How to be interviewed.. 8 different types of interview

In the rich and varied  tapestry that is my life,  as well as career coaching, I do recruitment interviewing and experience what it is like to interview job applicants. And often what I experience is a real mismatch between what people appear to have done (on their CV etc) and how they perform in interview.

I wonder how they prepare for their interview and what they actually think the purpose of the exchange is.

First you need to understand what kind of interview you are having. Ask if it is not clear from the invitation. this is a guide to the main interview types you might encounter. They may be one on one, they may have two or three people interviewing at the same time. 

If it is a competence based interview or a behavioural interview you need to be able to describe your achievements and the way that you have overcome challenges and difficulties in detail. You will be asked to 'tell me about a time when...' The interviewer wants to hear about what you do, about how you achieve things. They want to hear about the way you operate. So your preparation needs to focus on unpicking the things  you do, making those things you 'just do' explicit. You need to understand how you influence others, manage your team and achieve results.

If you are having a technical interview then the emphasis is less about style and more about knowledge. The interviewer wants to know what you know and what you are able to do. You are likely to get asked about your opinions of 'hot topics', you will be asked 'how you would ensure...'. You will be asked about what you would do. The interviewer may well ask you to substantiate your opinion or the theoretical answer by an example. You need to know your stuff, you need to be able to evidence that you really understand what is happening in your trade and what is coming over the horizon. The difficulty of answering these questions orally means that some organisations, such as Judicial Appointments Commission,  will set written tests to see which candidates have the best knowledge. At a more practical level you may be asked to complete a relevant task or exercise which mimics the job. 

The critical incident interview is a mix of both of the above, you will be given a scenario and asked how you would respond. If the incident is relevant to the job, then your technical knowledge and behaviours are being tested at the same time. So in an HR interview your might be asked what you would do if a manager phoned you and said they had sacked someone they had caught stealing. Your ability to understand the legalities of this and your style in dealing with the manager are being tested. 

The bio-data or biographical  interview is one where the interviewer will take you through your biography and seek to understand your motivations and drivers. they will ask you what you learned, felt and what motivated you to do what you did. Whilst this interview is exploring your experience and precisely what you did, how much responsibility you had, it is seeking to understand what makes you tick.

The stress interview. Another way of testing you out is to deliberately put you under pressure in a stress test. This rather contrived and manipulative way of relating to candidates seeks to see how you will re-act under pressure. 

The phone interview. Phone interviews can be brief or they can be the substitute for a face to face interview. the short version could be a quick interview to see if you meet some key criteria. They may want to check out your ability to travel to the location, your salary expectations and your motivations. Often these interviews are used to screen out candidates who don't have the required interpersonal skills, diction, verbal ability etc. It is so easy to apply for jobs online that employers use this device to check out that you are really interested in the role and do have the relevant experience.

The video interview. This is a recent innovation and is growing in popularity, especially in high volume recruitment where interpersonal skills/appearance matter. You will be invited to submit your videoed response to either standard questions that the computer will give you, or in some cases you may be asked to submit a 60 second video saying why you want the job. You will usually be given an opportunity to practice answering and employers can watch your answers when they choose to. 

The lunch interview or as I call it, trial by knife and fork. An employer may want to give you an opportunity to meet key stakeholders of the role, or the team you will manage or the colleagues you will work with. It is probably not possible to know whether this is part of the formal selection process or not. I have been involved where all participants have had to talk to all guests and then the guests score the candidate or asked for an opinion. On other occasions the guests go away without having an influence on the process. Never do anything but take this sort of occasion as an opportunity to launch the charm offensive. And you do that best by listening.

Whatever type of interview you are having you must prepare and you must, must, must think about what your audience want to hear you talk about. Which experiences, which opinions and what key stories you need to tell them. What will impress? What is most relevant to the audience? the answer to my question, what is the purpose of the exchange is - to convince and persuade the interviewers that you can do their job. So think about what they will want you to do and tell them about similar things that you have already done.. that is what will win you the role.

For more interview tips and techniques visit www.maryhopecareersuccess.com  and discover how to turbo-charge your interview confidence!

