JOBTALKS Packaging The Truth Indiana University Kelley School of Business C. Randall Powell, Ph.D Contents used in this presentation are adapted from Career.

JOBTALKSJOBTALKS

PackagingThe Truth

Indiana UniversityKelley School of BusinessC. Randall Powell, Ph.D

Contents used in this presentation are adapted from Career Planning Strategies and used with the permission of the author.

Class: Career Planning and Placement

Indiana University Kelley School of Business

PackagingPackagingthethe

TruthTruth

Two Types of Communication:

Direct and IndirectDirect and Indirect

Direct State your skills Make the match Confirm the bond

Indirect Communication

VIPsVIPs

Values

Interests

Personal qualities

The Interview DefinitionThe Interview Definition

Communication Between Two PartiesCommunication Between Two Parties

But...

Specific Purposes/Goals Controlled Environment Structured Dialogue Stress & Pressure

Not a casual conversation!

InterviewerExplore BackgroundEvaluate Job MatchExplain OpportunityMake Decision

IntervieweePresent QualificationsProve a Job MatchSell PotentialAcquire Decision Data

Goals Rarely Match Perfectly

Interview Purpose

Discover Mutual Interests

Employer

Job = Credentials?Sincere Interest?

Candidate

Work role harmony?Reasonable Fit?

Initial screening for both parties Consensus after subsequent interviews

Interview Purpose

Influencing FactorsInfluencing Factors

External uncontrollable barriersoften influence outcome

Personalities

Interview Structure Time Limitations

Outcome

Stress Physical Setting

Politics

Barrier Busters

Self Confidence Advance Knowledge

Extensive Preparation

SelfJob

Interview

Barrier Busters

Interview PreparationInterview Preparation

Preparation focuses on 3 main areas:

Understanding your talents

Knowing the job for which you are applying

Knowing interviewing structure

Recognize standard formats

Understand the basic pattern

Prepare a presentation

Mature judgmentin generalizing

Basic Interview Structure

Designed ApproachNo two interviewsare exactly alike

Tweak yourpresentation to fit

Plan ahead

Be professional

Phase I: Establish Rapport

Common but non job-related topics

Small talk cuts the stress level

Phase I: Establish Rapport

weathersportscomplimentscurrent eventssurroundingsmutual acquaintances

Opening RapportLasts under 5 minutesEases tensionAdds HumorOpens mutualinterest areas

Phase II: Discuss Qualifications

Establish job match

State credentials

Allow personal qualities to surface

Discuss interests

Heart of the interview

Evaluating

Phase III: MatchingPhase III: Matching

Gradual transition from qualifying to matching and evaluation

Evaluation is a continuous process

Recruiters withhold snap judgments

Validity

Phase III: MatchingPhase III: Matching

Decision makingCompetitiveDifficult recall

Decision Making

Phase III: Matching

No maybesSummariesMental evaluation

Phase III: Matching

Yes

No Maybe

Avoid:Last-ditch effortsShallow points

Desperate fumblingName dropping

Thank youThank youNext, follow-upNext, follow-up

State interest levelState interest levelLeave confidentlyLeave confidently

Phase IV: Close Discussion

Controlling the InterviewControlling the Interview

State your key pointsState your key pointsEstablish the matchEstablish the matchDirect information flow Direct information flow

to strengthsto strengthsTalk confidently/eye Talk confidently/eye

contactcontact

Control Builds ConfidenceControl Builds ConfidenceControl Builds ConfidenceYou come across best when in

charge

Use a confident tone

Use Professional poise

Use direct eye contact

I: Establish RapportII: Discuss QualificationsIII: MatchingIV: Close Discussion

I: Establish RapportII: Discuss QualificationsIII: MatchingIV: Close Discussion

Control all 4 Phases of Interview

Insure right factors are discussedInsure right factors are discussed

Timing is crucialTiming is crucial

Control is goalControl is goal

Can You Handle The Job?

Two Key Determinants

Can You Handle The Job?

Can-do factors

Will-do factors

Interviewer Must Assess Both Factors

MeasurableDocumentable

Interview Not Required

Can-do FactorsCan-do Factors

Basic Resume ElementsEducationWork ExperienceActivitiesAccomplishments

Avoid Reviewing your Resume during the Interview

Demeaning to recruiterDon't try to "repackage"

your resumeExpand the truth

Resume ReadingResume Reading

Resume

Much more subjective:

