Chapter 8 The Employment Interview

1. Chapter 8 The Employment Interview

2. Chapter Summary • Choosing a Career Path • Analyzing Yourself • Doing Your Homework • Conducting the Search • Preparing Credentials • Creating a Favorable First Impression • Answering Questions • Asking Questions • The Closing • Evaluation and Follow-Up • Summary © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

3. Choosing a Career Path • Current market trends: • Retail at every level • Hospitality management • Health care in every form • Education/training • Technology • Engineering • Preparation is the key to successful employment interviews. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

4. Analyzing Yourself • Questions to Guide Your Self-Analysis • What are your personality strengths and weaknesses? • What are your intellectual strengths and weaknesses? • What are your communicative strengths and weaknesses? • What have been your accomplishments and failures? Continued... © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

5. Analyzing Yourself • Questions to Guide Your Self-Analysis • What are your professional strengths and weaknesses? • What do you want in a position and organization? • What are your most valued needs? • What are your professional interests? • What is your tolerance of risk? © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

6. Doing Your Homework • Research your field • Research organizations • Research the recruiter • Research the position • Research current events • Research the interview process © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

7. Doing Your Homework © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

8. Doing Your Homework © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

9. Conducting the Search • Networking • The Obvious Places • The Placement Agency or Service • Publications • The Internet • Career Fairs © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

10. Preparing Credentials • Resumes • No single resume is suitable for all positions. • Content of Resumes • Impressive career objectives; phrase them with great care. • Your educational record is most important for your first position. • Relevant experiences can set you apart from the crowd. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

11. Preparing Credentials • Resumes • Types of Resumes • Chronological resume; use action verbs to show that you are a doer. • Functional resume; place your experiences under headings that highlight your qualifications. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

12. Preparing Credentials © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

13. Preparing Credentials © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

14. Preparing Credentials • Resumes • Mechanics of Resumes • Make your resume easy to review. • Proofread your resume with great care. • Terms and labels are critical in scannable resumes. • There is no simple formula for creating resumes. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

15. Preparing Credentials © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

16. Preparing Credentials • The Portfolio • Your portfolio shows you in action • The Cover Letter • Design and target letters to specific positions and organization © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

17. Preparing Credentials © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

18. Preparing Credentials © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

19. Preparing Credentials • Personal Web Sites, Pages, and Blogs • Can be useful in professional impression formation • Can provide negative information to interviewers • Studies show recruiters are influenced by cyber-information about applicants © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

20. Creating a Favorable First Impression • Relationship of the Interviewing Parties • Know how and when to share control of the interview. • Understand and adapt to the relationship with the recruiter. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

21. Creating a Favorable First Impression • Dress and Appearance • Dress for a formal business occasion. • Neatness costs nothing and pays dividends. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

22. Creating a Favorable First Impression • Dress and Appearance: Advice for Men • Be on the conservative side in dress and appearance. • Coordinate colors carefully. • When in doubt, ask for help. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

23. Creating a Favorable First Impression • Dress and Appearance: Advice for Women • Appearance should not call attention to itself. • Provocative clothing can end your candidacy. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

24. Creating a Favorable First Impression • Nonverbal Communication • Nonverbal communication is critical in first impressions. • Be alive and dynamic. • Good communication skills are important in all positions. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

25. Creating a Favorable First Impression • Arrival and Opening • Be on time and ready to interact. • How you handle yourself during the first few minutes with a stranger tells them a great deal about your interpersonal communication and people skills. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

26. Answering Questions • Preparing to Respond • Be ready to handle traditional questions. • Welcome on-the-job questions to show what you can do. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

27. Answering Questions • Responding: Successful Applicants • Listen, think, and then answer. • Effective answers are long on substance and short on puffery. • Do not play act; act yourself. • Good recruiters detect phoniness. • Be informed before replying. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

28. Answering Questions • Responding: Unsuccessful Applicants • Unsuccessful applicants are passive and cautious. • Know what not to do during interviews, and then do not do it. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

29. Answering Questions • Unlawful Questions • Do not be surprised by unlawful questions. • Identifying Unlawful Questions • The pressure is on the applicant. • Review EEO laws and your rights. • Beware of recruiter tricks to get unlawful information. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

30. Asking Questions • Guidelines for asking questions • Question pitfalls • Sample applicant questions © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

31. The Closing • Be aware of everything you say and do. • Take and active part in the closing. • It’s not over ‘til it’s over. • The employer is likely to note everything you do and say. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

32. Evaluation and Follow-Up • Remember: the interview is more art than science. • Be thorough in your debriefing. • Quality applicants write thank you notes. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

33. Summary • We are undergoing a second industrial revolution that’s moving from a manufacturing to a service and information-oriented society. • The best positions in the future will go to those who understand and are prepared for the selection process. • You must know yourself, the position, and the organization to be selected for a job. • The job search must be extensive. • Interviewing skills are increasingly important. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

34. Chapter 9 The Performance Interview

35. Chapter Summary • New Visions for New Organizations • Preparing for the Performance Interview • Selecting an Appropriate Review Model • Conducting the Performance Review Interview • The Employee in the Performance Review • The Performance Problem Interview • Summary © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

36. New Visions for New Organizations • Employee leadership and initiative are essential in the new world of work. • Performance is the key to new thinking. • Motivation is replacing discipline. • Compensation has become more than salary and fringe benefits. • The goal is to achieve a balance among all facets of the organization. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

37. New Visions for New Organizations © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

38. Preparing for the Performance Interview • Preparation Advice • Supportive Climate is Preferred by Interviewees • Regular Feedback Avoids Surprises • Interviewers Must be Trained © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

39. New Visions for New Organizations © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

40. Preparing for the Performance Interview • Reviewing Rules, Laws, and Regulations • Be careful of judging what you cannot measure. • Changing demographics have led to changes in methods and assumptions. • Age will play an ever-greater role as baby boomers turn 50 and 60 in ever-greater numbers. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

41. Selecting an Appropriate Review Model • Person-Product-Service Model • Behaviorally Anchored Rating Scales (BARS) Model • Management by Objectives (MBO) Model • Universal Performance Interviewing Model • The 360-Degree Approach • Force Choice Distribution © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

42. Selecting an Appropriate Review Model © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

43. Selecting an Appropriate Review Model © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

44. Selecting an Appropriate Review Model © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

45. Selecting an Appropriate Review Model • Review Model Summary • Select the method best suited to your situation. • All models and approaches have the same goal—improved employee performance. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

46. Conducting the Performance Review Interview • Do your homework. • Select and understand the perspective of the interview. • Relationship influences both parties and the nature of the interview. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

47. Conducting the Performance Review Interview • Opening the Interview • Climate and atmosphere are critical. • Be prepared but flexible in opening the interview. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

48. Conducting the Performance Review Interview • Discussing Performance • Use all of your listening skills. • Feedback is central in performance interviews. • Develop a true dialogue with the interviewee. • Enhance trust and cooperation to avoid conflict. • Strive for a balance between praise and criticism. • Be aware of potential biases. • Know how to conduct performance interviews. • Use question tools to gain and verify information. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

49. Conducting the Performance Review Interview • Setting New Goals and a Plan of Action • Focus on the future and not the past. • The interviewee must be an active participant. • Review the last period’s goals before going on to new ones. • Do not make the goals too easy or too difficult. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

50. Conducting the Performance Review Interview • Closing the Interview • Close with the perception that the interview has been valuable for both parties. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.