IntroductionWelcome| 00:04 | The interview is one of the most
important parts of the job search and
| | 00:08 | your chance to shine.
| | 00:10 | If you're lucky to have gotten an
interview, you've gotten past the screening stage
| | 00:13 | and you may have beaten out hundreds
of other candidates to get to this point.
| | 00:18 | This is your opportunity to show
the value you will bring to the organization
| | 00:22 | and land the job.
| | 00:25 | We'll begin with preparation where I'll
discuss the various types of interview formats
| | 00:29 | and help you anticipate questions.
| | 00:31 | I'll give you techniques that you can use to
practice and best prepare for the interview.
| | 00:37 | Next, we'll talk about how to
confidently approach the actual interview;
| | 00:42 | making a good first impression;
| | 00:44 | navigating difficult interviews;
| | 00:46 | and getting your message across
using effective body language.
| | 00:51 | Finally, we'll talk about follow-up,
where you assess your own performance,
| | 00:56 | send thank yous, and respond
appropriately to the employer's decision.
| | 01:02 | You want to be the final candidate, and
having a successful interview is one of
| | 01:06 | the most crucial steps to finding your next job.
| | 01:09 | So let's get started with Acing Your Interview.
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| Using the exercise files| 00:01 | We've provided free Exercise Files that
are available to all Lynda.com members
| | 00:06 | to help you get the most from this course.
| | 00:08 | These files include an Interview
Tracking Worksheet and a template for assessing
| | 00:13 | your Interview Performance.
| | 00:15 | Now, let's get started.
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|
|
1. Preparing for the InterviewUnderstanding interview formats| 00:01 |
The first place to start in preparing for
inteviews is to understand the potential
| | 00:05 |
formats that employers will use to
determine your fit within the organization.
| | 00:11 |
There are four common interview formats,
and it often depends on the industry and
| | 00:16 |
function for which you are applying.
The first format is the phone interview.
| | 00:20 |
This allows the employer to screen the
candidate at a low cost and time
| | 00:25 |
effective manner.
These interviews are generally around 30
| | 00:29 |
minutes in length and often performed by
a human resource manager.
| | 00:34 |
This technique is often used to narrow
the pool of candidates for in-person interviews.
| | 00:40 |
In this interview, they will confirm your
qualifications to the position and often
| | 00:45 |
check your expected salary to see if you
are in their budget range.
| | 00:50 |
The phone interview is also one of the
more challenging formats because you
| | 00:54 |
can't see reactions to your answers, and
you can be easily distracted.
| | 01:00 |
To be most successful in the phone
interview, you should be sure to follow
| | 01:04 |
these five steps.
Use a landline, as they are less likely
| | 01:08 |
to be dropped.
Turn off call-waiting as a call coming in
| | 01:12 |
may distract you in the middle of an
answer.
| | 01:14 |
Interview in a quiet space with limited
distractions.
| | 01:19 |
Without visual clues, you will have to be
careful to focus on the questions they
| | 01:23 |
are asking you.
Enunciate and speak clearly.
| | 01:27 |
You may want to try smiling as you answer
questions.
| | 01:30 |
Your answers will come across more
positively.
| | 01:33 |
Clarify any questions that you are unsure
of the meaning.
| | 01:38 |
You don't have body language to tell you
when you are going in the wrong direction.
| | 01:42 |
So be sure to ask the interviewer if
you've approached the question in the way
| | 01:46 |
they were looking for.
The second format is the traditional in
| | 01:51 |
person one to one interview.
This allows employers to get to know you
| | 01:56 |
on an individual level and ask pertinent
questions to their area of work.
| | 02:02 |
These are most often performed by the
decision maker, which is potentially your
| | 02:06 |
boss and coworkers.
They're going to be concerned with how
| | 02:10 |
well you're going to fit in and you're
going to support them in their jobs.
| | 02:14 |
To be most successful in the in-person,
one to one interview, you need to focus
| | 02:20 |
on non-verbal behaviors, like eye
contact, tone of voice, and body language.
| | 02:26 |
One study shows that 93% of your message
is conveyed in this way and not in words.
| | 02:32 |
So it is very important in the interview.
Please check out the movie on body
| | 02:37 |
language to see effective examples.
Body language will vary based on the
| | 02:42 |
country that you are interviewing in.
For example, in some countries, eye
| | 02:46 |
contact is direct and others it is not.
Also remember to dress the part.
| | 02:52 |
You want them to see you as a potential
coworker.
| | 02:56 |
The third format is a panel or group
interview.
| | 02:59 |
This format allows the employer to save
time and also get multiple opinions...
| | 03:05 |
That can lead to more valid and fair
decisions about candidates.
| | 03:10 |
Remember that each individual on the
panel will have a different perspective.
| | 03:15 |
Try to understand how their position
relates to the one you're applying for.
| | 03:19 |
This will help you tailor your answers to
their particular needs and concerns.
| | 03:24 |
To be most successful in panel
interviews, body language is still important.
| | 03:30 |
A few points to remember include, make
your introductions count, make eye
| | 03:35 |
contact and use their names, include
quieter people in the conversation by
| | 03:40 |
asking their opinion.
