Just Do It! Practice Your Job Interviewing Skills.
by Carol Gignac, Ph.D. and Debra O'Reilly, CPRW

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Congratulations! In a cutthroat world where, some hiring managers admit, up to ninety-five percent of all resumes exist for the express purpose of discarding them, your terrific self-marketing document made the first cut. But ... are you ready for the killer interview? Read on for a summary of interviewing data presented recently in articles published in National Business Employment Weekly (NBEW).

Begin with an elevator speech, says Peter Costa in Go to the Videotape (3/31-4/6/96). This is a power-packed, 45 - 90 second introduction for the prospective employer. Named for the brief elevator encounters which idyllically can provide upward career momentum, its object is to summarize your strongest skills and/or achievements in a very short span of time. How have you added value to your present/previous employer or to your school? Discuss only those accomplishments which are relevant to the job being sought. You have approximately one minute to set the tone for the rest of the interview. Make a professional first impression. Just as scores improve on standardized tests for those who take them repeatedly, so too, interviewing skills and confidence improve as applicants rehearse their responses. Practice until you can introduce your skills and accomplishments smoothly and persuasively.

Describe your accomplishments / achievements withfacts and figures which are relevant to the desired position. Costa suggests using the OAR approach. That is, describe each achievement in terms of opportunities recognized, actions taken, and results of efforts. It is critically important to quantify responses. What measurable value was added to the company with each accomplishment? Can you specify a cost savings in labor and/or materials? What was the percentage of increase in sales or gross revenues? A candidate must detail the increases or decreases which added profitability or productivity to the company.

Many interviewers will ask general questions. Another article, Learn to Handle 'Killer' Interview Questions by Ken Glickman (2/4-10/96), describes three crucial questions: (1) what do you really want to do?; (2) tell me about yourself; and(3) why did you leave your last job? Glickman explains that interviewers ask these questions to assess how well you handle yourself under pressure and how focused your responses are. Speak positively and concretely; give specific accomplishments to back up general statements. Costa concurs: Avoid generalities, defensiveness and negative comments about others.

In some cases, candidates must be prepared with a well-rehearsed response to the question, Why Were You Fired?, notes Tom Washington in his article by the same name (11/26 - 12/2/95). Be straightforward and honest, providing examples of the weaknesses and strengths which contributed to your termination. You must demonstrate clearly the lessons learned from those trying circumstances. Whether fired, laid off, downsized or right-sized, job applicants should practice until comfortable talking about their weaknesses. This shows the interviewer an ability to learn and grow from mistakes. The following statement, for example, reveals honesty and integrity by presenting both strengths and weaknesses.

I failed to understand the importance of direct communication with my co-workers and supervisor; therefore, I didn't address others' need for additional project information which I knew. Friction developed which slowed the completion of the project beyond the deadline. To strengthen that weakness, I've implemented a system to send regular progress/achievement reports to all who are working together on a project.

The ability to convert weaknesses into assets is an effective tool in marketing yourself as a competitive candidate, even in the face of previous disastrous results.

In What Are Your Weaknesses?, Douglas Richardson (4/21-27/96) suggests an excellent perspective to respond effectively to a negative interviewing technique. Answer the question, he says, by using a strict definition of weakness. According to the author, weakness is a fundamental and continuing inability to perform some essential part of the job in question. Richardson encourages candidates to realize that employers are looking for specific truthful answers rather than vague, general responses. Employers are seeking reassurance that they will not have to worry about secondary issues which could interfere with an employee's productivity. Instead of identifying general character flaws, present your response as a preference between opposite poles, as in the following example.

If given a choice between abstract, analytical work or highly technical, detailed work, my preference would be to utilize my technical skills. While I am trained in both areas, I am more comfortable with the latter.
 

This demonstrates an awareness of skills which are stronger than others, while not unduly ruling yourself out based on sweeping, negative generalizations that suggest an inability to perform effectively on the job.

In the previously-mentioned article, Go to the Videotape (3/31-4/6/96), Costa makes a strong case for the importance of taping and reviewing mock interviews. Practice improves one's professional presentation. For example, appearance communicates an important message about what a candidate has to offer a company. For both practice and actual interviews, dress the part of a professional; wear business clothes. Always act as if you are talking with the company president. Never discard a professional image by acting informal or cool. Whatever the stage of your job search, assume that each person with whom you speak has the power of an influential, and even final, decision about your candidacy. Keep this in mind if you decide to tape a practice interview session. Ask a supportive person already in an authority position (teacher, guidance counselor, relative in business, career counselor, resume professional) to role-play with you. Invite this person to take the part of the interviewer while you practice the role of the applicant. Answer questions on tape for approximately 15 to 30 minutes. Then watch/listen to the tape and evaluate your professional presentation. Ask others if they would be willing to hire someone who spoke and acted as you did. If not, practice again. Remember, practice improves your confidence as well as your presentation.

Each of these authors (Costa, Glickman, Washington and Richardson) provides important pointers to prepare you for difficult interview questions. There is no defensible reason to gasp or grab for words if you have practiced responses ahead of time. While your answers may vary from dress rehearsal to actual performance, your increased self-confidence and ability to take the heat will remain constant. These are the tools necessary to market yourself successfully. In the words of accomplished champions,just do it.
 

Carol Gignac, Ph.D. and Debra O'Reilly, CPRW

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