Yes, you must research the company, prepare quality documents, and deliver substantial answers to interview questions, but employers are also looking at the intangibles: energy, drive, enthusiasm, and great communication skills.

Confident speaking is an interview skill that is essential to presenting yourself as a winning candidate. Here are 3 major areas where candidates fall short:

You convey uncertainty with your phrases:

Sounding even remotely uncertain of your ability to do the job you’re interviewing for (and do it well) is an interview killer. No employer is going to hire someone who isn’t even sure himself if he is capable, or who promises to bring inferior communication skills to the job-especially in sales. What phrases convey uncertainty?

I think

I hope

I would hope that…

Hopefully

If

Try

Maybe

Sometime

With luck

If possible

Possibly

You don’t want to “hope” to handle this job, and you don’t want to “try” it. You want to do it.

There is no try, only do or do not. – Yoda

These phrases often sneak into your everyday conversation, but you don’t want them in your job interview.

Speech fillers:

Job interviews generally make people nervous, and understandably so: you’re being judged. And when people get nervous, they often start peppering their speech with “ums,” “uhs,” “like,” “you know,” and other space fillers that ultimately detract from their message.

What’s the message you want to send? That you are absolutely the candidate who can take this job and run with it. That you will make your new boss look like a superstar for hiring you, and that you have no doubts about your ability to be successful. To convey this message, you need to speak clearly, concisely, and confidently. No “ums” or “uhs” allowed.

Watch your language:

Inappropriate or unprofessional language is generally frowned upon when you interview. Everyone “knows” that, but it bears repeating. For instance, it seems obvious that you shouldn’t say “crap” in your interview, but it’s happened–and the candidate lost the job. An interview is a situation where you’re putting your best foot forward. If your best foot is less than completely professional, what are you going to be like on the job?

If you need help with polishing your communication skills, consider joining Toastmasters or a similar group so that you can practice speaking publicly. Also, a good career coach can help you spot those tendencies in your conversation, and give you the kind of constructive feedback that will eliminate any uncertainty you may have about your interviewing skills.

About the Author: Peggy McKee has over 10 years of experience as a nationally-recognized sales recruiter in medical sales and has helped thousands of jobseekers succeed. http://www.career-confidential.com/

Related posts:

1. Interview Tips – An Interview Crib Sheet
2. Job Interview Skills – 9 Things You Should Never Do in an Interview
3. Listening to and Answering Interview Questions

Boyden professionals interview 15,000 executives each year. The interview and evaluation process is at the very core of their business, and the methods they have developed in over five decades of search work has been critical to the success of their organisation.

Within this article we examine the basics of the interviewing process, including a discussion of 12 of the most common interviewing errors.

In the section entitled “Taking the Measure of the Candidate”, we focus on ways of assessing the five characteristics we believe to be essential in evaluating an executive level employee: problem solving, communications, motivation, interpersonal skills and administrative acumen.

Approaching the interview

Getting the basics right

Start at the beginning to avoid potential problems. Anyone involved in hiring and interviewing should be aware of the basic courtesies toward a candidate and the legal ramifications involved in the interview process.
Preparation is critical to a successful interview. In particular, you should have detailed knowledge of the content of the position for which the candidate is being
considered.

The bottom line is to have a “game plan” for each interview. Evaluate, if possible, the candidate’s resume and determine areas to be filled in or firmed up with more information. If no resume is available, make a checklist of what you must determine in the interview, and then obtain the information.

The interview itself should be private, and you should maintain control at all times

– that means keeping the initiative and progressing at a steady pace. It is important, as discussed below, to draw the candidate out and encourage discourse, but not to let the subject ramble along unproductive paths.

One of the important keys to a successful interview is the establishment of rapport encouraging the candidate to “open up” and respond more spontaneously than one
would in a rigid question / answer interview. Care should be taken to make the candidate feel comfortable and develop confidence in the interviewer. The less
guarded responses elicited in this kind of setting are likely to be both more reflective of true feeling and more candid as to shortcomings.

Techniques aimed at establishing the desired relationship vary from interviewer to interviewer, but the general practice is to attempt to accustom the applicant to talking freely at the very outset of the session.

Typically, this is achieved by opening up with a non-threatening “small talk” question aimed at easing initial tensions and requiring some elaboration. The
subject matter might be how the candidate enjoyed living in a certain part of the country or became interested and involved in a particular pastime or community project.

