| Nothing is worse than going to an interview | | | | associated with each position. Google competencies or |
| unprepared. | | | | competency modeling. Network to see if you can |
| In order to ensure success on an interview, you will | | | | speak to people in the field and talk to them about |
| want to do your research. Why? Because the more | | | | what is typically required in a position near to the one |
| you know about a company and its challenges, the | | | | you are considering. |
| better off you will be. Being prepared sets you apart | | | | 4. Research the company culture. From the work I |
| from the competition and sends a signal to the | | | | have done as an outplacement counselor or career |
| company that you are interested enough in them to | | | | coach, I can tell you that fitting in with the company |
| have invested your time in research. | | | | culture is essential. It can ensure or prevent success. |
| Some people are resistant because they feel like they | | | | Just because you might want to work in investment |
| are wasting their time, time they feel is better spent by | | | | banking, for example, doesn't mean that you will have |
| looking for jobs on or Believe me, the time you invest | | | | a great experience in all firms. I used to work in the |
| in research, especially when it's for an interview, will | | | | financial services field, and I can tell you that the |
| pay off handsomely. Agree? | | | | cultures at Goldman Sachs and Bear Stearns couldn't |
| If so, here are 7 things that you must research in order | | | | have been more different. One had a very |
| to ace your next interview... | | | | consensus-driven culture, the other was very "seat of |
| 1. Research the company. You'll want to know as | | | | the pants" and entrepreneurial. As a result, these |
| much about the company as possible. Fortunately, with | | | | companies hired very different people. Talk to people. |
| the Internet, this is relatively easy to do. Read their | | | | Find out what culture resonates with you. |
| annual report. Look for recent articles in the press. Ask | | | | 5. Research the employees. Who works at this |
| people you know about the company. Find a contact in | | | | company for which you are interviewing? What type |
| a competitor and see what their perspective might be. | | | | of person excels? Use your network to make |
| The more you research a company, the better armed | | | | connections with people in the company. See if |
| you will be for the interview -- and the more you will | | | | someone will talk to you. Always try to use a personal |
| impress your interviewer. | | | | connection; people generally won't make time for |
| 2. Research the competition. Nothing will impress the | | | | someone who calls out of the blue. Try to find |
| interviewer more than knowing the challenges of the | | | | someone who knows someone who works there. |
| competitive marketplace, especially if the interviewer is | | | | Then go and talk to them. Ask them to talk about their |
| a line manager. Show that you care enough to take | | | | co-workers and ask what type of person does well |
| the time to find out about the competition. Who are | | | | there. |
| they? Dig to find out information about the competition | | | | 6. Research the current challenges. Find a way to |
| so that you can showcase this information in an | | | | penetrate the firm. Ask your friends to make referrals |
| interview through questions you can ask. For example: | | | | to friends in the company. A couple of years out of |
| if the company in which you are interested is Pfizer | | | | school, I wanted to work for a money center bank in |
| Pharmaceutical, you might want to research similar | | | | New York and one of my top choices was JPMorgan. |
| companies like Johnson & Johnson, Bristol Myers | | | | Before I had my first official interview there, I had |
| Squibb, Abbott Laboratories and GlaxoSmithKlein to | | | | contacted and met with 15 people in the firm, who had |
| name a few. Don't overwhelm yourself, but with a little | | | | agreed to meet with me for a half an hour or so. I |
| focus, you can find out a lot about the competition. Pick | | | | asked each person about the main challenge they |
| two firms and spend an hour on computer research. It | | | | were facing and also about the challenges of the |
| will pay off! Showcase the knowledge you've gained | | | | institution. So, I was well-armed for my first interview |
| by asking a question, such as: "I notice that Pfizer and | | | | and asked a lot of questions that only an insider, or |
| Abbott Labs are considering a joint venture on pain | | | | someone who had had access to the inside, would |
| research. Can you tell me whether you have similar | | | | know. It impressed them. |
| joint ventures going in your firm?" Or, something like | | | | 7. Research the interviewer. I have a friend who was |
| that. It will impress the interviewer. | | | | the President of a major media company in New York |
| 3. Research the position. Of course, the more you | | | | City. He told me that he was amazed how many |
| know about the position, the better off you are going | | | | people had not done any research on him before they |
| to be. Get as much detail as possible about the job | | | | met with him in an interview. Again, this kind of |
| specifications. Research similar positions in related | | | | research is so easy to do -- Google your interviewer. |
| companies. Develop a relationship with someone in HR | | | | Go to Facebook, LinkedIn and other websites. Beyond |
| and see if you can get more information about the | | | | that, ask everyone you know if they have heard of |
| position and how it relates to other positions in the firm. | | | | this person. Make it a mission to find out something |
| See if you can find a "competency model" for a | | | | about your interviewer. |
| competitive firm. Similar firms might have mapped out | | | | Remember...the more you know...the more you have |
| their job families, which are specific types of jobs, and | | | | increased your chances for success! |
| assigned specific competencies, skills and behaviors | | | | |