Discussion board | Applied Sciences homework help

1. Describe and observe the ethical obligations of interviewers and respondents.

efore reading further, examine the Case Study on p. 156. Each of the conversations Gina needs to have is an interview—a two-party interaction in which at least one party has a specific, serious purpose and that usually involves the asking and answering of questions.1 325 Interviews play a central role in the world of work. Organizations use employment interviews (sometimes called selection interviews) to identify the best candidates for a job. Supervisors use performance appraisal interviews to review employees’ performance and help set targets for the future. When problems arise, they use disciplinary interviews to deal with misconduct or poor performance. Human resources personnel use exit interviews to help determine why a person is leaving an organization and to solicit feedback on possible problems in the organization. Health care providers, attorneys, counselors, and salespeople regularly use diagnostic interviews to detect problems and gather information that helps them 153 respond to their clients’ needs. Police officers, journalists, and social workers use investigative interviews to help determine the causes of a problem. Businesspeople conduct research interviews to gather information as the basis for making future decisions. For example, advertising and marketing professionals use survey interviews to gather information from a number of people with the intention of using that information to better understand the people they want to reach with their messages. Because interviews are important to so many aspects of working life, some communication authorities claim interviews are the most common form of planned communication.2 Whatever their specific type, all interviews share some common characteristics. First, while there may be several interviewers (as sometimes occurs in employment situations) or multiple respondents (as in a “meet the press” journalistic format), there are always at least two parties involved: an interviewer and a respondent. Second, interviewing is always purposeful. Unlike in more casual conversations, at least one participant in the interview has a serious, predetermined goal. Third, there is a focus on asking and answering questions. Indeed, questions are the basic “tools” of an interview. They are developed and used to gather information and direct the flow of the exchange. By now, you should begin to see that interviews differ from other types of communication exchanges in several ways. Most important, interviews are more structured than most conversations. As you will soon learn, every 326 good interview has several distinct phases. Interviews also have an element of control not present in more casual interaction. The interviewer’s job is to keep the conversation moving toward a predetermined goal. A final difference between interviewing and other conversations involves the amount of speaking by each party. While speakers in most informal conversations speak equally, experts suggest that participation in most interviews ought to be distributed in roughly a 70-to-30 ratio, with the person being interviewed doing most (70 percent) of the talking.3

• Types of Interviews Of all the interview types described in the opening section of this chapter, the ones most essential in almost every occupation involve information- gathering, career research, employment, and performance appraisal. The following pages outline the skills required for each of these important types of interviews.

The Information-Gathering Interview Many businesspeople owe their success in great part to the lessons they learned in information-gathering interviews. Sam Walton, founder of the Wal-Mart empire, explained how he used this approach early in his career to interview executives who had information that would help him: I would just show up and say, “Hi, I’m Sam Walton from Bentonville, Arkansas. We’ve got a few stores out there, and I’d like to speak with Mr. So-and-So”—whoever the head of the company was—“about his business.” And as often as not, they’d let me in, maybe out of curiosity, and I’d ask lots of questions about pricing and distribution, whatever. I learned a lot that way.4 Suppose you are interested in proposing a job-sharing plan—a system in which two people share the responsibilities and salary of one full-time job. You might first conduct interviews with persons experienced in this approach to gather information about some 154 327 basic questions: How common is job-sharing? Has it been tried by any firms in your field? What have been the results of such arrangements? Information-gathering interviews follow the general approach described next. Define Interview Goals and Questions As an interviewer, you should define your goal for the interview as clearly as possible. Your goal statement should be worded in a way that will tell you whether you have the answers you were seeking. The following are examples of clear goals for information-gathering interviews: What caused the accident, and could it have been prevented? Will tax-free municipal bonds give me better liquidity, appreciation, safety, and tax sheltering than my present investments do? Will a database management system improve our efficiency enough to justify the purchase? Once you have identified your goal, you can develop questions that will help you achieve it. For example: Goal: To learn what steps I need to take to have a job-sharing arrangement approved by management.