Remember, they're evaluating your
| | 03:44 |
interaction, so be sure to listen and
engage where appropriate.
| | 03:49 |
You will want to make eye contact again
with everyone at some point in the conversation.
| | 03:53 |
Finally, ask for business cards from
everyone on the panel for proper follow up.
| | 04:00 |
The final type of video is the online
video interview.
| | 04:03 |
It is similar to the in person interview
but it allows the employer to cut down on
| | 04:07 |
travel and cost.
You will want to follow the same advice
| | 04:11 |
and in addition these three steps.
Test run the equipment well before the interview.
| | 04:18 |
Arrive on video early so you can make any
adjustments to lighting or appearance
| | 04:23 |
prior to the interview or coming online.
Use the in picture mode so you know how
| | 04:28 |
you appear.
Make sure your environment looks clean,
| | 04:31 |
professional, and there are no immediate
distractions in the area.
| | 04:35 |
Now that you have a good understanding of
the interview formats, you should check
| | 04:40 |
out the next movie to gain an
understanding of the question types and
| | 04:44 |
how to prepare for them.
| | 04:46 |
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| Understanding types of interview questions| 00:01 |
How often have you been to an interview
and been surprised by the questions you
| | 00:04 |
were asked?
By understanding the three basic types of
| | 00:08 |
questions employers use, you can actually
prepare for an interview and take away
| | 00:13 |
much of the anticipation.
The first and most common are behavioral questions.
| | 00:18 |
The concept is to use your past behavior
to predict your future behavior.
| | 00:23 |
It will often take the form of, tell me
about a time, or give me an example, to
| | 00:29 |
allow you to draw upon your past
experiences to show your skills and knowledge.
| | 00:35 |
For example, tell me about a time when
you had to meet a deadline, and you
| | 00:39 |
didn't meet expectations.
Or, give me an example of a time when you
| | 00:44 |
innovated on a project.
The second type of question is case or situational.
| | 00:49 |
The purpose is to evaluate your problem
solving and analytical abilities.
| | 00:55 |
It will often take the form of, how would
you, or what would you do?
| | 01:00 |
Your answer shows how you would approach
a problem, or a work situation, and
| | 01:04 |
allows them to see how you think on your
feet.
| | 01:08 |
For example, how would you change our
website?
| | 01:11 |
Or, what would you do if you had an angry
client?
| | 01:15 |
The third type is resume-based questions.
The purpose is to gain more information
| | 01:20 |
on experiences you have highlighted and
confirm the depth of your skills and knowledge.
| | 01:26 |
They'll ask you direct questions from
your resume.
| | 01:28 |
So you'll need to be able to expand on it
in detail.
| | 01:33 |
For example, you mentioned in your resume
that you have HTML experience.
| | 01:37 |
Can you tell me where you've used this?
Or, you mentioned in your resume that you
| | 01:42 |
speak French.
Bonjour, comment allez-vous?
| | 01:44 |
For common examples of each of these
types of questions, please see the
| | 01:50 |
handout that we have included for all
members of lynda.com.
| | 01:55 |
Knowing how questions will be asked is
important, as you prepare for the interview.
| | 01:59 |
In the next movie, we'll discuss
anticipating what questions they'll ask.
| | 02:04 |
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| Anticipating questions and preparing answers| 00:01 | It is now time to prepare
specific questions for your interview.
| | 00:05 | Remember the purpose of the
interview for the organization is twofold;
| | 00:09 | to assess your skills and knowledge;
| | 00:11 | and also determine the cultural fit.
| | 00:13 | We will analyze the job description and
develop a list of specific questions you
| | 00:18 | may get in the interview.
| | 00:20 | The first step is to start by
analyzing the job description for primary
| | 00:24 | skills and knowledge.
| | 00:26 | Look at the Responsibilities and
Qualifications sections to analyze this information.
| | 00:32 | Let's take a look at an
example Project Manager description.
| | 00:36 | The four items that would be most
important to prepare for include:
| | 00:40 | Leading multiple software
development and integration projects in Agile.
| | 00:45 | Scoping projects and managing risk.
| | 00:47 | Estimates projects using multiple techniques.
| | 00:51 | Delivering them on time and on budget.
| | 00:54 | Mentors and guides people.
| | 00:56 | The second step is more elusive in that you
have to determine the culture and desired fit.
| | 01:02 | Look for descriptive words related to culture.
| | 01:05 | In this example it would be "can-do"
attitude, take charge of conference
| | 01:10 | room, and unflappable.
| | 01:12 | If there are not words related to
culture in the description, then you may want
| | 01:16 | to schedule an informational interview.
| | 01:19 | You can now create sample
questions based on the three types.
| | 01:23 | Let's begin with the knowledge and skills.
| | 01:25 | For example, a Behavioral Question would
be, "Give me an example of a project you
| | 01:30 | have scoped and how have you managed the risk."
| | 01:33 | A Situation Question would be, "Walk us
through how you would scope the project
| | 01:38 | and manage the risk."
| | 01:39 | And finally, a Resume-based Question,
"Your resume states you managed the Agile
| | 01:44 | projects successfully; tell us more about it."
