either bought or
prepared myself and find great satisfaction in searching for
small, out of the way restaurants with good menus. I come
from a large immediate family and enjoy spending time with
them. I am also an avid reader and can talk for hours about
a good book.
This type of personal information has no place in business correspondence.
It is a waste of your own time and the opportunity to make that first impression.
Keep personal information out of your business messages. Stick to essential
Information that will generate interest in your skills and experience.
Summary:
You generally have only one shot at capturing the reader’s attention and
generating
buyer interest. If you send a message with little identifying information, you
run the risk of being overlooked.
Say something about yourself; provide immediately accessible contact
information, and let the reader
assess your skills and qualifications upon clicking on your message. You will
build credibility, interest and
achieve your goal to be noticed, remembered and possibly contacted.
The courtesy you display by making the reader’s job easier will pay practical
dividends by increasing
your chances of making the right connections.
If you are in the Transportation Industry, see this page in our site for links to Industry Job Boards:
http://www.buckleysearch.com/links.htm
If you are from another sector, see our Job Search Guide site:
In this site is extensive information on other job boards, recruiter
directories, etc.
©
Kevin T. Buckley, 2002-2007, All
Rights Reserved.