| So often a job interviewer is faced with a number of | | | | Add a humbling statement such as '......in our workplace |
| candidates who according to their resume have similar | | | | all team members are often encouraged to contribute |
| experience. Not until you reach the interview stage will | | | | ideas and provide honest criticism on each others |
| they be able to judge the candidate's personality. But | | | | ideas. No one in the group takes criticism personally as |
| this too may result in a number of very similar | | | | the objective of the exercise is to explore all |
| candidates with little to distinguish between them. | | | | possibilities, eliminate the poor suggestions and find the |
| So how do you stand out from the crowd? If you are | | | | best solution.' |
| able to offer something unique then you have a much | | | | Such an answer accepts that you are not perfect but |
| better chance of success. You just cannot be ignored. | | | | implies the criticism of your idea ended in a positive |
| What could be unique about your application? It doesn't | | | | outcome. |
| have to be the fact that you are the best at | | | | Do not criticise other people or ex-employers |
| something, although this would help. It just means you | | | | Continuing with the theme of removing all negative |
| need to offer something that the other candidates | | | | thoughts from the interview do not criticise your past |
| cannot offer or forget to highlight, it's the same thing. | | | | employer or employees. |
| So in what areas can you stand up and say 'I have a | | | | This is not a forum for letting off steam and ranting on |
| unique selling point?' | | | | about an ex-employer or employee. |
| For all job interviews the interviewer has the recurring | | | | Interviewers are prospective employees and do not |
| question in their heads..... What is the problem I need the | | | | want to hear anything negative from you. Criticising |
| candidate to solve? This is a good starting place. Most | | | | ex-employers or ex-employees could lose you the job |
| candidates will never truly find this out. They just do | | | | there and then. |
| not ask or understand its importance. You must try to | | | | People do not like whiners, however much it may be |
| find this out. You can then tailor your skills and | | | | justified |
| experience to demonstrate how you can address this | | | | Mentioning this and raises the question in their mind that |
| issue. Here is an example: | | | | you may have been partly to blame for any antipathy. |
| Job: 'We are looking to employ a salesman so that we | | | | It immediately raises the question - are you the trouble |
| can increase turnover. | | | | maker? Is it you that cannot get on with people? |
| Actual problem: 'We need to increase turnover | | | | Ask yourself a very simple question...... |
| because we struggle to make any profits. Actually | | | | In what way can bad-mouthing an ex-employee help in |
| every time we make a sale we hardly make any | | | | furthering your interview and get you the job? |
| profit because our sales channel is very inefficient'. | | | | .......the answer is absolutely nothing. |
| Candidate: 'I see. Actually we had the same problem | | | | If you really didn't get on with someone, which after all |
| at my last company. What we did was introduce | | | | is fairly common, avoid mentioning it. If in the unlikely |
| several new methods of selling. We set up an | | | | event you are asked about any difficulties with |
| e-commerce website, grew our joint venture sales | | | | ex-employees or your working relationship just deny |
| partnerships and brought our inflated advertising budget | | | | any friction existed. Keep it general and do not talk |
| in house. All 3 initiatives meant that sales increased by | | | | about any person or position specifically. |
| 35% but the cost base actually stayed neutral. The | | | | ''I always endeavour to maintain a positive and |
| gross profit figure therefore rose by 74%. I was | | | | professional working relationship with all colleagues. I |
| instrumental in driving through these changes. It sounds | | | | am a great believer in the team ethic and getting along |
| like you have a similar situation to ours 15 months ago | | | | with colleagues as I believe this is the most effective |
| which I am sure I can assist you with. Do you want to | | | | and productive approach.'' |
| hear more about how I did this?' | | | | Just to remind you if you are talking about anything |
| ... YES of course he does! | | | | apart from you then you are losing valuable 'bragging |
| You have a unique selling point. You have faced this | | | | time' to shine. |
| situation before and can directly relate your | | | | Do not argue or disagree with the interviewer |
| experience to the task at hand. The job interviewer | | | | It is simple. If you argue or disagree with the |
| must be impressed with such a reply. They are | | | | interviewer you will undoubtedly fall in their estimations. |