| | 01:48 | You can also prepare
questions for the cultural fit.
| | 01:51 | In our example they are looking for a "can-do"
attitude and someone that is unflappable.
| | 01:56 | They may ask a Behavioral Question like,
"Give us an example of where you have
| | 02:01 | pushed through an idea."
| | 02:02 | Or a Situational Question like, "How would
you push through an idea at this organization?"
| | 02:08 | Or a Resume-based Question, "You
mentioned on your resume that you initiated a
| | 02:12 | project, how did you do this?"
| | 02:15 | Now it is time to prepare
answers for your sample questions.
| | 02:19 | It's important to have good examples
lined up to showcase your skills and
| | 02:23 | knowledge for each of the responsibilities.
| | 02:26 | Remember to be detailed in your answer.
| | 02:29 | Use SAR as a way to prepare
and make your answers stronger.
| | 02:34 | Describe the Situation, explain your
Action, and let them know the Results.
| | 02:39 | Although you can't anticipate every
question, this will give you a strong
| | 02:44 | starting point to prepare.
| | 02:46 | In the next movie, we'll talk about
effective techniques that you can use
| | 02:50 | to practice.
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| Practicing your answers| 00:01 | Practicing for the interview helps
you feel confident and focused on the interviewer,
| | 00:05 | not stressed out
about what you're going to say.
| | 00:08 | There are several options for you;
| | 00:10 | from do-it-yourself, to fee-based services.
| | 00:13 | If you choose to do this on your own,
you'll want to mirror an actual interview
| | 00:17 | as closely as possible.
| | 00:19 | Set up a space that is conducive to
interviews, dress the part, and have a
| | 00:23 | friend or family member play
the part of the interviewer.
| | 00:27 | You can also create flashcards that
will allow you to shuffle them and be
| | 00:31 | comfortable answering in any order.
| | 00:33 | Be sure to record yourself so that you
assess your body language and confidence
| | 00:38 | as you answer the questions.
| | 00:40 | This technique takes time and effort,
but your practice will be designed
| | 00:43 | specifically for your desired job.
| | 00:46 | You may also want to consider the many
online fee-based interview practice programs.
| | 00:51 | They provide a pressure free environment
that will give you randomized questions
| | 00:56 | with little work on your part.
| | 00:58 | If you decide to go this route, you will
want to find a program that can provide
| | 01:02 | you questions based on your
industry and role of interest.
| | 01:06 | For example, jobjuice.com provides
specific questions for the MBA market and
| | 01:12 | recommends frameworks for responses.
| | 01:14 | The disadvantage of fee-based
services is that they don't provide you with
| | 01:18 | specific questions based
on the job you're after.
| | 01:22 | Regardless of the method you choose,
the more you practice, the better prepared
| | 01:26 | you will be for the interview.
| | 01:29 | Next, we will focus on the appropriate
questions you will ask to help convey
| | 01:33 | your interest and suitability for the job.
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| Researching companies| 00:00 |
Up to now, we've been preparing for
questions that the interviewer will be
| | 00:04 |
asking you.
However, you'll also want to interview
| | 00:07 |
the company to make sure that it is the
right organization and role for you.
| | 00:12 |
Asking questions not only confirms your
interest in the company, but also can be
| | 00:17 |
used to make you stand out in the
interview process.
| | 00:21 |
You will want to demonstrate your
knowledge of the organization and
| | 00:24 |
interest in the position.
There are five categories of questions
| | 00:28 |
that I recommend you prepare.
First, you should prepare a question to
| | 00:33 |
ask about the company.
You want to demonstrate your interest but
| | 00:37 |
you also want to confirm what you've
learned about the company in your research.
| | 00:42 |
Second, you should have a question about
the history of the position.
| | 00:45 |
By asking why the position is vacant, you
will gain insight into the organization
| | 00:51 |
and the potential for advancement.
Third, you should ask a question about
| | 00:56 |
the job responsibilities.
This will allow them to see you in that
| | 01:00 |
role, and help you gain a solid
understanding of the position.
| | 01:05 |
Fourth, you will want to ask about the
expectations of the position.
| | 01:09 |
This will allow you to see how you'll be
evaluated.
| | 01:13 |
Finally, you'll want to ask what the next
steps are in the process.
| | 01:17 |
This is important so you know when to
follow up.
| | 01:21 |
To develop your own list of questions,
you should derive them from the research
| | 01:25 |
you have done on the organization.
Let's use Lynda.com as an example.
| | 01:32 |
You can start with their website.
Websites can give you an enormous amount
| | 01:36 |
of information, including strategic
plans, annual reports, new product
| | 01:42 |
information, and much more.
Let's look at their homepage.
| | 01:46 |
This site has a lot of information to
start developing your questions.
| | 01:51 |
One of the first things you will see is
the extent of their video collection.
| | 01:55 |
If you are interviewing for a production
position, you may have questions like,
| | 02:00 |
how many average new releases in a month?