LinkedIn may not be the death of the CV? and tips to maximise your use of it

Nederlands: Linked In icon (Photo credit: Wikipedia)

HR professionals and recruitment consultants using LinkedIn to research potential candidates are right to use caution. New research from ICM reveals that two thirds of those who have ever been on LinkedIn do not update their information.
ICM’s research into the user habits of those who are ‘active’ on LinkedIn (i.e. those with an up-to-date profile) indicates that recruiters face challenges beyond identifying potential candidates with an up-to-date record.

The research suggests that the number of connections an individual has isn’t necessarily indicative of how well connected they are. 30% of active LinkedIn users have accepted a connection request from someone they don’t know, and 16% have requested to Linkin with unknown ‘contacts’.
With almost one in 10 (9%) admitting to exaggerating their career achievements on their profile, it also begs the question how much credence can recruiters give to the skills and experiences recorded by LinkedIn users?

The research also looks at the use of personal recommendations, one of the capabilities of the LinkedIn system. 10% of active users have secured a recommendation by offering to write one in return. 8% have written a “flattering” recommendation for someone by way of a “favour”, but also because they felt obliged to do so.

Maurice Fyles, Research Director at ICM, says: “From our interviews with professional recruiters it is evident that they find LinkedIn a useful way of identifying and engaging potential candidates who might previously have remained unknown to them. It also seems that they aware of some of the ways it is being used and misused and approach the information on LinkedIn with a healthy amount of skepticism. Our research confirms they are right to be cautious.”

[Thanks to the HR Review for this research report]

So what is the learning for those who are job searching?

1. Well keep your profile up to date
2. Be alive in Linked in, that will increase your chances of a recruiter choosing to phone you
3. Don't ask for loads of recommendations and avoid doing 'tit for tat' ones
4. Be careful about who you link with, can a recruiter see a community in your contacts or just miscellaneous contacts
5. It is OK to ask to link with people you don't know.. if you have a genuine reason to link with them
6. Make sure that what you say on LI is the same info as on your CV, if you have two different versions it will set hares running.

For more top tips to build your career: www.maryhopecareersuccess.com

CV Keyword Savvy

When it comes to putting together your CV, you need  (as with all communication) to think about who will receive and read it. Of course in this day and  age the 'reader' may well be a machine!

When you send your Cv to an agency or potential employer, they will likely put it into a database (Applicant tracking system). If you are applying for a specific role they should look at it and screen it for suitability. Then it will sit in the data base... you need your name to come up the next time there is a similar role. Your name will come up if you have the right keywords.

You need to understand which keywords are most sought by people hiring for the positions you want, ensuring that your CV uses them effectively.Think as they would think. If you were looking for someone like you, how would you search. If you have had generic job titles then this is really important.(sales director.....you would not search on that too broad)  If you are trying to get back into something you worked in a awhile back, this is really important.(when did induction become  'onboarding')  If you are trying to change sectors (outturn and year end???)
Do think about the keywords and get found more easily.

Here are some tips to help you get started:

• Make a list of keywords that commonly appear in adverts and job descriptions for the kinds of roles you are seeking. Look beyond only roles you are actively applying for – the aim is simply to gather relevant terms.
  
  


• Look at the websites of companies and associations related to your target industry to identify other ‘buzzwords’.
  
  


• Identify industry experts, via professional associations for example, and check out the language they use to represent themselves in online profiles.
  
  


• Subscribe to industry publications and find relevant recent articles online to keep up to date with what that people are talking about in your sector.
  
  


• Keep in mind that keywords can cover many areas such as position titles, industries, skills, name-brand companies, conferences, software, certifications and training, products, technologies and affiliations.
• Make sure you use all the relevant synonyms, people in HR can also be in personnel or people management or talent management or human capital. Try to use each one once in your CV in case the searcher does not use the same one as you.

You obviously want your CV to stand out, but it's also important that it shows your reader how you fit in. Deploying the right keywords can allow you to do this, showing employers that you are speaking their language. 

