Interviews, ads, agencies, sales, media,

7/28/2019 Interviews, ads, agencies, sales, media,

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First Who.Then What. Expected NewVision And Strategy. Found They First

Got The Right People On The Bus , The

Wrong People Off The Bus, The Right

People In the Right Seats-Then They

Figured Out Where To Drive It. People

Are the Most Important Assets, Turns

out To Be Wrong. People Are Not Most

Important Assets.

The Right People Are!!!

Good to Great-by Jim Collins


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Required to Get the necessary approval

from department head

Request To Hire Form, accompanied by an

updated position description, is routed

through the appropriate approval

channels(Department head and sent toHuman Resources


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The requirements and specifications

contained in the job posting or

advertisement, include

Collective agreements and Terms of Conditions of

Employment for

Non-Union Employees Policy;Affirmative Action/Equal Employment Opportunity

Policy

Bona fide job requirements, and

Experience in a related or similar job


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The best techniques for writing effective job advertisements are

the same as for other forms of advertising.

The job is the product; the readers of the job advert are yourpotential customers. The aim of the job advert is to attract interest,

communicate quickly and clearly the essential (appealing and

relevant) points, and to provide a clear response process and

mechanism.

Design should concentrate on clarity or text, layout, and on

conveying a professional image. Branding should be present but

not overbearing, and must not dominate the job advert itself.


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Job adverts and recruitment processes should follow

the classical AIDA selling format: Attention, Interest,

Desire, Action.

This means that good job advertisements must first

Attract attent ion (from approp r iate job-seekers) ;

Attract relevant interest (by establ ishin g relevance in the m ind s of th e

ideal candid ates);

Create desire (to pursu e what loo ks l ike a great oppo rtunity ),

Should p rov ide a c lear inst ruct ion for the next act ion or response


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Over-designed graphics (distracts and slows reading)

Extravagantly presented layouts and words (distracts

and slows reading)

Difficult to read quickly or at all for any reason

Font (type-style) too small or too largeCapital-letters (upper-case)

Lots of words in italics - they are a lot more difficult to

read quickly

Strange-looking or fancy fontsPrinted in daft colours or tints against a coloured,

patterned or picture background


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Color obscure headlinesCoded ever and idiosyncratic communications

Too much technical detail about the job or the company

Too many words - they are a real turn-off - keep it simple

Uninspiring, boring descriptions of roles and idealcandidates

Too much emphasis on the job and not enough on the

person

Adverts in reverse (mirror) or upside-down (not

permitted anyway by most media)Weird advert box shapes, for example wide and flat or

tall and thin

Huge half-page or whole-page or double-page spreads -

a waste of money


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job title employer or recruitment agency/consultancy job base location succinct description of business/organization/division

activity and market position and aims to whom the position reports - or other indication of

where the role is in the structure outline of job role and purpose - expressed in the 'second-

person' (you, your, etc) indication of scale, size, responsibility, timescale, and

territory of roleoutline of ideal candidate profile -expressed in 'second-person'

indicate qualifications and experience required (whichcould be incorporated within candidate profile)


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salary or salary guide whether the role is full-time or permanent or a short-term

contract (if not implicitly clear from elsewhere in the advert) other package details or guide (pension, car etc) explanation of recruitment process

response and application instructions Contact details as necessary, for example, address, phone, fax,

email, etc. job and or advert reference (advert references help you analyze

results from different adverts for the same job) website address corporate branding quality accreditations, equal opportunities statement


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Look through advertised vacancies in a newspaper oron a website

Analyze the job advertisements

Share your finding in Class


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Prepare yourself with effective interview strategies before you actually goto an organization and meet with the interviewer. I ncrease your chances of

success by using these tips from the experts.

FIND OUT DETAILS OF THE INTERVIEWWhen you are invited for an interview find out who will be interviewing you (name and

title) and what style/format the interview will take. Ask if you are required to bring

anything in particular such as an additional resume, portfolio of past work etc.

Determine if you will need to arrive early in order to complete an application form or

testing.

GET GOOD DIRECTIONS

Be sure you know exactly where to go, how to get there, and expected travel time. If

possible, do a practice run before your appointment.