Or, how is your workload determined?
| | 02:05 |
Another thing you will see are the
different subject areas.
| | 02:08 |
You might ask, how are the productions
assigned within each topic of business,
| | 02:14 |
design, audio, et cetera.
Can I focus on one topic, like business?
| | 02:20 |
If you dive deeper in the website, you
can find even more information.
| | 02:25 |
I always like the About sections of the
company websites.
| | 02:29 |
Many times in this section, you will find
annual reports and strategic documents.
| | 02:35 |
We can also take a look at the press
release's page to find news.
| | 02:40 |
After reading this press release on the
acquisition of video to brain, a good
| | 02:45 |
question might be, what are your plans to
integrate the video content of the two companies?
| | 02:52 |
You want to go beyond what the company
pitches to get a broader set of questions.
| | 02:57 |
Articles can be a good source of
information about companies.
| | 03:01 |
You can see this search brings up quite a
bit of information on the company from a
| | 03:05 |
variety of sources.
Each article contains information that
| | 03:10 |
you may not have found on the company's
site that will allow you to ask deeper questions.
| | 03:15 |
Now let's take this a step further by
researching individuals at the organization.
| | 03:21 |
Social networking sites, like LinkedIn
are a great place to start.
| | 03:25 |
Let's say that I was interviewing with
Jeff Layton.
| | 03:27 |
I can see that he worked with me and Dave
Crenshaw on the courses.
| | 03:32 |
In an interview, I could ask, how these
projects were organized and how he was
| | 03:37 |
evaluated on the success of these
projects.
| | 03:40 |
I can also see that his job title has
changed steadily.
| | 03:43 |
A great question to ask could be, what is
the career path for a producer?
| | 03:47 |
The benefit to you is you gain a deeper
understanding of the company in a shorter
| | 03:53 |
amount of time.
Research like this does not have to take
| | 03:57 |
long, and it will allow you to stand out
as a knowledgeable candidate.
| | 04:01 |
Once you've completely prepared, you're
ready to go into the interview, which
| | 04:05 |
we'll discuss next.
| | 04:06 |
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|
|
2. InterviewingMaking a first impression| 00:01 | Impressions are set within the first
few minutes of the interview, so it is
| | 00:05 | important to arrive with
confidence and a friendly manner.
| | 00:09 | The first judgment an interviewer makes
is going to be based on how you look and
| | 00:13 | what you're wearing.
| | 00:15 | It is key that they see you as a potential
employee, so dressing the part is important.
| | 00:20 | This will mean different
things for different organizations.
| | 00:24 | Be sure to note their dress code
and dress to it, or slightly above it.
| | 00:28 | Being on time is essential.
| | 00:31 | Don't be too late and don't be too early.
| | 00:33 | This can put the interviewer
in an uncomfortable position.
| | 00:37 | You should show up 5-10 minutes early.
| | 00:39 | If you do arrive earlier
than this, find a place to wait.
| | 00:42 | As you are arriving, be
nice to everyone you encounter;
| | 00:46 | receptionists and administrative
assistants often play a significant role in the
| | 00:51 | interviewing process and provide
feedback to the people interviewing you.
| | 00:56 | When you finally meet your interviewer,
greet them enthusiastically and extend
| | 01:00 | your hand to give a firm handshake.
| | 01:02 | Much of the interviewer's impression
of you is determined by the rapport or
| | 01:06 | chemistry that you establish.
| | 01:08 | Use the research you've
done to start small talk.
| | 01:12 | Be prepared with a copy of your resume.
| | 01:15 | You should be ready to offer it in case
the interviewer has misplaced their copy.
| | 01:19 | As you go through the interview
process, you may find that there are
| | 01:23 | uncomfortable situations
that you'll have to navigate.
| | 01:27 | In the next movie, we'll cover
some of these and how to handle them.
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| Navigating difficult interviews| 00:01 | Although you have prepared well for the
interview and enter confidently, there
| | 00:05 | are uncomfortable situations
that can turn into a bad interview.
| | 00:09 | A common situation you might encounter is
drawing a blank to a question you're asked.
| | 00:14 | In this case you'll want to
ask for a minute to think.
| | 00:17 | This will allow you the
opportunity to collect your thoughts and
| | 00:21 | answer effectively.
| | 00:22 | If you've prepared well, the more common
situation you'll run into is facing a bad interviewer.
| | 00:29 | A bad interviewer might be
unfocused, disinterested, and unprepared.
| | 00:34 | If this is the case, you'll want to
take charge and say something like, here is
| | 00:39 | the most recent copy of my resume,
let me tell you about some highlights.
| | 00:44 | This allows you to focus on your strong
points as they pertain to the position.
| | 00:49 | A bad interviewer may also dominate
the interview by doing all the talking.
| | 00:53 | In this situation you'll want to be
an attentive listener and take notes.
| | 00:58 | If you want to break into the
conversation, lean forward and try to get
| | 01:02 | your message across.
| | 01:03 | If that doesn't work, they will
eventually ask you if you have any questions.
| | 01:08 | This is where the questions you've
prepared will show your critical thinking
| | 01:12 | skills and match for the job.
| | 01:15 | A bad interviewer might also ask
inappropriate and illegal questions.