For more tips and techniques get your FREE book  from www.topcareerstrategies.info and to understand more about my coaching products and services www.maryhopecareersuccess.com

Thanks to 'The Ladders' for additional info. 

How good are you at deciding whether to make a job application?

When we are looking for a job or looking for a promotion it is usual to look at the  person specifications and considering whether  we meet it. Often coachees will ask me: should I apply for this? Others will come with a vacancy and go: I am going to apply for this, what do you think?

Being realistic about your own prospects of success is quite difficult. People who are out of work may consider that they have nothing to lose in casting their net widely and having a punt. (This rather ignores the depression that can set in with the law of diminishing returns) So if they fancy the role they will have a go. When I’m coaching people my work is to support them and not to poor cold water on their ambition: although there will be times when I do counsel and more focussed or targeted approach.

So I was really interested to read about the Kruger-Dunning effect, in 1999 they hypothesized that the more people know the less confident they are , whereas the less people know the more they overestimate their abilities.

 For a given skill, incompetent people will:

1. tend to overestimate their own level of skill;
2. fail to recognize genuine skill in others;
3. fail to recognize the extremity of their inadequacy;
4. recognize and acknowledge their own previous lack of skill, if they can be trained to substantially improve.

Having gone on studying this cognitive bias they have deduced (2008) that poor performers do not learn from feedback suggesting a need to improve. They lack the skill and experience to enable them to know what they don’t know.

The caveat of this is that they were testing humour, grammar and logic rather than the ability to solve complex problems or lead organisations. But it is an interesting principle: we don’t know what we don’t know.

So how can people make sensible decisions about whether to apply for a role?

There is a lot of subjective judgement about your own abilities, but you can reduce your margin of error. What is that Dunning and Kruger say: you can’t know what you don’t know, and the people who over-estimate their abilities don’t listen to feedback. So get on with your research, find out what this job is really about, what skills it really needs and then ask the following questions.

Well clearly the first test is to look at the objective criteria: do I have the right qualifications, right experience?

Secondly look at the person specification and ask yourself ‘if I were recruiting for this role what would my ideal candidate be doing now?’ Does this describe you?

Thirdly, ask ‘if I were recruiting for this role and could not have my ideal candidate, which of these criteria would I be willing to give up?’

Fourthly, given that you now know what the ideal person looks like and what they are doing now, does such a person exist? Are there lots of them? What have I got that would be really useful that this ideal person may not have?

Fifthly, am I 80% of the way there towards meeting this specification? If the answer to that is yes then it may be worth the punt…This is somewhere that the real subjectivity kicks in: but pay attention to the numbers in the job description and the significance of the expereince they are asking for. If it is a fundraising job, running a Race for Life may not be want they want... yes you worked hard but just how much will they be expecting you to raise? that will give you some clues.

 And finally, treat the writing of the application as a test. If it flows easily and you are finding that you have the right examples and it is easy to feel confident then you are probably in the right area. If you are struggling and not sure that your examples are of the same depth and breadth as the tasks in the job... then that struggle is an indication to you.  

Find out what you don’t know about the job and then find out what you don’t know about yourself. Ask for feedback… maybe your coach will give it to you!.

If you like me repeat what i say! being effective in meetings

Getting your message across in a meeting can be a real challenge. Often it is hard to get into the conversation and then your idea may not be picked up. Skillful influencers can have a few tricks up their sleeves.

• Firstly you might want to warm the attendees up a little before the meeting. Make sure that whoever is chairing it is clear that you will be presenting an idea. Get them to give you the platform to speak. If the person in charge gives you the space people will be more likely to listen to you.
• Have your arguments ready. Know what it is that you want to say and be clear and direct
• Anticipate the objections.. this is easier if you knw the people around the table, but even if you don't you can guess at what others might think of your idea and you can pre-empt their arguments before they voice them.
• Find allies in advance, win people over before the meeting
• Take a friend with you! what can the friend do? they can repeat your idea back to the group.
• Researchers have found that hearing the same thing twice is sufficient for participants to alter recall the idea as the main agenda or theme for the meeting, regardless of who brought it up. 
• So if at first no-one picks up your idea; say it again.. get someone else to repeat it and you could be in for making a powerful impact!
  
  for more help, expertise and advice on developing your career success visit: www.maryhopecareersuccess.com

Professionalism - Developing this Vital Characteristic

Professionalism

Developing this Vital Characteristic

You know that it's essential to be professional if you want to be a success. But what does "being professional" actually mean?