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RESEARCH THE ORGANIZATION

Nearly every organization has published information available. Business directories,

newspapers, trade journals, annual reports are all good sources of information. Speak to

anyone you know who works in the organization to see if they can provide an insiders

viewpoint.

PREPARE YOUR INTERVIEW MATERIALS

These would include extra copies of your resume, your reference list, letters of

reference, copies of degrees, certificates, credentials/registration, etc. Organize these in

a folder or document keeper which you can present neatly. As well, bring a copy of your

cover letter and, if applicable, the job advertisement. Bring a good pen to complete an

application form, and your prepared list of questions.

DRESS IN A MANNER THAT SUITS THE JOB

Strive for a business-like appearance. Most dress mistakes are those being under-

dressed or too casual.


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PAY ATTENTION TO DETAILS IN YOUR APPEARANCE

Ensure that buttons are done up, your shoes are polished, your nails are clean. Avoid

wearing heavy fragrances. Again, be job-appropriate.

HAVE PLENTY OF TIME TO GET TO THE INTERVIEW

Never be late. Ideally, you should arrive 15 minutes early in order to have time for one

last check in the washroom mirror, and to feel relaxed.

YOU ARE ON THE MINUTE YOU ENTER THE BUILDING

Managers are influenced by the impressions of their assistants and support staff. If you

are rude to the receptionist, that information will be relayed to the interviewer.


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ATTITUDE

Be punctual, realistic, relaxed, courteous, enthusiastic

Show initiative

Smile, pleasant greeting, firm handshake

GROOMING

Shower

Hair shampooed

Clothesclean, neat, appropriate

for a job interview

Shoes are cleaned and shined

WHAT TO BRING

Resume/Application form

Pen

Knowledge of organization to which

you are applying


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COMMUNICATION SKILLS

Clear, concise, well organized thoughts

Good listening skills (eye contact)

Ask pertinent questions

Use expressive effective vocabulary

Participate in conversations and prepare closing question

REMEMBER YOUR STRENGTHS

Come with three stories that give examples of your strengths and skills

Complete these statements:

I have always been glad that I have the ability to

My greatest achievement this year was

One of my skills that I hope to use in my work is


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THE APPLICANTS PERSPECTIVE

The interview is the focal point of all your work search efforts. I t represents your

opportuni ty to sell yourself in person. An interview is a conversation between 2 or

more people. I ts purpose, from your point of view, is ul timately to get the job offer.

You attempt to achieve this goal by:

persuading the prospective employer to hire you.

displaying confidence in your ability to perform competently.

demonstrating interest in the employers needs and interests.

demonstrating behaviors that are congruent and consistent with

your advance publicity (e.g. resume, cover letter, promotional

brochure, broadcast letter, letter of inquiry).


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THE EMPLOYERS PERSPECTIVE

The purpose of the interview from the employers point of view is to

assess/evaluate your sui tabil i ty, relative to other appl icants.

For their needs by:

verifying information supplied in your work search documentation

(e.g. application, cover letter, resume, broadcast letter).

asking questions, listening to your responses and observing your

body language.

exploring your values, beliefs, expectations, skills, andqualifications as they relate to the type of work you are seeking.

gathering information about you to help in making an

informed decision.


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THE ROLE OF THE INTERVIEWER

In an ideal situation, the interviewer will view him/herself as a host and will want

to create a fr iendly, comfortable environment for the interview. She/he wil l have

planned the interview structure and questions and wil l be comfortable with his/herabil i ty to make effective selection decisions.

The world being what it is, not all interviewers:

know what they are looking for.

know what they need.

know how to interview effectively.

recognize that the interviewee should be doing most of the talking.

know how to stress the candidates suitability.


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OPENING

Generally begins with a greeting from the interviewer(s).

ESTABLISHING RAPPORT

Means the small talk, the getting-to-know-you that begins, perhaps, as youre walkingwith the interviewer to the interview room.

SETTING THE AGENDA

Your interview will often give you an idea of how long the interview will be and whatto expect as youre settling into your chair and the environment.


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INFORMATION GETTING

This is the focal point of the interview during which you are asked questions about

your

Background, Interest in the position/organization, Specific knowledge

Skills and abilities that make you a good candidate for the position

Career plans, Reliability, Work habits, Attitudes

Other information the interviewer deems important

INFORMATION GETTING

Most interviewers will ask you whether you have any questions. They may also give

you an overview of the nature of the opening theyre filling and/or the company and its

goal.

