| Overcoming Nervousness on A Job Interview | | | | hotel lobby) that would suggest a chance encounter. If |
| Nervousness is a normal reaction to an interview. You | | | | you must take a day off during the week, you might |
| should be nervous so don't be alarmed by it. | | | | want to consider taking a vacation or sick day. The |
| Professional speakers and entertainers use | | | | worst mistake you could make is to come to work in |
| nervousness by harnessing the energy from these | | | | a suit and tie when you normally would wear a sports |
| overactive nerves and focusing them on increased | | | | jacket with no tie. Don't look or act suspicious. |
| performance and alertness. Nervousness can actually | | | | Developing Good "Chemistry" and "Like-ability" On A |
| be the catalyst for one of your best performances | | | | Job Interview |
| ever. | | | | Developing chemistry is perhaps one of the most |
| If you find yourself overly nervous, go to the restroom | | | | important aspects of getting hired and getting others to |
| and push hard on the wall to transfer the stress to the | | | | like you. Many professional recruitment firms will state |
| wall and refocus your body. Many public speakers | | | | that "chemistry" is perhaps the strongest reason why |
| swear by this. To create the same effect during the | | | | one candidate gets hired over another. The basic |
| interview, you can grab the sides of your seat or push | | | | principal is that people like people who are like |
| your hands together. If you find yourself becoming | | | | themselves. |
| anxious, try breathing deeply and slowly. | | | | Learning to develop good "chemistry" with interviewers |
| Remember that the interviewer is probably as nervous | | | | is simply learning to develop good people skills. Hiring |
| as you are. Interviewers are ordinary people who face | | | | and promotion decisions are often made on the basis |
| the same personal issues that you do. Try to imagine | | | | of a candidate's "people skills." Personality can override |
| the interviewer as being your neighbor cutting the | | | | credentials. Being seen as a person who will fit into the |
| grass on Saturday morning - or getting groceries at | | | | team can gain you entry into a firm and speed your |
| the store. | | | | promotion through the ranks. So your career - and the |
| Try to relax. Remind yourself that you are one of the | | | | people you work with every day - deserve your best |
| finalists and have already been perceived as qualified | | | | interpersonal skills. |
| for the position. Envision the interview as a cooperative | | | | Career advancement requires one to be likable. |
| effort (not a solo performance) where both try to | | | | Develop a considerate personality. Be diplomatic and |
| complete the assignment of maintaining an interview. | | | | equally polite to your colleagues at all levels. Maintain a |
| Another key to reducing nervousness is to stop | | | | relaxed and open bearing. When approaching others, |
| focusing on you and to focus on the interviewer | | | | be sensitive to their point of view, their needs, and |
| instead. Remind yourself that the interviewer is | | | | personal preferences. Find areas of common interest |
| benefiting from your knowledge and experiences, and | | | | rather than stressing your differences. Accommodate |
| that you are simply trying to help them understand | | | | their level of education and experience, and stretch |
| how you can assist them. | | | | yourself to put them at ease. Be a good listener. Draw |
| Your Appearance Matters On A Job Interview | | | | people out. A good book regarding developing |
| Appearance is a major part of creating good | | | | relationships is Dale Carnegie's "How to Win Friends |
| "chemistry." Many recruiters claim the image you | | | | and Influence People"; Pocketbooks, NY. The concept |
| project may be more important than the technical skill | | | | of mirroring is very effective in building rapport and |
| you possess. Remember you only have one chance | | | | "like-ability." Find similarities and focus on them (i.e. |
| at making the right first impression. | | | | methods of doing work, philosophy on projects, |
| Your goal is to choose an outfit that that matches the | | | | personal hobbies, childhood neighborhoods, etc.). Listen |
| place where you are interviewing. Dress | | | | to the questions, statements and feelings. People like to |
| conservatively, but with quality and style. Everyone has | | | | be listened to more than they like to listen. You can |
| his/her own personal preferences when it comes to | | | | show "like-ability" by summarizing, rephrasing, and |
| style. Choosing the wrong style can sometimes be | | | | playing back what the interviewer says. Everyone |
| disastrous. | | | | enjoys working with an agreeable person. Smiling |
| Men can't go wrong wearing a top-quality dark suit, an | | | | communicates that you are an agreeable person. |
| expensive-looking white or pale shirt (no stripes or | | | | One helpful technique is to ask open-ended questions |
| monograms), and a pure silk tie. Avoid wearing any | | | | rather than yes-or-no questions. "What are your |