| already imagining the success you can bring to the job | | | | What is more if by arguing or disagreeing with them |
| role. How on earth could anybody fail to be | | | | they do not like you your chances of success are |
| impressed? | | | | reduced to between very low and zero. |
| Actually the unique selling point does not have to be | | | | To summarise keep all negatives aspects of the |
| hidden. You may be the unique candidate because you | | | | interview to a minimum. The aim is to get the |
| are the only candidate who actually convinces the | | | | interviewer to subconsciously nod their head and say |
| interviewer that you meet the job description. | | | | 'YES'. |
| This is where preparation is so important. List the | | | | Don't be overbearing or overpowering, show the |
| details of the job description and make sure you have | | | | interviewer up or threaten their job. |
| prepared answers with relevant examples which | | | | When it comes to showing you are confident and |
| demonstrate you can meet all these criteria. By default | | | | self-assured there is level at which you need to pitch |
| this may make you unique. | | | | this. On the one extreme there is the nervous, |
| How else can you make yourself unique? | | | | unconfident and desperate sounding individual. At the |
| If you have a particular skill which you know is in short | | | | other extreme there is the overbearing, arrogant, |
| supply eg. ''I have used software x for 18 months. I am | | | | boastful individual. |
| quite proud of my achievements in mastering it | | | | It is not uncommon to hear of interviewers citing |
| because I was reading recently that very few people | | | | examples of individuals who come for an interview |
| have this skill and there is a long learning curve.' | | | | professing to be able to rewrite the company rule |
| It plants the seed of doubt in the interviewers mind that | | | | book and 'sort things out' for the good of the company. |
| the other candidates without this skills might take a | | | | Maybe they can and maybe they do have the best |
| long time to learn this, where as I have a candidate in | | | | interests of their prospective employers at heart. |
| front of me who has already learnt this and can start | | | | However if the poor interviewer thinks this person is |
| being productive almost immediately. | | | | going to show them up as being weak or even |
| Be careful though not to directly criticize other | | | | threaten their own job then they will not get the job. It |
| candidates either directly or indirectly. | | | | is as simple as that. You would never employ |
| Look through your resume and find examples of what | | | | someone who could potentially ruin your career. They |
| may be rare or unique..... | | | | are looking for someone who is ideally going to |
| 'Do you have experience of selling a particular product | | | | enhance the work they do and make them look good. |
| range?' | | | | Every one is conscious that they have failings. A |
| 'Have you led large teams of staff?' | | | | manager does not want to take on anyone who may |
| 'Do you have a particular qualification that other | | | | expose their weaknesses or make apparent the |
| candidates might not have?' | | | | current failings they may have in their role. |
| 'Have you experience of public speaking' | | | | Don't be modest, |
| Your unique selling point may not necessarily need to | | | | Throughout this book we have emphasised the need |
| be a tangible skill, qualification or experience. It could be | | | | to show the prospective employer that you have the |
| that you are the most determined candidate, the most | | | | necessary attributes to do the job and bring additional |
| enthusiastic candidate or the most likely to fit into a | | | | benefits to the role. This takes a certain degree of |
| team environment. | | | | boasting. |
| Note down the things that you excel at use these to | | | | We are brought up to believe that we need to be |
| form a list of strengths. You may then need to whittle | | | | modest in order to fit in with the crowd. Well modesty |
| this list down again to identify those traits that you | | | | is fine in an interview as long as it doesn't get in the |
| believe to be unique. Of course you cannot know for | | | | way of expressing your attributes and skills to the full. |
| sure but by concentrating on these your chances of | | | | You need to express your career and work |
| success will undoubtedly be enhanced. | | | | achievements in specific terms with relevant examples. |
| Get the interviewer to say 'yes' in their mind. Control | | | | Additionally you need to express your soft skills and |
| the flow of positive information | | | | attributes again with relevant examples. |
| An interviewer needs to see you in a positive light. One | | | | It is important to write these down and practice them. |
| of the ways to do this is to get them to say 'yes' in | | | | Make them sound real. |
| their own mind. | | | | '.....company x set the following sales target for the last |