For some, being professional might mean dressing smartly at work, or doing a good job. For others, being professional means having advanced degrees or other certifications, framed and hung on the office wall.

Professionalism encompasses all of these definitions. But, it also covers much more. So, what is professionalism, and why does it matter? And how can you be completely professional in your day-to-day role?

In this article we'll explore all of these questions, so that you can present a really professional image in the workplace

Defining Professionalism

The Merriam-Webster dictionary defines professionalism as "the conduct, aims, or qualities that characterize or mark a profession or a professional person"; and it defines a profession as "a calling requiring specialized knowledge and often long and intensive academic preparation."

These definitions imply that professionalism encompasses a number of different attributes, and, together, these attributes identify and define a professional.

So, what are these attributes?

Specialized Knowledge

First and foremost, professionals are known for their specialized knowledge. They've made a deep personal commitment to develop and improve their skills, and, where appropriate, they have the degrees and certifications that serve as the foundation of this knowledge.

Not all business areas have a stable core of knowledge (and the academic qualifications that go with this); not all areas demand extensive knowledge to practice successfully; and not all professionals have top degrees in their field.

What matters, though, is that these professionals have worked in a serious, thoughtful and sustained way to master the specialized knowledge needed to succeed in their fields; and that they keep this knowledge up-to-date, so that they can continue to deliver the best work possible.

Competency

Professionals get the job done. They're reliable, and they keep their promises. If circumstances arise that prevent them from delivering on their promises, they manage expectations up front, and they do their best to make the situation right.

Professionals don't make excuses, but focus on finding solutions.

Honesty and Integrity

Professionals exhibit qualities such as honesty and integrity They keep their word, and they can be trusted implicitly because of this. They never compromise their values, and will do the right thing, even when it means taking a harder road.

More than this, true professionals are humble  – if a project or job falls outside their scope of expertise, they're not afraid to admit this. They immediately ask for help when they need it, and they're willing to learn from others.

Accountability

Professionals hold themselves accountable for their thoughts, words, and actions, especially when they've made a mistake. This personal accountability is closely tied to honesty and integrity, and it's a vital element in professionalism.

Self-Regulation

They also stay professional under pressure.

For instance, imagine a customer service employee who's faced with an irate customer. Instead of getting upset or angry in return, the employee exhibits true professionalism by maintaining a calm, business-like demeanour, and by doing everything that she can to make the situation right.

Genuine professionals show respect for the people around them, no matter what their role or situation. They exhibit a high degree of  emotional intelligence by considering the emotions and needs of others, and they don't let a bad day impact how they interact with colleagues or clients.

Image

Professionals look the part – they don't show up to work sloppily dressed, with unkempt hair. They're polished, and they dress appropriately for the situation. Because if this, they exude an air of confidence, and they gain respect for this.

How to Exhibit Professionalism

As you can see from these characteristics, professionals are the kind of people that others respect and value. They are a genuine credit to their organizations!

This is why it's so important that we work to earn a professional reputation in the workplace. True professionals are the first to be considered for promotions, they are awarded valuable projects or clients, and they are routinely successful in their careers.

Now that you have a clear view of what constitutes professionalism, are you demonstrating these characteristics to the people around you? It's likely you're already showing some characteristics, but you may find yourself lacking in others: to build your own professionalism, focus on improving each of these characteristics. (Focus on one at a time, so you don't get overwhelmed.)

Additionally, here are some further strategies that will help you be more professional in the workplace:

Build Expertise

Don't let your knowledge and skills get outdated. Make a commitment to build expertise and stay up to date within your industry

Develop Your Emotional Intelligence

Professionals can sense the emotional needs of others. They're able to give clients and coworkers what they need, because they know how to listen actively and observe what's happening.

