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JOBTALKS

JOBTALKS. Packaging The Truth. Indiana University Kelley School of Business C. 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. Packaging the Truth.

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JOBTALKS

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  1. JOBTALKS Packaging The 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.

  2. Class: Career Planning and Placement Packaging the Truth Kelley School of Business Indiana University

  3. Two Types of Communication: Direct and Indirect • Direct • State your skills • Make the match • Confirm the bond

  4. Indirect Communication VIPs Values Interests Personal qualities

  5. The Interview Definition Communication Between Two Parties The Interview Definition But... • Specific Purposes/Goals • Controlled Environment • Structured Dialogue • Stress & Pressure Not a casual conversation!

  6. Goals Rarely Match Perfectly Interviewer Explore Background Evaluate Job Match Explain Opportunity Make Decision Interviewee Present Qualifications Prove a Job Match Sell Potential Acquire Decision Data

  7. Job = Credentials? Sincere Interest? Work role harmony? Reasonable Fit? Interview Purpose Interview Purpose Discover Mutual Interests Employer Candidate Initial screening for both parties Consensus after subsequent interviews

  8. Influencing Factors External uncontrollable barriersoften influence outcome Influencing Factors Personalities Time Limitations Interview Structure Outcome Physical Setting Stress Politics

  9. Barrier Busters Barrier Busters Advance Knowledge Self Confidence Extensive Preparation • Self • Job • Interview

  10. Interview Preparation Interview Preparation Preparation focuses on 3 main areas: • Understanding your talents • Knowing the job for which you are applying • Knowing interviewing structure

  11. Basic Interview Structure Recognize standard formats Understand the basic pattern Prepare a presentation Mature judgmentin generalizing

  12. Designed Approach No two interviews are exactly alike Tweak your presentation to fit Plan ahead Be professional

  13. Phase I: Establish Rapport Phase I: Establish Rapport Common but non job-related topics • weather • sports • compliments • current events • surroundings • mutual acquaintances Small talk cuts the stress level

  14. Opening Rapport Lasts under 5 minutes Eases tension Adds Humor Opens mutual interest areas

  15. Phase II: Discuss Qualifications • Establish job match • State credentials • Allow personal qualities to surface • Discuss interests • Heart of the interview

  16. Evaluating Phase III: Matching Phase III: Matching • Gradual transition from qualifying to matching and evaluation • Evaluation is a continuous process • Recruiters withhold snap judgments

  17. Validity Phase III: Matching Phase III: Matching • Decision making • Competitive • Difficult recall

  18. Yes No Maybe Decision Making Phase III: Matching Phase III: Matching • No maybes • Summaries • Mental evaluation

  19. Phase IV: Close Discussion Thank you Next, follow-up State interest level Leave confidently Avoid: • Last-ditch efforts • Shallow points • Desperate fumbling • Name dropping

  20. Controlling the Interview • State your key points • Establish the match • Direct information flow to strengths • Talk confidently/eye contact

  21. Control Builds Confidence Control Builds Confidence • You come across best when in charge • Use a confident tone • Use Professional poise • Use direct eye contact

  22. Control all 4 Phases of Interview • Insure right factors are discussed • Timing is crucial • Control is goal I: Establish Rapport II: Discuss Qualifications III: Matching IV: Close Discussion I: Establish Rapport II: Discuss Qualifications III: Matching IV: Close Discussion

  23. Can You Handle The Job? Can You Handle The Job? Two Key Determinants Can-do factors Will-do factors Interviewer Must Assess Both Factors

  24. Can-do Factors Basic Resume Elements • Education • Work Experience • Activities • Accomplishments Measurable Documentable Interview Not Required

  25. Resume Avoid Reviewing your Resume during the Interview Resume Reading Resume Reading • Demeaning to recruiter • Don't try to "repackage" your resume • Expand the truth

  26. Will-do Factors Much more subjective: Personality Maturity Attitude Motivation Self-confidence Interviewers are trained to draw out and evaluate "will-do" factors

