Archive for June, 2006

The Interview: Your Most Important Pitch

by Mitch Byers :: June 20th, 2006 :: Posted in Enhancing Your Career, Interviewing to Win |

In Monday’s Dallas Morning News, Pauline Gravier and Rob Hoffman present an article entitled The Interview: Your Most Important Pitch

Key points in the article:

Consider the interview as the ultimate sales opportunity Learn about the company – its products and services, its history.
Learn about the company’s major competitors.
Learn about the culture of the company by talking to people who work or have worked for with the company. (Another personal suggestion: Talk to their vendors.)
Plan ahead for questions, such as: “Tell me About Yourself.” and “Whey do you think you are right for this job?”

I believe the most important tip in the article is found in the fourth paragraph:

Use mercifully short, interesting and relevant examples from your work experiences. Those stories are what your interviewer will remember most.

Two points here:

“Use mercifully short, interesting examples.” A career story (something I refer to as a “Memory Trigger�) does not have to be long and detailed. In fact, a short, punch story that shows expertise and delivered with enthusiasm is the right prescription. An easy strategy to follow in creating your Memory Triggers is the SAR or PAR strategy. SAR is an acronym for Situation/Action/Results. PAR is an acronym for Problem/Action/Result. The idea is to develop a career story in three layers and deliver the information in a minute or less. Don’t worry about the details. If the story is compelling enough, they will ask for the details. If not, they will move on to the next interview question.
A long (more than a minute) drawn out story hurts you in two ways: 1) You begin to dilute the quality of your information. 2) In an hour interview you want to get through all of their questions, and have time to ask a few of your own questions. Long-winded answers cut your time to ask questions needlessly short.
As the article suggests, use “relevant examples.” This takes pre-planning. Move beyond the stories you have told at every previous interview. Instead, develop a cache of 10-12 fresh and compelling Memory Triggers. Of course, you won’t use them all, but the point is you need to have plenty of inventory so that you deliver the most relevant. These are the stories that will be remembered. These are the stories that will get you hired.

The job interview is the ultimate sales opportunity. The chaotic business environment dictates that interviewing will be a lifelong activity. One’s success in interviewing can craft careers, impact personal and family lives, and determine one’s social and economic standing, In short, success in interviewing influences our quality of life decade after decade.

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Pick A Departing Colleague’s Brain

by Mitch Byers :: June 16th, 2006 :: Posted in Enhancing Your Career |

Recently, the National Institute of Business Management mailed out their 8-page Executive Leadership newsletter. I had not heard of the organization until their mailing, but was curious about the information. The newsletter contained 26 mini-articles related to improving leadership skills. There were a number of catchy titles, such as “How to Win at Politics Without Creating Enemies” and “Talk Like a Leader, Be Seen as a Leader.” Many of the articles were adapted from books or published articles.

One of the more interesting articles was entitled, “Pick a Departing Colleague’s Brain. “The article speaks to all employees, even if turn-over is below average at your employer. A departing colleague provides a golden opportunity, which you must seize.

Some key points of the article:

First, treat the departing colleague professionally. Sure, shake their hands and pat them on back, but also carve out some one-on-one time with them. The article suggests taking the person to lunch – not a departmental going away lunch, but a lunch in a quiet setting where just the two of you can talk.
Why? Well, think of it as a networking opportunity. Most of us think about networking as an activity to do between jobs, or at a Chamber of Commerce meeting, or at an industry conference. Sometimes, we forget to network with those already in our network, those we work with.
Talk about their plans. Show interest in their career choice and offer to help them with their transition plans or suggest how others may be of assistance.
Be ready to ask for information. There are three pieces of information you need to walk away with:

Your Role — Departing colleagues may shed some light on how your peers and boss perceive you. Ask the departing person to pass along any comments he or she has heard about your personality and/or work.� This is excellent advice. However, if your ego is too big or too small, you will find asking this question a challenge. Get your ego to the right size, because their answer may amaze you.
Maybe you thought you were doing a fine job, but their answer reveals that two managers think you are too timid in meetings. Maybe you thought you were the obvious choice for a newly created position. Your lunch meeting reveals a manager from the Chicago office is also a contender. Or maybe they sat in on a meeting where it was informally agreed upon to split the responsibilities of the position, making it more of a supervisory role instead of a Director role. Such insight from your departing colleague could be invaluable in your short-term and long-term success.
The Organization’s Future — While you are asking questions, you also want to inquire about their knowledge of future organizational changes, such as scheduled hirings, potential layoffs, relocations, new or discontinued product lines. The article suggests you ask, “If you were staying here another year, what would you prepare for?” An open-ended question such as this provides the greatest chance to under cover future organizational changes. Asking a narrow question, such as, “Do you think we will get the contract from XYZ Company?” may receive a simple Yes or No reply.
Skills, Processes, and Procedures — Related to the what-would-you-prepare-for question, you will want to ask secondary probing questions to uncover your colleague’s “insights [about] how to streamline procedures to work more efficiently.” They may be privy to consolidation or re-organization plans.