| | 01:20 | In the U.S., this can be personal questions
about age, ethnic background, or religion.
| | 01:26 | In most cases the interviewer is not
aware that the question is illegal, so it
| | 01:30 | will be up to you on how to handle it.
| | 01:33 | You'll want to think through what they are
asking for and then rephrase it so it is appropriate.
| | 01:39 | For instance, the illegal question
would be, "What is your native tongue?"
| | 01:44 | You would rephrase to, "I can fluently
speak English, Spanish, and Chinese."
| | 01:50 | If the question is truly offensive, you
should state, "This is a question that I
| | 01:55 | haven't gotten before, why do you ask?"
| | 01:58 | If you aren't familiar with what types
of questions might be illegal, then check
| | 02:02 | with your local laws.
| | 02:04 | In the U.S. you can find this
information at the Equal Employment
| | 02:08 | Opportunity Commission website.
| | 02:11 | Remember, it's not always your
fault if things don't work out.
| | 02:14 | You should give your best shot in
each interview, even if things go bad.
| | 02:19 | In the next movie, we'll discuss the
importance and perception of body language.
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| Understanding the importance of body language| 00:01 |
Beyond practicing interview questions and
navigating difficult situations, body
| | 00:05 |
language is essential to a successful
interview.
| | 00:08 |
As we have mentioned, studies actually
show that 93% of communication occurs
| | 00:14 |
through body language.
In the interview process there are three
| | 00:17 |
key areas you'll want to focus on.
First you'll want to have proper posture.
| | 00:22 |
Relax and lean slightly forward towards
your interviewer.
| | 00:27 |
This is gives the impression that you're
interested versus leaning back which will
| | 00:31 |
make you appear too relaxed.
You can also try mirroring your interviewer.
| | 00:37 |
Sometimes you can establish rapport by
adopting the same posture.
| | 00:41 |
Second, you'll want to maintain proper
eye contact.
| | 00:44 |
To avoid appearing aggressive, you should
blink at regular intervals and nod your
| | 00:50 |
head now and then.
If this feels uncomfortable for you,
| | 00:53 |
practice with a friend.
Third, you'll want to be aware of the
| | 00:57 |
tone and pitch of your voice.
Speaking in a clear and controlled voice
| | 01:02 |
will show that you are confident.
You should remember that body language is
| | 01:06 |
specific to cultures.
So if you're interviewing in countries
| | 01:10 |
outside of the US, you'll want to
research proper body language for that country.
| | 01:15 |
At the end of this course, we've included
a video that demonstrates how body
| | 01:20 |
language can affect how others perceive
you.
| | 01:23 |
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| Handling tricky or difficult questions| 00:01 |
No matter how well you prepare for the
interview, you may run into what you
| | 00:04 |
perceive as a tricky question.
We asked our lynda.com audience some of
| | 00:09 |
the tricky questions they have gotten in
interviews.
| | 00:12 |
Although they do fall into categories of
situational, behavioral and resume-based
| | 00:17 |
questions, it wasn't always clear what
the interviewer was trying to learn.
| | 00:20 |
Let's take a look at some of the best
approaches to responding.
| | 00:25 |
Many of the tricky questions fell into
the situational category.
| | 00:29 |
Remember, this is when they are
evaluating your problem solving skills
| | 00:32 |
and analytical abilities.
There were three types of situational
| | 00:37 |
questions that were prevalent int he
examples from lynda.com members.
| | 00:41 |
First, there were situational questions
known as brainteasers.
| | 00:45 |
These seem like they make no sense.
For instance, how many airplanes are in
| | 00:50 |
the sky right now?
The goal of the interviewer is not to get
| | 00:53 |
the right answer from you, but to see how
you think through the situation.
| | 00:58 |
This person wants to see how you examine
the different angles and how you'll come
| | 01:02 |
to a conclusion.
In this type of question there is not
| | 01:06 |
necessarily a right answer, however they
do want to see your thought process.
| | 01:12 |
Walk them through your reasoning and feel
free to ask questions to clarify any
| | 01:16 |
aspects that you are unsure of for the
situation presented.
| | 01:21 |
The second set of questions was focused
on testing your knowledge and skills.
| | 01:25 |
However, how they frame them was either
aggressive, uncomfortable or rude.
| | 01:32 |
Most often they do not realize that this
is the case.
| | 01:36 |
For instance, if you were interviewing
for a sales position, someone might say
| | 01:40 |
to you, sell me this pen.
You may feel uncomfortable being put on
| | 01:44 |
the spot like this.
Remember, they are looking at your skills
| | 01:47 |
and your knowledge.
Focus on your answer, and not the way
| | 01:50 |
they frame the question.
You can best prepare for these questions
| | 01:55 |
by analyzing the job description for the
skills and knowledge that they are seeking.
| | 02:00 |
Finally, the third set of quetions was
questioning fit, just in a bizarre way.
| | 02:05 |
For instance, if you were a tree, what
would you be?
| | 02:09 |
In an entrepreneurial setting you may
want to be fast growing like bamboo.
| | 02:13 |
But in a conservative banking environment
you may want to be a solid hardwood tree
| | 02:19 |
like an oak.