Throughout the interview, the interviewer should strive to be pleasant, maintain a conversational tone of voice and be supportive of the candidate’s accomplishments, offering praise where appropriate. All of this helps establish a bond between the participants.

As the ice-breaking stage draws to a close, the
interviewer should be prepared to move into the business part of the interview with a broad introductory question (contrasting previous work experiences, for example) that is designed to keep the candidate talking freely.

As soon as possible after the interview, take time to reflect. Carefully evaluate the information you have obtained, interpret the facts, weigh them and determine a course of action. Make notes of salient points, especially personal impressions that tend to fade faster than objective information. And write a paragraph summarizing your observations.

Interviewing errors

One of the quickest ways to understand what makes a good interview is to take a look at 12 of the most common interviewing errors.

Poor Homework – The interview is ineffective due to a lack of preparation by the interviewer. Do your homework on position specifications before the interview.

Avoid over-generalizations about the job and the company.

Rambling – The interviewer is confused and does not concentrate. Have a plan for focusing on specific areas for inquiry.

No Notes – The interviewer walks away without any written record. Be receptive and be thorough – know what you are after and keep a record by taking notes.

Leading Questions – The interviewer telegraphs the desired response to your questions. Never over-question and keep your opinion to yourself.

Air Time – The interviewer dominates the conversation. Be a good listener. Use silence – it’s difficult, but let the applicant be the first to break the silence.

Prejudices and Stereotypes – They get in the way. Review your prejudices and don’t let them influence your judgement. Don’t, for example, be misled by the
appearance of the candidate.

Theoretical Questions – The interviewer tends to ask too many “What if….” questions. Questions should be skewed toward specific behavior patterns, responsibilities, accomplishments and methods used in getting results.

Chemistry – The interviewer doesn’t hit it off with the candidate. Don’t let poor personal chemistry cloud the interview. Be careful, too, when the chemistry is very
good. In that case, be certain that you still evaluate the candidate’s qualifications thoroughly.

Pop Psychology – Shun the role of amateur psychologist.

Tough Ones – Don’t shy away from asking the hard questions. Similarly, ask follow-up questions – details should be developed rather than overlooked. “Why”
is an invaluable probe and can be used frequently.

Halo Effects – The interviewer tends to judge by inference from answers not thoroughly made by the interviewee and allows personal opinion to become too
strong. This behavior can tend to “wish someone” into a position. Again, follow up and seek specific answers. Have data to support your assessments and conclusions.

Buying vs. Selling – The interviewer fails to differentiate between the two. You should evaluate the candidate’s experience from a buyer’s perspective, make a valued judgement and then decide upon the degree of persuasion needed or not needed to “sell” the interviewee. Executives often say proudly: “I don’t want the person if they don’t want to come here.” However, if the candidate is desirable and is currently employed , strong reasons must be given to induce a change. This requires a shift from “buyer to
seller”.

Taking the measure of a candidate

Five key characteristics

In every search conducted by Boyden, we evaluate those whom we interview on five traits of critical importance to the management process. Overall, each
candidate is rated – on a scale of one to five – on 5 specific characteristics.

Problem solving.

The key questions to be answered concern problem analysis and judgement:

· Does the candidate grasp the source, nature and key dimensions of a problem?

· Does he or she reach appropriate conclusions from available information?

Problem Analysis

Proficiency is indicated by such accomplishments as involvement in a turn-around situation; penetration of a new market; successful handling of a start-up situation and the design of a successful course of action to deal with problems.

Judgement

A record of constructive job changes; success of executives or employees promoted; skill in budgeting; ability to stay on a career path with few lateral moves and ability to make significant policy decisions.

Communications

There are four key questions with respect to communications skills:

· How effective is the candidate at person-to-person discussion and expression in small group situations?

· How well does he or she listen and extract relevant information?

· Does he or she express ideas to others with poise, relevance, persuasiveness
and clarity?

· How well can a candidate write?

Dialogue Skills – Appointment as a group leader; representation of a unit or the company; success in negotiations; training of successful subordinates and
avoidance of pseudo-technical vocabulary.

Listening Skills – Corrects remarks, indicating he or she has listened; goes to others for advice; asks sensible questions and summaries discussion or statements made.

Presentation Skills – Successful teacher or trainer; often a speaker to large groups; member of speakers’ bureau in a civic activity; effectiveness of communication
during the interview.

Motivation

Key questions to be answered:

· Is he or she a self-starter, prepared to initiate?

· How much directed, sustained energy can the candidate bring to bear in accomplishing objectives?