When a valued colleague departs, it can throw a team or department into a spin. While finding a comparable replacement is an obvious �must do,� also take an hour to invest in yours and your departing colleague’s future. The time will help in the transition process for both parties. And you may walk away with a whole new perspective of your future with the company.

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Prospective Teachers have Homework To Do

by Mitch Byers :: June 11th, 2006 :: Posted in Interviewing to Win |

Kristen Holland has written an insightful article, Prospective Teachers Have Homework To Do in Sunday’s Dallas Morning News (page 18J).

The article emphasizes the need for teachers in the job hunt to ask questions, and a lot of them, before and during the formal interview. Asking questions are equally important for someone just completing their degree and certification or for an experienced instructor.

Holland specifically addresses employment issues facing teachers. However, the information also provides anybody in the job hunt a sturdy framework to follow. Here are a several quoted examples from the article.

THE JOBIt’s vital for candidates to know what’s expected of them. “A lot of people would look at job descriptions – those kind of documents. But they really need to have a firm understanding of the district’s expectations of them.”

Certainly, you will want to review the written job description. Think about (and ask about) how the job is segmented. Maybe it can be segmented into strategic, tactical and interpersonal activities, or maybe by function – such as planning, operations, and administrative. Get clarification on each of the segments and ask what percentage of your time will be spent in each of the areas. There is nothing worse accepting a “strategic” job only to find out only 10% of your week is spent on strategic activities.

ADDITIONAL OPPORTUNITIESWhat particular assignment will be given that school year?

Beyond your day-to-day responsibilities, what special assignments or projects might you get involved in? Be assertive (not aggressive) and get on these special assignments.

THE BOSSWhat kind of reputation does the principal have in terms of leadership?

It has been said that people don’t leave jobs, they leave bosses. A bit of investigation on your part may save you a career mistake. The good news/bad news is that because we are a more mobile work force than in years past, your great boss, or your boss from hell, may not be around in 12 months. Outstanding leaders personally have hired me on two occasions. In both cases, they resigned within 30 days after I started. Ouch!

THE CULTUREFor one, ask if there’s a dress code.

This will say something about the culture. It might also give you an idea of what your dry cleaning bill will be every week. Maybe you can wear jeans on Friday, or are allowed to wear shorts during the summer. Don’t abuse the dress code, ever.

THE PAYIt’s important to ask the dreaded salary question because many schools use one-size-fits-all form contracts.

A discussion of the salary is one of the most important areas to discuss. Because of its importance, I would suggest working through all of your other questions, and then you will have the proper perspective, energy, and interest to focus on salary. Save the best for last!

Teachers – especially new ones – should find out when they can expect their first paychecks and approximately how much they’ll receive.

Some companies pay weekly, biweekly, the 1st and 15th, and monthly. If commissions are involved, you will need to understand when and how commissions are paid. Maybe you are paid weekly, but commissions are paid monthly. Commissions can be paid after the sale or after receipt of the payment. Ask what conditions constitute repayment of commissions?

THE BENEFITSAnother crucial topic of conversation is benefit packages.

Benefits can be valued up to 1/3 of your compensation. Tuition reimbursement may not be important to you if you already have your master’s degree. However, it may be the tipping point if you are on a tight budget and have a desire to complete a degree or go back for a second degree.

EVALUATIONS“You definitely want to know anything and everything you can about what’s expected and who’s evaluating you and what they’re looking for.”

Having a clear idea of what (and what not) is expected of you is crucial to your career success. You can’t throw a dart at a target blindfolded and expect to hit the bull’s eye. Some managers do a marvelous job is laying out the position, expectations, and the evaluations process, but don’t count on it. Ask questions, like “How will I know if I am successful?” Find out how you will be evaluated in three months, six months, and a year. What criteria and how will they weigh individual components of the criteria?

Any teacher will appreciate the personalization of the article. For the rest of us, it is not a difficult leap to customize the question to our own particular profession.

Thanks Kristen for a great list of questions.

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THE DiSK Assessment

by Mitch Byers :: June 8th, 2006 :: Posted in Enhancing Your Career, News & Events |

At today’s DFWTRN. meeting, Leroy Hamm, provided an insightful overview of the DiSC assessment. Hamm is the founder of IHDCorp, a leader in pre-screening and personnel development.

The DiSC assessment measures one’s bias in the four temperaments:

D – Dominant. A High ‘D’ is extroverted, hot-tempered, quick thinking, active, practical, strong-willed, and easily person. Archie Bunker, Lee Iacocca

I – Influencing. The High ‘I’ is an extroverted, fun-loving, activity-prone, entertaining, persuasive, and optimistic person. Lucille Ball, Robin Williams

S – Steadiness. The High ‘S’ is an introverted, calm, unemotional, easygoing, never-get-upset, person. Mr. Rogers, Jimmy Carter

C – Competence. The High ‘C’ is an introverted, logical, analytical, factual, private, depression-prone, let’s-do-it-right person. Spock, Albert Einstein

While looking at each temperament independently is a good starting point, it becomes even more interesting when we look at the natural combinations we have. The assessment provides a dominant temperament and a secondary temperament. That is not to say that the other two temperaments are excluded from our personality. In fact, we each have, at least some, of each of the four temperaments. Our particular personalities will determine the final blend.