Bizarre questions like these are often
| | 02:23 |
used to gauge your cultural fit.
Think about the culture of the
| | 02:27 |
organization before you interview.
You want to be able to show a true
| | 02:31 |
interest in their organization by
matching your answer to their culture.
| | 02:35 |
Other times there may not be a clear
reason for the bizarre question.
| | 02:41 |
Just take a breath and ask them to
clarify what they are trying to gain from
| | 02:45 |
the question.
The next questions that came up were
| | 02:48 |
behavorial questions, primarily focusing
on the negative.
| | 02:51 |
For example, what is your biggest
weakness.
| | 02:55 |
You have to remember that people are not
perfect, so the interviewer wants a
| | 03:00 |
realistic assessment of how you gauge
yourself.
| | 03:03 |
The negative that you pick should be one
that is obvious to everyone at the table.
| | 03:07 |
The key is to show how you overcome the
negative, and can learn or change from it.
| | 03:13 |
For instance, if you were switching
industries, you might say, I don't know
| | 03:17 |
this new industry well, but I see this as
an opportunity for growth, and I quickly
| | 03:22 |
adapt to new environments.
Also in behavioral questions, they will
| | 03:26 |
test for your skills and fit in indirect
ways.
| | 03:30 |
For instance, how would your friends
describe you?
| | 03:32 |
Again, you can gain clues for what they
might be looking for by analyzing the job
| | 03:37 |
description and preparing ahead of time.
So if you are in an entrepreneurial
| | 03:42 |
environment, your friends would describe
you as innovative.
| | 03:45 |
And if you were in a banking environment,
your friends would describe you as solid
| | 03:49 |
and trustworthy.
Finally, a common resume-based question
| | 03:53 |
that came up was essentially, tell me
about yourself.
| | 03:57 |
This can be asked in a variety of ways,
including, why do you want to work for us?
| | 04:02 |
And, what can you bring to this company?
Candidates often get frustrated with this
| | 04:06 |
question because they feel the
interviewer didn't prepare.
| | 04:09 |
This may very well be the case, but the
interviewer could also be looking for you
| | 04:14 |
to tell a coherent story of why you're
interested in the position, and why
| | 04:19 |
you're the best candidate.
You should be able to walk them through
| | 04:23 |
your resume, matching your abilities to
the job description and fit within the organization.
| | 04:29 |
As you can see, with proper preparation,
tricky questions are really not so tricky.
| | 04:33 |
With a solid understanding of the
position and company culture You will be
| | 04:38 |
able to face these questions confidently.
| | 04:41 |
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| Handling illegal questions| 00:01 |
Often candidates will be faced with what
they think is a tricky question, but is
| | 00:05 |
actually illegal.
Many times interviewers don't even
| | 00:08 |
realize that a question is illegal, and
have not been properly trained in
| | 00:12 |
interviewing techniques.
This will also lead them to ask bizarre
| | 00:16 |
and inappropreate questions.
There are techniques to handle these
| | 00:20 |
situations that will allow you to
overcome these types of questions.
| | 00:25 |
In the US illegal questions are guided by
federal law and categorized by the Equal
| | 00:30 |
Employment Opportunity Commission.
The categories of discrimination include
| | 00:36 |
race, religion, national origin,
birthplace, sex, color, disability and
| | 00:43 |
marriage/family status.
There are five questions for answering
| | 00:47 |
these questions and it will depend on the
intent, because often these questions are
| | 00:52 |
posed as small talk.
You will want to handle them appropriately.
| | 00:56 |
For instance, an interviewer may ask, so,
you're married?
| | 01:01 |
Or, you have children?
First, you can answer the question.
| | 01:05 |
If you feel that they are just making
small talk, and it will not affect the
| | 01:09 |
outcome of the interview, you can simply
answer it.
| | 01:11 |
Second, you can answer the intent of the
question.
| | 01:15 |
For instance, if you were asked, are you
a U.S.
| | 01:19 |
citizen?
Which is illegal to ask, you can answer,
| | 01:22 |
I'm authorized to work in the US, which
is a question an employer can ask you and
| | 01:27 |
is probably trying to obtain.
Third, you can confront the question.
| | 01:32 |
This works well with bizarre or offensive
questions.
| | 01:35 |
You simply state, this is a interesting
question, and ask, what are you trying to
| | 01:40 |
learn from the question.
Fourth.
| | 01:43 |
You can redirect the question and avoid
it.
| | 01:46 |
For instance, if they asked.
Are you married?
| | 01:49 |
You can redirect it back to them.
Oh, I see you're married, what a great
| | 01:53 |
pictue, where was it taken?
Finally, you refuse to answer the question.
| | 01:58 |
You may lose the opportunity but if it
was that offensive as to not use one of
| | 02:03 |
the above techniques, the question I
would have for you is.
| | 02:06 |
Do you really want to work there?