So, if you want to improve your professionalism, focus on developing emotional intelligence.

Honour Your Commitments

Whenever you make a promise to your boss, colleagues, or clients, keep it. If it looks as if you won't be able to meet a deadline, let your boss, team or client know as soon as sensibly possible. However, do what you can to avoid ending up in this situation!

Don't make excuses – instead, focus on meeting expectations as best you can, and on making the situation right.

Be Polite

Be kind and polite and use good manners to everyone you come into contact with, no matter what their role is, and no matter how you're feeling. This might sound unimportant, but it makes a significant impact.

Have the Tools You Need

Do you show up to a client meeting lacking important samples? Or arrive at work, only to realize that you left a vital file at home? Or do you find yourself operating in situations where you don't have the skills needed to do a good job?

True professionals are always prepared. This requires advance planning, timeliness, and attention. Focus on improving your time management and planning skills, so that you're always in control.

Note:
Although professionalism means keeping commitments, doing high quality work, and having expert status, occasionally the pursuit of these attributes might tempt you not to volunteer for projects that fall outside your "comfort zone."

However, this doesn't necessarily mean that you shouldn't try!  Analyse risks beforehand to minimize the consequences of getting things wrong, be honest about any skills gaps that you have, and work to fill them. Then do the best you possibly can!

Key Points

Professionalism is a trait that's highly valued in the workforce. It has many attributes, including:

1. Specialized knowledge.
2. Competency.
3. Honesty and integrity.
4. Respect.
5. Accountability.
6. Self-regulation.
7. Image.

To improve your own professionalism, focus on improving in each of these areas.

You can also exude professionalism by being kind and polite to everyone, presenting a professional image in your attitude and dress, and showing up for work or meetings fully prepared.

Thanks to Mind Tools.com for this gem.

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Please read between the lines…

Please read between the lines…

I have been coaching a great chap who has been looking for a new job. He wants to be a Chief Executive and he works in local government. So we have been smartening up his presentation and applications.

Last week he rang me as he had seen a role for a CEx in the midlands, lovely part of the world.  So could I review the application. No problem.

The first line on the person specification was ‘senior management  experience in a large, complex, public sector organisation’ . My client duly started his application with a description of the senior civil service  role with 3500 staff, big budget and lots of departments, computers etc etc. Well that is a large, complex  public sector organisation. But is it what the £17m turnover district council is thinking of?

Probably not, they are more likely to be scared off by the scale of this. I can hear the phrases ‘oooh would he know how to operate in a district council? Will he be hands on enough with so few staff? How would he cope with the little budgets we have here? He probably had a chauffeur there; won’t be like that here!’

You see when people write person specifications they may not mean the same thing as you or I do. When they wrote this they probably (I don’t know who did write it but have sat in the room when such things have been discussed) were thinking; we don’t want someone from a Parish or Town Council, we don’t want someone from a small housing association, we don’t want someone who has not managed a range of services… There are quite a lot of public sector organisations that are smaller than this District Council. I don’t suppose they wanted a self employed accountant or a manager of a corner shop, or the marketing manager of a food manufacturer, or even the production manager of the local cheese factory.

Another client was thinking of applying to an international human rights pressure group. He felt he could meet the criteria ‘have influenced opinion formers and politicians at all levels’. And whilst undoubtedly they had done that in a local charity.. had they done it on the  international stage, had they been and done presentations at the UN? The context of the job was not really described by the person specification.

So when you are reading the person specification just read between the lines. What will the people in that organisation be thinking about? What do they mean by small? Who are the politicians that need influencing?

With my first client we were able to identify a different experience which was in another District Council, similar turnover, rural, tourism dependent and in a National Park that was going to press the buttons of the prospective employer. In the second, she was not successful in getting an interview.

When reading person specifications you have to read between the liens and understand the context of the job, anticipate the mind set of the authors and put yourself in their shoes. I could yet be proved wrong.. maybe they were looking for a former senior civil servant with a multi million pound budget and 3500 staff… but I suspect they will like my client whose experience is very directly relevant.