· Does this person function in a controlled, effective manner under stress?

· Does the candidate set high standards and express a determination to see tasks done well?

Initiative – Getting the company involved in new products; working successfully on commissions; starting his or her own business or division; initiating projects; going to college at night; dissatisfaction with status quo; using innovative methods and making constructive organizational changes.

Drive – Rapid advancement; involvement in outside affairs; success in meeting goals in an MBO program; determination to exceed goals; ability to handle multiple assignments well and putting in long, productive hours.

Reaction to Pressure – Maintains composure during interview; functions effectively in crisis situations; maintains good human relations and meets imposed deadlines.

Commitment to Excellence – Outstanding academic record; frequent reference to high standards and a desire to do the job better than anyone else.

Orientation toward Achievement – Goals achieved; recognition attained; honors bestowed; competitions won.

Interpersonal

Key questions to be answered are:
· Does the candidate direct the behavior of others toward achievement of common goals by charisma, insight or assertion of will?

· Does he or she demonstrate due consideration to the needs and feelings of others?

· Does the candidate create a positive impression of self-assurance, which gains recognition and commands respect?

Leadership – Past positions; ability to direct a large staff; headed up task force; development of subordinates and track record.

Sensitivity – How great is turnover among subordinates chosen personally; turnover among subordinates not chosen personally; relationship with people he or she has fired; references to others in interview; demonstrated understanding of people’s needs and sensitivity to social considerations.

Impact – Personal impact during interview; representation of the company in public; work as salesman or consultant and the consideration of arising problems as a personal challenge.

Administrative

Key questions on which the candidate should be evaluated are:

· Does he or she anticipate situations and problems and prepare in advance to cope with them? Is there an ability to establish priorities and coordinate
activities?

· Can the candidate assign work and responsibility effectively?

Planning and Organization – Preparation and organization for interview; setting up a new department; holding a planning position; the successful non-crisis handling of a dynamic job and the ability to prepare budgets, marketing plans, etc.

Delegation

Developed a strong organization; delegates authority to others; holds regular meetings with subordinates; refers to accomplishments of others; is not swamped with details in present position; is able to define duties of subordinates.

Conclusion

Interviewing is an art form Boyden professionals have been perfecting for more than fifty years. It requires a disciplined approach. Be prepared for an interview, maintain control throughout and carefully evaluate the candidate. These techniques are crucial when it comes to selecting the right candidate for your organization.

Related posts:

1. 10 Easy Ways to Be Much More Confident in Job Interviews
2. Job Interviews – 10 Cardinal Sins
3. Risk and Reward – Panel Job Search Interviews

What is self-marketing? Basically, it is communicating your benefits to potential or current employers. Think of yourself as a “product” and explain to employers what differentiates you from other “products.”

Why is self-marketing important? Landing a job or improving your current position requires effectively selling your skills, abilities, and knowledge to employers. How do you market yourself? Self-marketing can be accomplished through networking, resumes, interviews, and salary negotiation.

Reports estimate that as many as 85% of jobs aren’t advertised. Networking is one way to get at the “hidden job market” – those unadvertised jobs. Tell everyone you know that you are looking for a job. They just may know of someone who is hiring.

Develop a contact list including: family, friends, friends of friends, acquaintances, co-workers, former co-workers, neighbours, doctors, dentists, and lawyers. Remember, more contacts equals more job opportunities.

Résumés are often your first contact with an employer. Your resume should highlight your skills for the job you want, not the jobs you’ve held. If you present yourself well on paper, you will have an opportunity for a face-to-face meeting with an employer.

Interviewing is your chance to really sell yourself. The interviewer is trying to determine if you’re a good fit for the position and the company. Practice commonly asked questions. Be prepared with success stories that emphasize when you’ve effectively used your skills, abilities, and knowledge, leading to exceptional results.

Don’t forget to send a thank you note after the interview. The thank you letter lets you express appreciation for the interview and strengthens your candidacy. It allows you to reemphasize your strongest qualifications, restate your interest in the position, and provide additional information not previously given.

Salary negotiation is a useful tool to ensure you are paid what you’re worth and what the market supports. Negotiations can be conducted with your current or potential employer. In either situation, be prepared to talk about what credentials, skills, and accomplishments justify your requested salary. Besides money, other things that you can negotiate are: flex-time, extra vacation days, tuition reimbursement, and hiring bonuses.

Joan Runnheim,
Career Consultant
www.pathwayscareer.com

No related posts.