Again, how you respond to the question
| | 02:10 |
really depends on how you interpret the
intent of the perosn asking.
| | 02:15 |
This advice for what is considered
illegal is for the United States audience.
| | 02:20 |
If you are from another country, you
should check your country's laws for what
| | 02:24 |
would be considered illegal questions The
same techniques would apply.
| | 02:28 |
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|
|
3. Following UpAssessing your performance| 00:01 | Once you've completed the interview,
you're in the final stage, follow-up.
| | 00:04 | A crucial step is to assess your performance;
| | 00:08 | how well did you do?
| | 00:10 | I think this is one of the most important steps.
| | 00:13 | You want to think about
what went well and what didn't.
| | 00:16 | You can use this information to
highlight your strengths and improve your
| | 00:20 | performance for future interviews.
| | 00:22 | An excellent way to assess yourself is
through performance-based techniques.
| | 00:27 | Interviewers often use this in
their own process to analyze candidates.
| | 00:32 | To do this we've provided an Interview
Performance Template in the Exercise Files.
| | 00:37 | To analyze your performance, you'll
first want to outline the factors that will
| | 00:42 | make a successful
candidate in their organization.
| | 00:46 | Start with what the interviewer
focused on and list these first.
| | 00:49 | Then go back to the job description
and identify areas that came up in the
| | 00:54 | interview and that you feel are important.
| | 00:57 | Put these in the first column.
| | 00:59 | Next, for each of these factors, put
an example you used in the interview.
| | 01:05 | Take the time to reflect on your answers to
determine how strong they matched up with each need.
| | 01:12 | Third, rate how you performed on a scale of 1-5;
| | 01:15 | 1 being unqualified and 5
meaning exceeds qualifications.
| | 01:21 | Think of yourself as the employer,
what score would you give yourself for
| | 01:25 | each of these factors?
| | 01:27 | If you didn't perform well in certain
areas, take this opportunity to go back to
| | 01:33 | develop sample questions and practice them.
| | 01:36 | At this point you may decide that this
isn't the right organization or role for you.
| | 01:42 | If you feel this way, you should write
a note thanking them for their time and
| | 01:46 | explain that the position isn't right for you.
| | 01:49 | If this is the right organization for
you, you'll want to write your thank you
| | 01:53 | notes so that they emphasize your
strengths, which I'll demonstrate in the
| | 01:57 | next video.
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| Saying thanks| 00:01 |
Now that you've analyzed your
performance, you need to write your thank
| | 00:04 |
you nkotes.
You'd be surprised at how many people do
| | 00:07 |
not do this step, and how crucial it is
to making you the candidate of choice.
| | 00:12 |
A thank you note does not need to be
hard.
| | 00:15 |
It's usually only five to ten sentences
in length, but has to have a powerful
| | 00:19 |
punch to it.
It can also be broken down into three
| | 00:23 |
sections to make it easier.
In the first part you'll want to thank
| | 00:27 |
them for their time.
In the second part you'll want to
| | 00:30 |
reiterate your strength to the position.
This should be easy since you'll be able
| | 00:35 |
to refer back to your interview
performance worksheet and pick out your
| | 00:39 |
strengths to highlight.
This should be specific to the interview
| | 00:42 |
you had with this particular person.
Finally you'll want to let them know that
| | 00:48 |
you want the position and are looking
forward to hearing from them soon.
| | 00:51 |
Also if by chance you did not bring
something up in the interview that you
| | 00:57 |
feel would make you a strong candidate
you can add a few sentences to highlight
| | 01:01 |
this experience.
You'll want your letters to arrive within
| | 01:05 |
48 hours of the interview, so email is
appropriate.
| | 01:09 |
However if you really want to stand out
you can do both an email thank you and a
| | 01:13 |
hand written thank you sent out the next
day.
| | 01:17 |
If you choose both the hand written note
can be short and to the point...
| | 01:22 |
If you interviewed with more than one
person, you should send each person an
| | 01:26 |
individual thank you note.
Again, this will make you stand out from
| | 01:30 |
everyone else.
This could be the tie breaker between two candidates.
| | 01:35 |
You should always proofread the drafts
before sending.
| | 01:37 |
You don't want any last minute mistakes
to ruin your chances.
| | 01:42 |
As a final note, keep track of your
interviews.
| | 01:45 |
This includes the date of the interview,
the contact, as well as any other
| | 01:50 |
comments you would like to make.
We've provided a worksheet to help you
| | 01:54 |
manage this.
In the exercise files, we've included a
| | 01:58 |
sample thank you letter as well as a
template that will guide you in writing
| | 02:02 |
your own letters.
| | 02:03 |
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| Responding to the decision| 00:01 | You should expect to hear a response
approximately two weeks after the interview process.
| | 00:06 | There are several potential
outcomes from your interview.
| | 00:09 | In the best case, the hiring
manager will call you to extend an offer.
| | 00:13 | In this case you want to let them know you're
excited to get the offer and ask for details.
| | 00:18 | Then ask them for time to think about the offer.
| | 00:21 | This allows you to collect your
thoughts prior to going into negotiations.
| | 00:27 | If the hiring manager has not gotten
back to you and it has been more than two
| | 00:31 | weeks, there can be many reasons for
this, but it is reasonable to follow-up
| | 00:35 | with a short email, checking
in and expressing your interest.