| The most effective way of doing this is to control the | | | | 12 months. I was able to exceed these by 50%. I did |
| level of positive information they are receiving. | | | | this by improving my success rate for each lead, |
| An interviewer will review your resume and begin with | | | | making more cold calls than the other sales executives |
| the premise that you are 'on paper' suitably qualified to | | | | and working weekends to close a number of those |
| fulfill the role. | | | | deals. |
| They will start the interview with | | | | Contrast this with the following statement which says |
| '....let us review your last few roles and tell me what | | | | the same thing.... |
| you did (and achieved)?' | | | | '.....company x set the following sales target for the last |
| This gives you the opportunity to detail all the positive | | | | 12 months. I was able to exceed these by 50%. I did |
| elements of your career. List the benefits you have | | | | this because I was better than all the other sales |
| brought to the role. This is fine, but the other | | | | executives. Ask my ex-boss! |
| candidates will get the same treatment! | | | | It is fairly non-specific and also smacks of boasting. No |
| However to separate the candidates the interviewer | | | | one likes to hear someone needlessly boasting. |
| will undoubtedly delve into the negative aspects of | | | | Anyway you mentioned your ex-boss, does this mean |
| what you have done. | | | | you have already left the company and you are now |
| '.....Tell me a time when you fell short or didn't achieve | | | | unemployed or are you so sure of getting this job? |
| your goals' | | | | It is important to get the wording right and so write |
| '....What aspects of your last job did you not like?' | | | | down each statement and practice it. |
| '....Why have you got gaps in your resume?' | | | | Have at least 3 achievements you can quite for each |
| The list of negative questions that an interviewer can | | | | stage of your career. Practice them so that they |
| ask are almost endless and are always the toughest | | | | sound natural and are not boastful. |
| questions to handle. | | | | You need to avoid meaningless phrases like 'I work |
| An interviewer will often discount the positive aspects | | | | hard' and 'I am very efficient at my job', 'I am a good |
| of your answers and look much more closely at the | | | | salesman'. |
| potential negatives in your career. | | | | A prospective employer is looking for a sharp individual |
| You should not be afraid to discuss the negative | | | | who can communicate precisely and effectively. The |
| aspects of your career. A successful series of | | | | above phrases are woolly non-descript and convey |
| answers will put you in a strong position. It clears a lot | | | | little specific meaning. The interviewer then has to |
| of uncertainty in the interviewers mind. | | | | probe deeper. |
| The key point is to keep any negative answers or | | | | 'What makes you a good salesman, what were your |
| information to a minimum and accentuate the positives. | | | | sales figures for the last 6 months?' |
| Here are examples of what not to say | | | | Your first question gave you the opportunity to list your |
| Q. '... Have you ever disagreed or argued with your | | | | main strengths. If ever there was a question with |
| current immediate supervisor?' | | | | which you needed to practice a full and detailed |
| A. '......Sometimes when we disagree on certain aspects | | | | answer, which lists your strengths and abilities, then this |
| of my work' | | | | is it. |
| Q. '....Presumably you want this job because you are | | | | So having asked the question once, if you do not |
| disillusioned with your current employer?' | | | | provide the benefits, the interviewer effectively needs |
| A. '....Yes and the pay isn't great either'. | | | | to ask the same question again. |
| Q. '....You seem to lack experience in area 'x' | | | | So be full and specific in your answers. Avoid |
| A. '.....Yes, I never got the opportunity to train in it' | | | | meaningless phrases. The interview is the one |
| If you answered like this then you are just re-enforcing | | | | opportunity for you to shine! |
| the negative aspects of the question. You must never | | | | Always tell the truth (be careful about exaggerating) |
| answer negative questions in this manner. If you do | | | | When asked a direct question always tell the truth. If |
| then you can say goodbye to any job offers. | | | | you are caught contradicting yourself then you can |
| Look at the following examples and see how a | | | | wave goodbye to the job. |
| negative question is snuffed out and turned into a | | | | Of course if there is something you don't want to |
| positive. | | | | discuss then don't bring it up. Do not offer negative |
| Q. '... Have you ever disagreed or argued with your | | | | information. It is up to the interviewer to get the 'dirty |