| jewelry except a wedding band. Shoes should be | | | | feelings about..." "What's your analysis of..." and "Tell me |
| black and well polished. | | | | about..." are more inviting than "Don't you agree that...". |
| Be meticulously groomed. Get a hair cut or trim | | | | Make a strong effort to remember names. |
| beforehand in order to look neat and clean. Always be | | | | Remembering names of your colleagues and |
| clean-shaven. If you have a dark shadow in the | | | | associates (especially if your contact is brief and |
| afternoons, bring a shaver. Groom your fingernails so | | | | occasional), reflects your respect. The sweetest |
| they are clean and filed. | | | | sound, it's been said, is the sound of one's name on the |
| While women have a broader range of appropriate | | | | lips of another person. When trying to recall names, |
| clothing choices for an interview, they should also try | | | | repeat the name of a person when you first meet, |
| to steer away from anything non-conservative. | | | | and use it at least twice in your initial conversation. |
| Fashionable, but conservative, is usually the most | | | | Thinking and saying the name (while looking at the |
| appropriate style. Women should wear dark suits | | | | person) helps imprint the name/face relationship. Word |
| (solids, pinstripes or muted plaids) with white or colored | | | | association can also help you remember names. If |
| long-sleeve blouses. The material should be a wrinkle | | | | Maple Cox is a new acquaintance, try associating her |
| free mixture of natural and synthetic fibers. If you must | | | | with a fox resting under a maple tree - that is, if Maple |
| wear a skirt, make sure the length is to the knee (or | | | | has a relaxed personality. Otherwise, you might |
| slightly above). Women should always wear hose in | | | | associate the fox jumping into the maple tree. The |
| neutral or skin tones shades. No high heels should be | | | | sillier or more unusual your image, the more likely you |
| worn. | | | | will retain it. |
| Accessories should be kept to a minimum. Earrings | | | | Treat your support staff and peers with respect. If you |
| should be studs (not dangling). Hair should be off the | | | | give them encouragement and rewards for a job well |
| face and pulled back. Choose to bring either a brief | | | | done, they will try even harder the next time. Seek |
| case or a purse - not both. | | | | your staff's advice and admit your own limitations. Be |
| In regards to perfume, it is better to use none than to | | | | specific about your needs, and follow up with a |
| risk offending someone (perfume scent is very | | | | compliment, a thank-you note, or a phone call. Those |
| personal). | | | | who help you will be pleased that you recognized and |
| What About Paying Your Own Way On A Job | | | | valued their skills. |
| Interview? | | | | A word of caution: be sincere in your interactions. Don't |
| If you are unsuccessful in scheduling an interview, you | | | | use people or flatter them just to grease the wheels |
| might offer to pay your way since you are confident | | | | of your career. Most people can spot a phony. |
| of being the right fit for the job. Some candidates will | | | | Self-centered managers often feel stymied in their |
| even offer to work at no charge for 30 days to prove | | | | careers. Why? Because their coworkers throw |
| they are the right choice. However, if an employer is | | | | stumbling blocks in their path. When you're being |
| unwilling to schedule an interview, or to pay a | | | | considered for promotion, your coworkers will be |
| candidate's interviewing expenses, then the employer | | | | asked their opinion of your work and character. That's |
| is probably not going to hire the candidate. | | | | when any selfishness or insensitivity will come back to |
| Most employers would rather find a local or regional | | | | haunt you. |
| candidate because they are concerned about the | | | | Dealing With Employment Contracts on A Job |
| rising costs of relocation, and the risk that he/she (or | | | | Interview |
| the family) may not like the area. Consequently, some | | | | There are many pros and cons to having an |
| employers are reluctant to consider candidates outside | | | | employment contract. Generally it is thought that |
| of the region. | | | | candidates should not ask for an employment contract |
| Unless it's the job of the century, you should not offer | | | | unless they have special circumstances regarding their |
| to pay your way. If the employer is not comfortable | | | | compensation package. Most written agreements can |
| enough to pay for your airfare, they will probably not | | | | be in the form of an offer letter that covers a |
| be comfortable paying for your relocation. In the end, | | | | candidate's concerns such as severance pay. |
| you might suggest a phone interview in order to make | | | | The problem with an employment contract is that it |
| sure you think the investment is worth it. | | | | delays the hiring process and often complicates the |
