Part of any effective job search includes preparing for that all-important
interview, but are your interviewing skills up-to-date? What were considered
correct responses in the 1990s could actually prevent you from getting a job
these days. Why? Because the job climate has shifted and employers have
different expectations of a prospective employee than they did even five years
ago.
So how do you demonstrate that you're in touch with the business needs of today
and aren't a throwback to former times? The following describes the major shifts
occurring in the interviewing process and suggests ways to help you respond.
You'll gain insight into the mind of today's typical interviewer and ensure that
the questions you're asked don't catch you by surprise.
Just a few years ago, you walked into an interview nearly certain that you'd
be asked the question: "What would you like to be doing five years from
now?" The anticipated answer demonstrated a combination of loyalty and
ambition -- you expressed a desire to remain with the same organization over a
period of time and to step into roles of ever increasing responsibility.
Once a standard part of the interview process, this query is fading from use.
Given today's tumultuous economic and social climate, employer concerns about
longevity have been replaced with a desire to see rapid results. Three-year
plans are practically unheard of, which means you need to show that you're
capable of getting up to speed immediately and that you have the skills and
experience to solve complex problems effectively and without hesitation. Instead
of discussing where you plan to be five years from now, be prepared to answer
something like: "How would you characterize a 90-day plan to meet the
objectives of this position?"
Five years ago, when asked to describe your management style, you could
impress an interviewer by talking about using performance-management techniques,
setting expectations, measuring feedback and rewarding performance -- evidence
that you knew how to manage. Now the situation is more complicated -- and more
urgent. In addition to showing that you're a capable leader, you must prove that
you know how to encourage individuals to work together to accelerate
problem-solving. In the past, team-building was recognized primarily for its
ability to shape culture. However, given today's accelerated pace, you must show
that you understand how to navigate in a complex environment, where how well you
work with other parts of the organization is what ultimately produces results.
"How have you solved problems in the past?" Once, this question
was best answered by demonstrating that you operated by a model, something like:
"I solve problems in a linear fashion. I gather facts, I consider all
approaches for solving the problem, I make recommendations, I implement them and
I follow up." Several years ago, there was value in being right 100% of the
time, but employers are beginning to recognize the importance of having failed
and subsequently learned from your mistakes. Your ability to articulate the
reasons for your choices, the circumstances contributing to the failure and the
lessons learned to eliminate a repeat performance will help you to outshine an
equally qualified executive, who lacks experience in dealing with adversity. In
addition, the executive who gets ahead can demonstrate decisiveness, the courage
to take a stand and the ability to adjust to change and forge ahead to produce
results.
"Why are you the ideal candidate for this position?" In the past,
when asked this question, you were expected to simply regurgitate your resume.
You proved you had the necessary ability by referring back to prior roles.
However, showing that you're experienced is no longer enough. Now, you need to
provide a detailed account of relevant experiences you've encountered in your
career and how they relate to your skills. In other words, you need to show
real-life problem-solving in action -- which is probably the most valuable
interviewing skill. How do you do this?
Before an interview, think about the skills you want to showcase and prepare an
example of how you've put these skills to use. For instance, if you're a chief
information officer and you want to display your technical ability, talk about
your former company's out-of-date point-of-service system and how you devised an
innovative solution to speed checkout and increase profits.
Use this same approach for each skill you want to highlight. Remember to:
- Lay out the problem you faced;
- Explain your solution; and
- Discuss the results.
While doing this, take the interviewer into your world. Paint a vivid
picture. In other words, "show, don't tell" that you're the ideal
person for the job.
Having the technical skills to do the job is just the price of entry. What
really determines whether you'll get the offer is fit. An interviewer gauges
this by listening not only to what is said, but also to the way it's said. Being
articulate shows you're credible and aren't making things up as you go along.
Speaking passionately shows you're discussing concepts you've spent time
pondering. Asking thoughtful questions means you're naturally curious and a good
listener who takes others' views into consideration.
In the end, all interviewing boils down to one simple query, whether it's asked
overtly or simply implied: "Will this person make the company a better
place?" Show that the answer is yes, and you'll ensure that you're the one
who gets the nod.