| current immediate supervisor?' | | | | facts'. It is up to you to paint the rosiest picture |
| A. '......Fortunately, we have always had a good working | | | | possible. |
| relationship. Recently he has been giving me greater | | | | Exaggeration is a grey area in interview techniques. |
| powers of authority and also I have been trusted to | | | | Most people will try to embellish their skills, ability and |
| delegate for him and weekly performance meetings.' | | | | importance to the organisation. I strongly suggest not |
| Nip the negative in the bud and then accentuate the | | | | exaggerating anything where the facts can be |
| positive by detailing the fact that your supervisor is | | | | checked. |
| comfortable with giving you more powers of trust. | | | | Studies have shown that it is more important how you |
| Q. '....Presumably you want this job because you are | | | | say something that what you say. Also the English |
| disillusioned with your current employer?' | | | | language allows so much scope for delivering the |
| A. '....Actually. I have really enjoyed working for my | | | | same facts in a number of different ways. |
| current employer and they have given me plenty of | | | | That is why preparation is the key to success not only |
| valuable experience. However I now fell it is time to | | | | in what you say but how you present those words |
| further my career by moving on and learning new | | | | and how you present yourself. The actual facts of |
| skills.' | | | | what you say become less important in interviews. |
| Notice how you start the sentence with the word | | | | So the bottom line is there is no need to exaggerate. |
| 'actually' or fortunately this is better than saying an | | | | Although it may be tempting to do so it is easier to be |
| outright 'NO'. | | | | successful by delivering your skills and ability in an |
| It may appear only a minor point but don't start the | | | | effective manner. |
| sentence with 'No, on the contrary......' or words to that | | | | Just keep smiling |
| effect. It is effectively disagreeing with the interviewer | | | | There are certain interviewers who know little or |
| and this is bad diction. | | | | nothing about interviewing. Maybe they are nervous or |
| Q. '....You seem to lack experience in using this type of | | | | just not properly trained. We have all seen interviewers |
| software' | | | | who just seem to trot out question after question |
| A. '.....This may be true, but I have used very similar | | | | without seemingly listening to your answer. They may |
| software at my current organisation which I learnt to | | | | not even look up at you or acknowledge your answer |
| use very quickly and became proficient at using in a | | | | with a smile or a nod of the head. |
| short period of time. | | | | It can be so frustrating in these situations. You are |
| You need to accept there is a shortcoming. But the | | | | trying to build rapport but you seem to face a brick |
| approach is to close off the objection by showing how | | | | wall. |
| it shouldn't be a problem for the employer and try not | | | | Don't worry! Just keep persevering. All the candidates |
| to discuss it any further. | | | | are likely to face the same response. Do not take this |
| Q. '....Describe a situation where your work was | | | | personally. You need to view this as an opportunity. |
| criticised' | | | | Other candidates may well look at this 'hostility' as a |
| This is a tricky question because it has got 'expand on | | | | sign they are performing badly and give up. |
| some negative aspects of your work' written all over | | | | This book prepares you for any interview with a view |
| it. Firstly do not say that your work has never been | | | | to projecting yourself in the best light. The fact that |
| criticised, it just sounds too unlikely. | | | | you are struggling to build any rapport with the |
| Change the question round so that it is not your work | | | | interviewer, while in it self, is disconcerting, does not |
| that was criticised but an idea you had. Ideas are often | | | | mean you are necessarily saying the wrong things or |
| considered, criticised then dropped with little or no | | | | projecting the wrong image. |
| impact on the organisation. Bad work will result in pain | | | | An interview will typically last one hour so make sure |
| for the organisation. | | | | you stay the distance and do not get disheartened. |
| A good answer is to refer to a team meeting where | | | | Keep smiling! |
| you were all asked to contribute ideas and not | | | | The one drawback with an interviewer like this is that it |
| necessarily in an area with which you were familiar. | | | | does give you a bad impression of the company. |
| Say you suggested something but upon discussion it | | | | After all you are probably going to have to work with |
| was felt there were some flaws in the idea and a | | | | this individual. Once you are offered the job you can |
| better idea was adopted. | | | | always turn it down if there is something you didn't like. |