The DiSC is primarily suited for increasing self-awareness in a setting where the individual can decide how to use the information to build relations with others. Understanding your own bias is a good beginning to self-awareness. If we can successful make passage through the Self Awareness door, then many other doors related to interpersonal skills and success will be available to us.

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Interview RX Publication Update Nears

by Mitch Byers :: June 8th, 2006 :: Posted in News & Events |

Today, 20 copies of the new version of INTERVIEW RX arrived from the publisher, Nearline Publishers, Inc. These 20 copies will be sent to other published authors in the career and self-help space for comments. Their comments will grace the back cover and inside first page. Look for the latest version of INTERVIEW RX later this summer!

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Don’t Hang Up If A Recruiter Calls

by Mitch Byers :: June 5th, 2006 :: Posted in Interviewing to Win |

Sunday’s Dallas Morning News Don’t hang up if a recruiter calls provides an excellent framework on how to work with recruiters.

Here are highlights from the article:

Why work with Recruiters

The right recruiter can be in a better position than you to get you a better position
Companies often hire recruiters to find and qualify candidates for specific positions before making the final decision on hiring.
Many recruiters have expertise and connections that many corporate HR departments lack in identifying and attracting the best candidates.
Recruiters can call into a company’s rival and cherry-pick its employees, something few companies would feel comfortable doing openly.

Levels of Service

Contingency-based recruiters get paid per placement, usually a percentage of the position’s salary. They may work with multiple companies simultaneously and specialize in specific industries.
Retained search recruiters are paid a portion of their fee upfront, with additional payments from their corporate clients as the job search progresses. Their services are more comprehensive, typically including succession planning and consulting services to help a corporation more specifically define the ideal candidate.
Retained search recruiters generally target senior positions with correspondingly high salaries, while contingency recruiting focuses on middle and lower-level jobs.
Companies always pay. If a recruiter hits you up for money, walk away.

Action Plan

If a recruiter contacts you, give him five minutes, even if you’re not planning to change jobs. It could be a good long-term move for your career.
Be professional. Return phone calls promptly, show up to interviews on time and listen to your recruiter’s advice.
You could start the process yourself. It’s possible to call a recruiter directly. Call around and try to find one that specializes in your areas of interest.
If you’re contacting a recruiter yourself, chat with a real person before sending in your resume or at least research the firm you’re dealing with.

Final Thoughts

Honesty (from both parties) is essential for a successful recruiting relationship.
A recruiter’s responsibility is to who is paying them, not to you. Be careful that you understand the process.

What experiences have you had with recruiters? Share the good, the bad, and the ugly.

Happy job searching!

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How Companies Uncover Core Competencies Through Behavioral Interviews

by Mitch Byers :: June 3rd, 2006 :: Posted in Interviewing to Win, Selection & Hiring |

Part I: The Case for Structured or Unstructured Interviews

Unstructured Interviews
There are two formal interview categories: Unstructured and Structured. Unstructured interviews are defined as a method of collecting information in which the interviewer starts with only a general sense of the topic and creates questions as the interaction proceeds. Unstructured interviews are often expressed as a loosely organized interview that are “personalized” for the job seeker.

One advantage of an unstructured interview is the questions are typically asked in a spontaneous manner, enabling the job seeker to engage in a broader discussion of their background. Most folks respond well in unstructured interviews. In fact, they view both the hiring company and the individual interviewer more positively because they feel free to request information and because the interviewer is able to express warmth and friendliness through more personalized interactions. Patrice Buzzanell notes in her research that when candidates are given the “opportunity to provide input, they evaluate decision making as fairer, even when outcomes are unfavorable to them.”

Because an unstructured interview is less “constrained,” it could be argued the applicant’s job seekers’ will vary more, thus providing a more accurate personality assessment. It is generally accepted that unstructured interviews can assess social skills with a high degree of reliability. A study by Salgado and Moscoso concludes, “more socially skilled people will have greater possibilities of being successful in a conventional interview,” as compared to a more structured interview.

Structured Interviews
In contrast to the unstructured interview, the structured interview follows scripted questions. The same set of questions you will be asked are the same posed to others being interviewed. The company reasons their decision-makers can make a more objective decision if each candidate is interviewed in a similar manner. If fact, numerous researchers agree structured interviews based upon formal job analysis are generally more valid and reliable than unstructured interviews.

Companies choose the structured interview for various reasons. Some feel the structured interview is the best vehicle to complete their internal due diligence process. They want to feel the screening process has been fair and objective to all candidates. Structured interviews are sometimes chosen by the hiring company to reveal potential ethical issues, such as a propensity towards theft and security violations. Research has shown that workers who are punitive about thieves are less likely to be thieves themselves. Other companies have indicated they specifically chose structured interviews because they minimize the possibilities for lawsuits based on EEO [Equal Employment Opportunity] bias.

Part II will continue the discussion of Structured Interviews and introduce the Behavioral Interview.

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