  27. Important to discriminateExtends paper credentialsDifferentiates similar candidates Discriminating Event Discriminating Event

  28. Degrees of Differences/Will-do Factors • No right or wrong answers • Variable scale • Not negative - Not positive • Comparisons; not absolute • To job • To others

  29. Subjective Evaluation Subjective Evaluation • No absolutes • Comparisons • Against Stars • Past Performers

  30. Personality Traits Humor Extrovert Poise Drive Assertive Aggressive Commitment Zeal Charisma Energy Enthusiasm Interests

  31. First Impressions First Impressions • Traits: technical or non-technical • Classify • Validity questions • Conclusions neutral

  32. Foolish Ego Trips Foolish Ego Trips • Leave good impression • Use life episodes • Past accomplishments • Indirect communication about personal traits

  33. Zesty: lively, exciting, and often entertaining Presentation: a planned, organized, meaningful discussion Anecdotal: a short story ZAP Interviewing ZAP Interviewing

  34. Maturity Level Maturity Level How do you define maturity? Responsible Decisive Decision Maker Leader Anticipate questions on maturity when you "Package the Truth"

  35. Evaluating Maturity Level Evaluating Maturity Level Everyone Considers Themselves To Be Mature • Cite Evidence • Independence • Discipline • Realistic • Involvement • Commitments • Unselfishness

  36. Z A P ZAP Interviewing to Prove Maturity • Interviewers will question you about your background to learn your level of maturity • Use ZAP interviewing technique • Describe level of maturity indirectly

  37. Relocation Course Selection Realistic Ambitions Financial Independence Responsible Assignments Independent Judgments Opinions of Others Self-Starting Innovations Self-Confident Decisions Situational Choices Show Maturity Cite Examples!

  38. ? Attitude Factor • Point of View • Philosophy • Way of Thinking Different environments require different approaches!

  39. Your Attitude Your Attitude Philosophy about work environment Where do you stand on these topics? Integrity Loyalty Commitment Work Ethics Ambition Respect Money Values Assertiveness Past behaviors reveal these traits, so illustrate with the ZAP interviewing technique!

  40. Motivation Factors 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?

  41. What Motivates You? What Motivates You? Employers try to predict work setting behaviors What do you value most? Money Security Status Service Achievement Work Itself Cite Your Priorities!

  42. Actions Speak For You Actions Speak For You Words are cheap - Don't state the obvious Prove by past performance Grades Work Accomplishments Special Projects Honors Involvements Activities Family Courses Internship Recognitions Interests Tell stories to deliver your message.

  43. Background Illustrations Background 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

  44. Confidence Factor Confidence Factor continuum low-----------------------------------------high Shallow Superficial Meek Humble Wimp Relaxed Timid Untidy Nervous Poised Professional Assertive Pleasant Dynamic Enthusiastic Respectful Conservative Well Dressed Conceited Cocky Overbearing Arrogant Boastful Cool Careless Boring Phony

  45. Skill Level Abilities Adaptability Willing to Learn Manners Dress Attitude Communications Will-do Confidence How you say something is as important as what you say

  46. Preparation Sources of Confidence Sources of Confidence Self-awareness Interview Skills Job Awareness

  47. Recruiter's Task Recruiter's Task Predict The Future Judging From the Past Academic Record Work History Activities Personal Qualities Communication Skills

  48. Questioning Tactics The interviewer will try to eliminate you The interviewer's job is to screen candidates OUTYou must provide the answers that will screen you IN

  49. Questioning Tactics Questioning Tactics Provide The Answers For Interviewers What?When? Where? How? Tell Me! Answers to "Tell Me" provide "can-do" factors Answers to "Why" provide "will-do" qualities and show critical thinking abilities

  50. Anticipate Questions Anticipate Questions Interviewees can easily predict the general questions! Answers are easy... if you have the questions! Focus on strengths!

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