| Recently, I consulted with a young professional who | | | | there is always the chance that the interviewer is not |
| had completed an initial job interview, and was | | | | able to accurately connect the dots and see how the |
| informed by the company that they were interested in | | | | results you've obtained in one situation will transfer |
| conducting a second interview. The good news: the | | | | easily within her company's structure and environment. |
| company was now considering the interviewee for a | | | | Imagine explaining how you increased your former |
| management position rather than the initial technician | | | | client base by 10% through specific advertising |
| position. The bad news: the young professional was | | | | techniques - - and imagine the interviewer thinking, "not |
| unsure what to expect during the second interview. | | | | sure how that will work in our company." |
| Obviously, she had appropriately prepared for the initial | | | | Broad categories of skills (salesmanship, teamwork, |
| interview. What she wasn't prepared for was an | | | | detail-orientation, communication, etc.) require the |
| interview that focused on a different set of skills. | | | | detailed STAR method for you to be able to explain |
| However, if you fully understand how to interview | | | | your capabilities in the workplace. The next step you |
| successfully, you'll realize that a certain framework | | | | should take will help you answer the question: "how will |
| exists for all interviews. | | | | this candidate be successful in OUR company?" |
| What I will share with you are the five key steps, to be | | | | So, here's the additional step to be added to the |
| used in all types of interviews. These five steps are | | | | STAR method. After explaining the Situation/Task, |
| appropriate for behavioral interviews, group interviews, | | | | Action taken, and Results achieved, describe exactly |
| stress interviews, phone interviews, second interviews | | | | how this particular skill you possess appropriately |
| - - it doesn't matter the interview format. When you're | | | | transfers from one situation to the next. Here's an |
| able to understand the flow and structure of job | | | | example of this enhancement to the STAR interview |
| interviews you're more likely to anticipate actions | | | | technique: |
| undertaken by the interviewer. So, if you're familiar with | | | | 1) Provide a brief description of the situation: "One of |
| the way in which most interviewers attempt to learn | | | | my customers was unhappy with our XYZ widgets." |
| more about applicants within the scope of an interview, | | | | 2) Add some detail to describe the specific task or |
| then you're one step ahead of the rest. | | | | role you were assigned to deal with the situation: "I |
| Most interviewers need to be able to walk away from | | | | was responsible for dealing directly with our |
| each interview with quantifiable and/or content-rich | | | | department's major clients and so, I was charged with |
| details regarding the applicant. It's not enough to merely | | | | turning the situation around for this unhappy customer." |
| say "this is a good candidate for the position because | | | | 3) Provide one or two key action steps you took to |
| he works well with people." An interviewer has to be | | | | handle the situation: "I contacted the customer directly |
| able to specify the exact reasons why this candidate | | | | and requested feedback. I authorized a refund or |
| matches the position qualifications. If it's difficult for you | | | | future discounts to this particular customer." |
| to explain your work-related results and tie them to the | | | | 4) As a result of your action steps, what happened? |
| reasons why you're the right person for the job during | | | | "As a result of the refund and discount, the customer |
| the course of an interview, then the interviewer will | | | | increased their orders by 25%." |
| mark your candidacy as "not a good fit." Within the | | | | 5) Then explain how you will be able to achieve similar |
| framework of an interview, the interviewer is trying to | | | | results within the interviewer's company: "I understand |
| "screen in" your candidacy and wants verifiable | | | | that your company values customer satisfaction, and I |
| information that backs up, or confirms, your fit with the | | | | believe that I have the necessary skills to succeed in |
| position. | | | | your company. The situation that I just described |
| If you're familiar with the STAR method of interviewing, | | | | provides a good picture of my customer service |
| then you're moving in the right path to successfully | | | | capabilities." |
| interview. The STAR method is outlined briefly below: | | | | The 5th step completely answers the question of how |
| STAR = Situation - Task - Action - Results | | | | you will fit within the company. An additional benefit lies |
| Situation / Task: Describe a specific event or situation | | | | in the fact that you're further outlining how well you |
| that you handled | | | | know the demands of the position and how well you |
| Action: Detail the action or steps you took related to | | | | know the company. Of course, the best way to use |
| the situation | | | | this technique is to make sure you have fully |
| Results: Based on your action steps, what results | | | | researched the company prior to the interview. |
| were achieved? If the results can be quantified ("client | | | | The five steps may be interchangeable - - you |
| base increased by 25%"), then you've successfully | | | | describe step 4 (the results) prior to step 1 (the |
| answered the question. | | | | situation), however, the key is to be able to list specific |
| The STAR method is a well-known interviewing | | | | results that were gained. Most importantly, the results |
| technique. It's one that's critical to your success within | | | | have to be tied directly to your action steps. |
| the interview. However, there is one step that's missing | | | | Interviewers are looking for RESULTS, not just |
| within this method. This additional step will put your | | | | generalities ("I'm good with clients because I enjoy |
| responses to interview questions in a different light and | | | | talking to others"). They need hard facts, verifiable |
| increase the value of your candidacy. Providing | | | | data. And you're the most qualified candidate who is |
| specific action steps you've undertaken to achieve | | | | prepared to give it to them. |
| results is an important interview technique. However, | | | | |