Critical Start
Hiring decision are made much earlier than most people imagine. Neil Anderson (1992) states “interviewers are far more influenced by information emerging early in the interview than that emerging later.” An 80-year meta-review of hiring found “interviewers reach a final decision about applicants after only four minutes of a thirty-minute interview.”

Crossing the Threshold
How do you know when you have crossed the golden threshold and transitioned from a candidate to an employee?

1. Watch the hiring manager’s body language. They will be more relaxed. They might crack a smile. Their gestures will be more animated. The formality of the interview will melt into a more casual tone. In interviewing for a sales position, I had a hiring manager rattle off 15 rapid fire interview questions and then abruptly stand up in mid-sentence and start an impromptu tour of the facility. A good sign indeed.
2. They are off script. Many hiring managers follow a scripted interview. When they put the pen down or push the paper aside, they have made up their mind.
3. They will stop asking questions and start talking about the company. Think of it as their sales pitch to you. Sharing details about a specific client or an upcoming project highlights a growing trust. They would not be sharing their “secrets” if they were not interested.
4. They will mention names – future coworkers or other managers you will have to meet before they make the (official) hiring decision. They are already beginning to see you functioning in their organization and interfacing with the team.

Some managers are very good poker players and the interview game becomes much harder. Their actions will be more subtle. Look for a personalized touch. Instead of dropping you off in the lobby, they will walk you to the door and linger a moment with you.

The Close
Once you receive one or more buying signals you will want to communicate in kind. State your specific interest in the company followed by a trial close. “Tom, the job description provides a good outline of the position. You filled in a lot of the holes and I am getting a good picture of how I will be able to contribute. My interest in the position is extremely high. What other background information can I share with you?” Tom will either continue to ask interview questions, which indicates a need for additional information before making a decision. Otherwise expect a comment like, “It looks promising. Let’s set up a time for you to talk to Samantha next week.”

How do you know when you have crossed the magic threshold and transitioned from a candidate to an employee?
1)    Watch their body language. They will be more relaxed. They might crack a smile. Their gestures will be more animated. The formality of the interview will melt into a more casual tone. I once had a hiring manager stand up in mid-sentence and start an impromptu tour of the facility. A good sign indeed.
2)    They are off script. Many hiring managers follow a scripted interview. When they put the pen down or push the paper aside, they have made up their mind.
3)    They will stop asking questions and start talking about the company. Think of it as their sales pitch to you. Sharing details about a specific client or an upcoming project highlights a growing trust. They would not be sharing their “secrets” if they were not interested.
4)    They will mention names – future coworkers or other managers you will have to meet before they make the (official) hiring decision. They are already beginning to see you functioning in their organization and interfacing with the team.

Some managers are sly poker players and the interview game becomes much harder. Their actions will be more subtle. Look for a personalized touch. Instead of dropping you off in the lobby, they will walk you to the door and linger a moment before saying goodbye.

Once you receive one or more buying signals you will want to communicate in kind. State your specific interest in the company followed by a trial close. “Tom, the job description provides a good outline of the position. You filled in a lot of the holes and I am getting a good picture of how I will be able to contribute. My interest in the position is extremely high. What other background information can I share with you?” Tom may continue to ask interview questions, which indicates a need for additional information before making a decision. Otherwise expect a comment like, “It looks promising. Let’s set up a time for you to talk to Samantha next week.”

About 20 students attended yesterday’s talk at Remington College, most in their early 20s. Remington College prepares their students for specific jobs. In this case, the students were studying to become Medical Assistants. When polled, about half the students were wrapping up their current program and impressively, about 80% showed an interest in furthering their education to become a Licensed Vocational Nurse or Registered Nurse.

The 45-minute presentation covered a few of the Dozen Strategies to Conquer Sticky Interview Questions from an upcoming ebook. This was my first dry run of the material. The emphasis was to help the students understand why and how to create effective interview stories.

One of the ways hiring managers try to predict our future success in their organization is to judge us based on our past behavior. I shared a couple of different ways to construct stories to surface past behavior. Through simple career stories, behaviors can be framed it in a way that will help the hiring manager “see” you being successful in their department.

The strategies are pretty easy concept to understand. I got a lot of nods from the student. I then turned the tables and ask them what sort of stories they were going to tell to the hiring manager. Most heads shifted from looking at me to looking at their desk, but two students took a stab at sharing stories.

One started by mentioning how important compassion was in taking care of her patients. Initially, she talked about compassion and patient care in general terms. I ask her for a specific example – a person, which day, what happened, where did it happen? Enthusiastically, she shared a story about a lady she had taken care of and the trusting relationship she had built through the compassionate care she had provided. She told how her care had transcended the physical needs of her patient. Her story held the interest of the group and will certainly hold the interest of the hiring manager that hears it. It was her personalization and specificity that gave her story punch. Telling someone that you are a great caregiver is flat. Showing how you are a great caregiver has impact.

I don’t know how many others in the class were able to internalize the information like the two students who shared their stories, but I walked away knowing that at least a few will step into the interview prepared and excited to share their value in the marketplace.

Mary has secured several interviews, but is concerned about how to answer the question, “What are your salary requirements?” Maybe Mary will answer, “Considering my CPA status and 10 years in the finance industry, I am expecting a salary of between $75,000 and $85,000.” Or Mary might respond, “As a Finance Specialist, my base was $70,000 and I was eligible for an annual performance bonus.”

Salary issues can easily become a tug-of-war between the potential employee and the hiring company. Mary is looking for an effective way to respond to the Salary Question, but not feel defensive in her approach.

In order to create a more neutral environment, Mary will need to remove the “I” and “My” from her responses. Instead of using the word “salary,” she will adopt the term “value.” Now, instead of talking about her salary requirements, Mary will be answering the Salary Question in terms of value.

As an example, say that Margaret is interviewing Mary: Margaret asks: “Mary, as you think about your next career move, what are your salary requirements?” Mary responds: Currently, Royal Financial Partners values the Financial Specialist position with a base of $70,000 and a provides an annual performance bonus,” or “Salary research indicates a tenured CPA with similar experience is valued at a base between $75,000 and $85,000.”

Reframing the Salary Question in terms of Value takes away much of the tension associated with answering the Salary Question. At no point in her answer did Mary use the words “I, Me, My,” or “Salary.” The conversation is not about Mary (the skilled candidate) and Margaret (the hiring manager), but about the value companies place on certain competencies and Mary’s perceived value in the marketplace.

After answering the Salary Question, it is then Mary’s obligation to ask Margaret not about salary, but about value. Mary asks, “Margaret, would you please share how the company values this position?”

Margaret may reveal the Financial Specialist position is in line with Mary’s salary research, and has a base of between $75,000 and $85,000, a spread of $10,000. Mary will be proactive and ask, “Margaret, would it be correct to assume then, that the midpoint for the position is $80,000?” Margaret nodes in agreement.

Mary now knows that $80,000 is the midpoint, the minimum salary she should accept. By providing a straightforward answer and asking follow-up questions, Mary has done double duty – she has provided Margaret relevant compensation information and has set minimum expectations for the job offer.

In this scenario, Mary did not let the Salary Question become a tug of war. Instead of a defensive approach, Mary allowed the Salary Question to be an equal exchange of information. Now, she can move forward through the balance of interview process with a higher level of confidence.