CLOSING

The interviewer will be likely advise you that the interview is over and let you know

when and how you can expect to hear about the outcome. If not, you should ask, she/he

should also thank you for your time and interest. You should do the same.


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Practice your handshake with different people and ask for feedback.Get into the habit of shaking hands whenever you greet someone.

Observe what you feel is, and is not, a good handshake.

When meeting someone, listen to the other persons name and state

yours clearly. The sooner you can use the other persons name thebetter.


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Visualize yourself in the interview.

See yourself - how you are dressed, how you are looking (conf ident,

professional, enthusiastic).

Watch yourself shake hands as you meet the interview panel, take

your chair and poise and sit in a comfortable position eager to

experience the meeting.

Observe how well you are responding to the questions; questions youanticipated they would ask and have given some thought to.

Notice how you are feel ing as you have the opportunity to

demonstrate that youve done your homework by analyzing what

you have to offer and how it matches their needs.


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Now move to the conclusion of the interview. Hear yourself

reinforce your interest in the position and the organization, and

summarize what you would bring to them. Conclude the

interview, confident that youve made an impact; that youll be

hearing from them soon wi th a job offer.

By focusing on the image of the best possible scenario, you create

a model in your minds eye -heres what it would look like, be

l ike, is like. You mentally prepare for the best you can do.

Visualizing a positive outcome can be effective in that yourattitude about yourself can inf luence your behavior. When you

clearly form the intent to positively inf luence the outcome, you

wil l experience more energy and be better able to focus and

concentrate on l istening and behaving in a congruent manner.


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Researchers tel l us that over 55% of the impact we have in a personal

meeting is our nonverbal presentation. This means the way we look in

total. I t includes dress, grooming, body language and facial expression.

Dress Professionally

Like you would if you were working in the position for which yourebeing considered. In your employer research, observe the dress code.

Dress includes your whole appearance from your shoes to your hair,

and everything in between.

CAUTION

Wearing a new outfit for the first time to an interview is not

recommended. Give it a test run.

YOU NEVER GET A SECOND CHANCE TO MAKE A FIRST IMPRESSION


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This refers to the way we carry ourselves and the nonverbal messagesthat are transmitted by our gestures or mannerisms.

Shake hands. Do not hesitate about taking the lead by offering your

hand first.

Walk and stand straighthead erect and sitting squarely on your

shoulders.

Sit upright (avoid slouching), feet flat on the floor or crossed at the

ankles, whichever is most comfortable.

Sitting up and leaning forward shows interest and enthusiasm.

Make eye contact with all interviewers.


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Hands and arms should be in an open position, resting on your lap,

arms at your chair or at your side.

Avoid fidgeting, squirming, rocking, or playing with objects, yourhair, clothing, etc.

Wear a friendly, welcoming smile on your face.

Look confident.


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Arrive five to ten minutes early allows you to do:

* Get your bearings.

* Learn more about the organization and the people who

work there.

* Make that last trip to the washroom.

* Collect your thoughts.

* Affirm your strengths and your ability to give a good

interview.

* Focus on what youre about to do.

BE SURE TO ALLOW YOURSELF PLENTY OF TIME

TO GET THERE, ALLOWING FOR TRAFFIC,

WEATHER, PARKING PROBLEMS, ETC. IT IS A

GOOD PLAN TO DO A DRY RUN A DAY OR TWO

BEFORE YOUR INTERVIEW.


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A positive, expectant attitude.

Belief that you have something valuable to offer to this organization.

An awareness that you can handle anything that comes up in the

interview.

Knowledge that youve prepared well for this big event and youre

ready!

Willingness to be yourself.

Additional copies of your resume.

A typewritten list of references with phone numbers.


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Transcripts and an original of your degree/diploma/certificate.

A portfolio (if applicable)

A list of questions to ask about the organization and position.

A pad of paper on which to make a few notes to yourself of key points

you want to cover in the interview.


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Interviews can usually spot a phony easily. What they want is to get a

sense of the real you. Their job of assessing your suitability is made easier

when you present yourself as you really are. Ask yourself: What are my

strengths? The five or six that describe you best are the ones you really

want them to see. One of the best ways to ensure that is what they see is toaffirm those strengths just before the interview.

