| "Sell me this Pencil"; personnel and sales managers | | | | knowledge. The potential employee can reference the |
| used to ask applicants this question during interviews | | | | portfolio while he or she answers the interviewer's |
| on a regular basis. Believe it or not, it is a relatively | | | | questions. This can be done during a webcam |
| effective way of finding out how well an individual | | | | interview as well because the portfolio can be emailed, |
| thinks on his / her feet. Can she speak well and make | | | | faxed, or snail-mailed to the human resources director |
| eye contact when she is surprised? Can he smile and | | | | or interviewer prior to t he act ual or electronic |
| behave professionally when he is at a loss for words? | | | | meeting. |
| Clearly, job applicants will do a better job of "selling that | | | | It is very important that an applicant's portfolio or visual |
| pencil" if they are prepared for the question and have | | | | presentation be professional and of the highest quality. |
| some knowledge of various types of pencils. | | | | The design of the portfolio must reflect an organization |
| The one benefit of this interview strategy for the | | | | and demonstrate the culture of the profession. For |
| applicant is that the pencil serves as a focal point of | | | | example, an applicant hoping to fill a graphics position |
| discussion; it is a visual aid that actually allows some | | | | must present a graphics-heavy portfolio, etc. Further, |
| description to be "acted upon" by moving the pencil. It is | | | | the applicant should have his or her own copy of the |
| a real example with which the candidate can dazzle | | | | portfolio to reference during the interview. |
| the interviewer. | | | | The use of the document or portfolio allows both the |
| The point is that preparation and real examples of an | | | | interviewer and the interviewee to maintain a solid |
| applicant's skills serve to illustrate the qualifications and | | | | focus on the skills necessary to successfully perform |
| fit of that applicant. Human resource managers and | | | | the job. Small talk is still essential to 'break the ice,' but |
| personnel directors should expect applicants to come | | | | the majority of interview time will be spent in |
| in prepared with information abut the company, its | | | | specialized discussion related specifically to effectively |
| mission statement, and the available position. | | | | filling the available position. The candidate will |
| Candidates should prepare a "portfolio" or project | | | | demonstrate preparation for the interview and |
| review / summary in order to present a real example | | | | qualifications for the job. Applicants will utilize the 'pencil" |
| of proficiencies, skills, technical and computer | | | | to sell the 'pencil" and, thus, themselves. |