| | 00:40 | You may still be in the running.
| | 00:42 | The third scenario would be
that you don't get the position.
| | 00:45 | At this point you don't know how close
you came, so you want to keep the door open.
| | 00:50 | You should send a thank you
note to the hiring manager.
| | 00:53 | Try to connect at future
conferences or events to stay in touch.
| | 00:57 | You need to continue to network.
| | 01:00 | Remember, just because you didn't get this
job, doesn't mean you won't get the next one.
| | 01:05 | Finally, no response.
| | 01:08 | Unfortunately, employers
don't always deliver the bad news.
| | 01:12 | Many people who are hiring somebody
don't get back to the candidates who
| | 01:16 | didn't get the job.
| | 01:17 | Although not a
professional practice, it does happen.
| | 01:20 | If it has been more than a month, send
a second note reiterating your interest
| | 01:25 | in the position and your hope to
hear from them about future positions.
| | 01:30 | No matter the response you got from the
interview, congratulations on making it
| | 01:35 | to the candidate pool!
| | 01:36 | If you got the offer, fantastic!
| | 01:39 | If you didn't, take some time to
reflect and improve for the next time.
| | 01:44 | Just because you don't get the first
job you interview for, don't give up,
| | 01:48 | landing a job isn't easy.
| | 01:51 | My hope is that you learned some
valuable tools that you can use in your
| | 01:55 | interviews and that you find
the job that is right for you.
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|
|
4. Interview ScenariosDemonstrating good body language| 00:00 |
In this video, we'll look at how body
language can affect how others perceive you.
| | 00:05 |
Remember that the first 10 seconds sets
the tone and opinion of the interviewer.
| | 00:10 |
Here, the candidate comes in with a
confident stride, standing tall.
| | 00:15 |
His handshake is controlled, with palm
extended straight, and their thumbs interlock.
| | 00:21 |
As he sits, he turns his body to a 45
degree angle, allowing him to turn his
| | 00:27 |
full attention to the interviewer.
This also allows him to maintain eye contact.
| | 00:33 |
He smiles frequently and uses his hand
gestures in an appropriate manner that
| | 00:37 |
does not distract from his answers.
As they end the interview, the candidate
| | 00:43 |
continues to show confidence.
He extends his hand first to close the
| | 00:47 |
interview and ends with a smile.
As you can see the body language you
| | 00:52 |
express in an interview can make a big
difference in how you are perceived...
| | 00:57 |
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| Answering questions using the SAR method| 00:01 |
In this video, we'll be looking at
answering a question using the SAR method.
| | 00:06 |
In the following scene, Eric will answer
the interviewer's question by describing
| | 00:10 |
the situation, explaining his actions,
and letting his interviewer know the results.
| | 00:15 |
Let's see what this looks like.
>> So tell me about a time when you
| | 00:19 |
managed a project with team members from
other departments and faced a challenge.
| | 00:22 |
>> Okay, let's see well, when I was
with my former company I managed a
| | 00:29 |
project that involved representatives
from sales, marketing and an outside agency.
| | 00:34 |
our goal was to increase the market share
for one of our existing products.
| | 00:39 |
So I used the project plan that I built
into a spreadsheet that listed all the
| | 00:42 |
tasks and the time frame for when those
tasks were due.
| | 00:44 |
And I also listed the people who were
responsible for each task.
| | 00:49 |
And then, I set up semi-weekly meetings
for the project team to review all action
| | 00:53 |
items that were due.
Now as far as challenges, wow, that's
| | 00:58 |
that's a good question.
Well, there was one member of the sales
| | 01:03 |
team that was constantly late with his
projects.
| | 01:06 |
So I scheduled a one on one meeting with
him to determine what was preventing him
| | 01:10 |
from completing his projects on time.
And I also explained to him that the
| | 01:14 |
whole project was going to fall behind if
he kept missing his due dates.
| | 01:17 |
And as it turns out, we were near the end
of the quarter and he was behind on his
| | 01:22 |
sales quota.
So he was focusing all of his attention
| | 01:26 |
on sales.
I didn't ask okay, is there anything I
| | 01:28 |
can do to help you out or to assist you.
And I also asked if there's someone else
| | 01:32 |
in the sales department who could assist.
Now in the end there was a sales
| | 01:36 |
administrator who actually helped him
complete his project.
| | 01:40 |
So, because of my intervention, we were
able to increase our market share by 25%.
| | 01:45 |
And bring the project in under budget and
on time.
| | 01:47 |
>> Impressive.
Congratulations.
| | 01:51 |
>> Thank you.
>> As you can see, Eric framed the
| | 01:54 |
situation well, by describing the scope
and impact of the project collaboration.
| | 01:59 |
He then went on to describe his actions,
using specific examples and tools he used
| | 02:04 |
to complete the tasks.
Finally, he shared his results in a
| | 02:08 |
challenging situation that showed his
successful strategies for dealing with
| | 02:13 |
difficult team members.
Based on his descriptive answer, the
| | 02:17 |
interview can develop a clear picture of
how he might manage a project at her organization.
| | 02:23 |
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|
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