Interviewers are trained to draw out and evaluate "will-do" factors

Will-do Factors

PersonalityPersonality

MaturityMaturity

AttitudeAttitude

MotivationMotivation

Self-confidenceSelf-confidence

Important to discriminateExtends paper credentials

Differentiates similar candidates

Discriminating EventDiscriminating Event

Degrees of Differences/Will-do Factors

No right or wrong answers Variable scale Not negative - Not positive

Comparisons; not absoluteTo jobTo others

Subjective Evaluation

No absolutes

Comparisons

Against Stars

Past Performers

Subjective Evaluation

Personality Traits

CharismaEnergyEnthusiasmInterests

HumorExtrovertPoiseDrive

AssertiveAggressive CommitmentZeal

First ImpressionsFirst Impressions

Traits: technical or non-technicalClassifyValidity questionsConclusions neutral

Foolish Ego TripsFoolish Ego Trips

• Leave good impression

• Use life episodes

• Past accomplishments

• Indirect communication about personal traits

Anecdotal: a short story

Presentation: a planned, organized, meaningful discussion

Zesty: lively, exciting, and often entertaining

ZAP InterviewingZAP Interviewing

Maturity Level

How do you define maturity?

Responsible DecisiveDecision Maker Leader

Maturity Level

Anticipate questions on maturity when you "Package the Truth"

Evaluating Maturity Level

Everyone Considers Themselves To Be Mature

Cite EvidenceIndependenceDisciplineRealisticInvolvementCommitmentsUnselfishness

Evaluating Maturity Level

Z

A

P

• Interviewers will question you about your background to learn your level of maturity

•Use ZAP interviewing technique

•Describe level of maturity indirectly

ZAP Interviewing to Prove Maturity

•

Situational Choices Show Maturity

Relocation

Course Selection

Realistic Ambitions

Financial Independence

Responsible Assignments

Cite Examples!

Independent Judgments

Opinions of Others

Self-Starting

Innovations

Self-Confident Decisions

Attitude Factor

?

Philosophy Way of Thinking Point of View

Different environments

require different

approaches!

Your Attitude

Philosophy about work environment

Where do you stand on these topics?

Past behaviors reveal these traits, so illustrate with the ZAP interviewing technique!

Your Attitude

IntegrityLoyaltyCommitment

Work EthicsAmbitionRespect

MoneyValuesAssertiveness

Motivation Factors

Provide evidence of strong work ethics and performance.

Why did you work hard?

In what did you excel?

Any significant achievements?

Where is evidence of willingness to work hard?

When did you show assertive behaviors?

Motivation Factors

What Motivates You?

Employers try to predict work setting behaviors

What do you value most?

Cite Your Priorities!

What Motivates You?

MoneySecurity

StatusService

AchievementWork Itself

Actions Speak For You

Words are cheap - Don't state the obviousProve by past performance

GradesWorkAccomplishmentsSpecial ProjectsHonorsInvolvements

ActivitiesFamilyCoursesInternshipRecognitionsInterests

Tell stories to deliver your message.

Actions Speak For You

Background IllustrationsBackground Illustrations

• Stories are more enjoyable

• Provide indirect flow of information

• Use examples such as a grade for a specific course, work or internship experience, special projects, etc

Confidence Factor

continuumlow-----------------------------------------high

Confidence Factor

ShallowSuperficialMeekHumbleWimpRelaxedTimid UntidyNervous

PoisedProfessionalAssertivePleasantDynamicEnthusiasticRespectfulConservativeWell Dressed

ConceitedCockyOverbearingArrogantBoastfulCoolCarelessBoringPhony

How you say something is as important as what you say

Will-do ConfidenceSkill Level

Abilities

Adaptability

Willing to Learn

Manners

Dress

Attitude

Communications

Preparation

Self-awarenessInterview SkillsJob Awareness

Sources of ConfidenceSources of Confidence

Recruiter's TaskRecruiter's Task

Predict The Future

Personal Qualities

Academic Record

Work History

Communication Skills

Activities

Judging From the Past

Questioning Tactics

The interviewer's job is to screen candidates OUT

You must provide the answers that will screen you IN

The interviewer will try to eliminate you

Questioning Tactics

Provide The Answers For Interviewers

What? When?Where?

How?Tell Me!

Questioning Tactics

Answers to "Tell Me" provide "can-do" factors

Answers to "Why" provide "will-do" qualities and show critical thinking abilities

Anticipate QuestionsAnticipate Questions

Interviewees can easily predict the general questions!

Answers are easy...

if you have the questions!

Focus on strengths!

Recommendation

Let resume address

can-do factors, but

answer will-do issues

in the interview.

The Employment Interview Video

The Employment Interview Video

Simulation of Actual Interviews

Note the line of questions

Observe responses

Compare to your prepared replies

Evaluate your approach

Bus X420: Career Planning and PlacementBus X420: Career Planning and Placement

Packagingthe

TruthIndiana University Kelley School of Business

JOBTALKSJOBTALKS

Packaging the Truth

Indiana UniversityKelley School of BusinessC. Randall Powell, Ph.D.

Career Planning Strategies

by C. Randall Powell

Fifth Edition

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