BE SPONTANEOUS

Say I need some time to think about that.

Your willingness to:

ASK FOR CLARIFICATION

If you dont fully understand the questionor to say Thats atough one - I honestly dont know.

SHOW YOUR SENSE OF HUMOR

To acknowledge that youre nervous.


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There are a few questions that interviewees particularly dislike.

TELL ME ABOUT YOURSELF?

This question is often used as an opening question.

The interviewer wants you to:

highlight and summarize your background (education, training, and

experience) as it relates to the job youre being considered for.

The interviewer will learn:

how well youve matched yourself to the job.

how effectively you organize, summarize and anticipate what she/he

needs to know about you.

how well you communicate.


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WHAT ARE YOUR STRENGTHS?

This one should be a snap since the whole purpose of the work search process is

selling yourself, you should able to answer this one confidently, clearly and

with real conviction. It requires the self analysis weve mentioned frequentlyand the practice of saying your strengths to yourself and to others until you get

comfortable doing it.

WHAT ARE YOUR WEAKNESSES?

This question is difficult because most interviewees understand that their role isto convince the employer to hire them. To reveal weaknesses is to supply the

interviewer with information and reasons not to hire. There is the conflict.

EXAMPLE

One of my weaknesses is that my expectations of others are sometimes to high.

I expect people to do their best and make good use of time and resources. As a

supervisor or team member, I have to remember that we all have different

strengths and different rates of speed in completing tasks. Im working on being

more tolerant and patient with others, recognizing my responsibility.


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1) Why do you want to work here?

2) How do you feel that you can help our school/company/organization?

3) What are your strengths?

4) What are your weaknesses?

5) How would you handle this (job related) problem?

6) Tell me about your greatest achievement/disappointment in life.

7) What did you like best/least in your last job?

8) What else do you think I should know about you?

9) Are there any questions you would like to ask about the

school/job/company?

10) How do you spend your spare time?


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When the employer says He/she is really asking

Tell me about yourself. What kind of person are you

Are you going to fit into

this company?

Do you have the right

personality?

Why are you interested in this job? Are you just looking for any job or

are you interested in this field?

What are your strengths? How well do you manage yourself?

How well do you manage your work

with others?What are your weaknesses? What should I be concerned about?

How would you like to grow personally?

What would you like to learn?

Give me 2 reasons why I should hire you. Are you confident? Can you sell yourself?


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Down below are the reasons to why employers rejects jobapplicants

1) Poor personal appearance.

2) Inability to express self clearlypoor voice, diction, grammar.

3) Lack of interest and enthusiasmpassive, indifferent.

4) Lack of tact, maturity, vitality, courtesy, and social understanding.

5) Little sense of humor.

6) Lack of knowledge of field specialization.

7) Lack of planning for careerno purpose and goals.

8) Overbearing, overaggressive, conceited, superiority complex, a

know it all


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Why reference check?

Verifies CV

Verifies interview

Protects against negligent hiring charges

Why ask for written consent before referencecheck?

State/Fed guidelines including FRCA Release of information


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We reference check for a lot ofreasons.

We may have picked up hints of an issue in the

interview, the reference check allows us tocheck it out.

It allows us to ask people that know thecandidate some pointed and specific questionsthat could help protect us against negligenthiring.

It allows us to check facts as well


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Persistence pays off

Who else do you think I should talk to?

LISTEN LISTEN LISTEN

How it is said

What isnt said

Keep written records

Dont release information to applicant


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Information must relate to position KSAs andCSFs

Information re arrests/convictions

In Illinois arrest and expunged records cannotbe considered

Conviction is not automatic disqualifier

HR performs sex offender checks (thatWOULD BE an automatic disqualifier!)


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Ask the provider about the candidates strengths and

weaknesses. Reassure the provider that what he or she says will not

dictate whether you hire the individual. Describe your vacant position and ask the provider

how he or she feels the candidate would fit into theposition.

Avoid discussing personal characteristics.

Disregard information about which the provider hasno first-hand knowledge or that is unrelated to theapplicants skills, performance, or qualifications.

ALWAYS check more than one reference. Listen carefully to the reference providers tone.

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