| Job Interviewing When You've Been Fired Or Laid Off | | | | hire to the point of jeopardizing it. Contracts will involve |
| It is best not to volunteer this information until after you | | | | lawyers, and lawyers will dig up worst-case scenarios |
| have had a chance to successfully sell yourself at the | | | | that cause both parties to give concessions only if |
| interview. If confronted, you should not try to hide it. Do | | | | they get an equivalent return (such as one year's |
| not deny taking responsibility for where you may have | | | | severance pay for three year's non-compete and |
| gone wrong. | | | | trade secret confidentiality). Some contracts will |
| Most employers try to get employees to resign when | | | | guarantee certain bonus pay from an employer in |
| confronted with a termination. This benefits the | | | | exchange for candidate reimbursement of relocation |
| employee in seeking new employment and eliminates | | | | costs should the candidate leave before the first 12 |
| any potential lawsuits for wrongful termination. Always | | | | months of employment. The battle over details often |
| get your employer to agree to your resignation and to | | | | causes both parties to become adversarial. This is no |
| put it in writing. | | | | way to begin an employer/employee relationship. They |
| Once resigned, you can freely communicate that you | | | | are always double-edged swords and need to be |
| left the company for a number of reasons (e.g. you | | | | dealt with very carefully. |
| were seeking greater opportunities for growth and | | | | Try to add into your offer package any issues you |
| greater challenges). | | | | would like to address in an employment contract. If |
| If you are concerned that the employer may not | | | | your goal from an employment contract standpoint is |
| support your resignation story once you are gone, it | | | | to get severance pay should you be terminated for |
| may be wise to tell the new employer that you did | | | | anything other than illegal acts or blatant negligence, |
| have a difference of opinion on how the Comco | | | | then request severance pay to be added to your |
| project should be run. Maybe there was a | | | | letter of employment. Severance pay is sometimes |
| management or procedural change that resulted in | | | | offered to managers and executives, and usually |
| your leaving. There could be any number of reasons | | | | ranges between three and twelve months, with four |
| used as valid explanations. | | | | months being the average). If you want a "golden |
| If laid off, you should communicate that many other | | | | parachute" then expect "golden handcuffs" in return. |
| employees were laid off for similar reasons. Perhaps | | | | Drug Testing on A Job Interview |
| you can say that sales dropped and, therefore, layoffs | | | | All large or national employers require applicants to |
| commenced. State that this was beyond your control, | | | | take a drug test. It is legal. In fact, many of the smaller |
| and that other senior personnel absorbed your position. | | | | employers require it as well. If you want to work for a |
| If it was your fault, admit to the error stating that you | | | | company that does not require a drug test, ask before |
| believe you have learned from your mistake. Never try | | | | the interview if they require a drug test. Some tests |
| and blame other people for what happened to you. | | | | can determine drug use up to a year prior to being |
| Demonstrate that you understand where you failed | | | | tested. |
| and how you will avoid repeating this again. | | | | If you have taken any drugs prior to being tested, it is |
| You might want to state something similar to the | | | | a good idea to tell the employer that you did use the |
| following: "My termination was, in fact, my fault. I had | | | | substance, but do not use it any longer. You might also |
| personal problems that have now straightened up. At | | | | suggest that you would be willing to be re-tested |
| the time, I was frequently late and my supervisor had | | | | periodically if required. |
| to cut back. With my poor attendance record, he was | | | | Job Interviewing With Psychological and |
| given a good reason to terminate me." | | | | Pre-Employment Testing |
| Job Interviewing if You Have No Degree or The | | | | When making an employment decision, employers |
| Wrong Degree | | | | often have little to go on except for a first impression |
| Most companies will agree that a good education does | | | | and a few references. There is also the rising cost of |
| not mean a good employee. In fact, there is little proof | | | | hiring and turnover. Consequently, many of today's |
| that those with college education achieve more than | | | | employers are turning to psychological and |
| those without it. | | | | pre-employment testing in order to help them better |
| Those having a college education should have greater | | | | evaluate candidates. There are many types of testing |
| communication skills and a wider knowledge base than | | | | such as skill, integrity, personality, aptitude and interests |
| those without a degree, but this is not always the | | | | tests. Tests can also take the form of job applications, |
| case. There are many intelligent and successful people | | | | job interviews, credit and reference checks, and drug |
| who have not pursued a college degree for a variety | | | | tests. Some tests require interviews with licensed |
| of reasons (e.g. entered the work force due to | | | | psychologists, but someone in Human Resources |
| personal reasons or due to lack of financial resources | | | | administers most at the employer's office. |
| after high school). | | | | Most tests attempt to compare candidate personality |
| You can always say that you are willing to pursue a | | | | and interests to predetermined profiles submitted by |
| degree if the employer considers it necessary and | | | | the employer for specific job roles. However, some |
| was willing to finance it. However, you might simply ask | | | | tests go to greater lengths to identify candidate |
| what the degree would do for you and the company? | | | | intelligence and to see whether a candidate has |
| Job Interviewing When You Don't Have Enough | | | | personal problems in his/her life, are nonconformists, |
| Experience Or The Wrong Experience | | | | have authority or hostility problems, and to identify a |
| Often the best way to handle the issue of not having | | | | host of other qualities that could pose a problem to the |
| enough experience is to stress the fact that it is often | | | | employer. |
| easier to teach someone to do things the right way | | | | Few candidates like taking tests. Refusing to take the |
| the first time rather than to try and reprogram | | | | test means refusing to be considered for the position. |
| someone who has already developed the wrong | | | | Is there a way to beat the test? Some tests are |
| habits. | | | | possible to beat. The key is to have performed |
| Experience and work skills are often transferable. | | | | sufficient research on the company and the job |
| Even though someone may not have retail | | | | position so that you have a good idea of how the |
| management experience, the fact that they have | | | | "right" or ideal candidate will answer the questions. |
| restaurant or customer management experience | | | | Always try to answer positively, and show confidence |
| indicates that they are capable of managing the same | | | | by rating yourself higher than you honestly feel. You |
| type of customers - and have developed the same | | | | should also make yourself appear happy and stable. |
| type of skills. Try to present your experience and skills | | | | Most people do not like the idea of being tested. |
| to show how they apply to the new position. Taking a | | | | However, the good news about testing is that |
| successful salesperson from one industry and training | | | | candidates should want to work with a firm that is |
| him/her to sell in a different industry is often easier | | | | willing to invest money and time to find the best and |
| than taking someone with a limited success record | | | | brightest talent. Testing also ensures standardization |
| with the right product or industry experience, and | | | | creating a level playing field where all candidates are |
| teaching them to be successful. | | | | treated equally. Before interviewing, you might try to |
| Overcome the employer's concern by selling the skills | | | | learn what type of testing is required. Ask how the |
| and qualifications that make you a good hire. Stress | | | | test is relevant to the job. |
| the importance of having the right attitude, a good | | | | Preparing for A Job Interview |
| education, good people skills, a history of successful | | | | Always be prepared to support claims made in your |
| performance, and the motivation to learn the new | | | | resume (or in the interview) with quality references. |
| product line. | | | | Whenever you perform well on a task, it's important to |
| Maintaining Confidentiality When Job Interviewing | | | | collect letters of accommodation so that your success |
| It's common practice for all employer/candidate | | | | gets documented. Make copies of your achievements, |
| relationships to be understood as a relationship based | | | | awards and written references. References should |
| on confidentiality. However, there are many incidents | | | | come from previous managers, suppliers and |
| where candidates or employers become vulnerable. | | | | customers. Employers look at business references, but |
| Always stress the strict confidential nature of your | | | | will sometimes consider a personal reference if it is |
| meeting with the recruiter or employer before and | | | | from a recognized leader. |
| during the meeting. State that no references are to be | | | | Before submitting references to a potential employer, |
| checked without your prior approval. | | | | make sure to contact your references and prepare |
| To avoid raising unusual eyebrows at work, it might be | | | | them. In order to prepare the references, stress the |
| best to make the interview after work hours, before | | | | skills that the employer will be looking for. |
| work, on the weekend, and at a safe place (airport or | | | | |