Questions:

Who will be the key decision maker on this issue? Whom should I approach first? Should I present my formal proposal, or should I start by mentioning the subject informally? What objections might management raise regarding the proposal? Is anyone else in the company (nonmanagement personnel) likely to oppose or support the idea? What arguments (such as precedent, cost savings, or employee morale) will most impress management? Which influential people might support this idea? 328 Choose the Right Interviewee Who you interview is likely to shape the value of what you learn. It might be naive to talk with your boss about the job-sharing proposal before you have consulted other sources who could suggest how to best broach the subject. Perhaps conducting an information-gathering interview with a politically astute coworker, someone who has experience making proposals to management, or even the boss’s administrative assistant, if you have a good working relationship, would be helpful. After you have established the purpose and the appropriate person to interview, follow the guidelines on pp. 181–189 to plan and conduct the interview. The Career Research Interview The career research interview is a special type of informational interview in which you meet with someone who can provide information that will help you define and achieve your career goals. It is based on the principle that speaking with the right people can give you valuable ideas and contacts you simply cannot find from books, magazines, the Internet, or any other source. 155 case STUDY The Coffee Bar Not bad for a 20-year-old, thinks Gina deSilva. I’m the youngest store manager in the history of The Coffee Bar. With this job it will take me a little longer to get my degree, but I won’t have to take out student loans and I’ll leave school with some real management experience. That should make me much more employable after I graduate. Gina knows this job won’t be easy. As a starting point, she makes a mental “to do” list and thinks about the people whom she needs to interview. 329 Clarify Marty’s expectations of me. Now that I’m store manager, Marty (the regional manager) will be my boss. I don’t know him well, and I need to understand what he wants me to do. What are his priorities? What problems does he see with the store? What does he think of me? Better find out. Hire assistant manager to replace me. Interview Rashid and Samantha, the top candidates. Rashid is more experienced and sociable, but can I count on him to put the store first when it conflicts with his band’s plans? Samantha is serious, but her in-your-face style rubs some clerks the wrong way. Can she learn to be a little less aggressive? Also, I need to be sure whoever I hire is committed to staying with the job for at least a year. Hire two new clerks. We need to hire two new salesclerks soon. What skills and attitudes are we looking for? How can I handle the interviews to make sure we get the best people? Figure how to cut employee turnover. We had to replace 7 out of 10 baristas last year. I’m not sure why so many people have left. Training new staff takes a lot of time, and new people don’t serve the customers well until they have figured out our routine. I need to talk with the three veteran clerks who are still here and the new ones. I could also track down people who left the store and find out why they quit. Do market research with customers. Sales have been off since Starbucks opened in the mall. I need to talk with our customers to find out how to keep them here. I also need to track down customers we’ve lost and find out how to get them back. The Value of Networking The old phrase, “It isn’t what you know, it’s who you know” is certainly true when it comes to getting a job. More than 30 years of research confirms that the vast majority of people do not find jobs from advertisements, headhunters, or other “formal” means.5 Like these traditional sources, Web-based services such as Monster.com 330 are not as useful as they might seem: Job-finding expert Richard Bolles cites research suggesting that less than 10 percent of job-seekers find employment by using the Internet.6 Instead of using impersonal means to find their jobs, the majority of new hires get offers for employment through contacts in their personal networks. The reverse is also true: Most employers find good employees through their personal networks.7 One corporate recruiter explained why networking is superior to Web-based employment sites: In the rare instances where I actually post a position online, I get résumés from all over the world. Many of them bear no relationship to the job I am trying to fill. It’s as though people just “point and shoot.” The last professional position I posted—with extremely explicit qualifications laid out in the posting—received almost 1,000 responses, of whom only 25 or so even met the technical and educational qualifications for the position. My time is much better spent networking personally with people to find good candidates than reviewing and responding to these résumés.8 156 TECHNOLOGY tip Internet Job and Internship Searches Over the years 2013–2015, 79 percent of job-seekers used online resources in their search for employment.9 When job-seekers think of searching for employment online, websites such as Monster.com and Indeed.com typically come to mind. In fact, the Internet is filled with an array of resources that offer valuable information that can prove even more helpful in locating a job or internship. Company Websites: Most company websites contain a section dedicated to job and internship openings. 331 LinkedIn: Employers can pay to list a job opportunity in the “Jobs” tab. They may also post a job in a specific Group that can be seen only by Group members. Each available position features a list of members in your personal network that are affiliated with the organization, making it easier for you to use networking to your advantage. Twitter: Company representatives will often tweet a job or internship vacancy. Additionally, services such as CareerArc (formerly Tweetmyjobs) allow job-seekers to create a free account and have notifications of new jobs within their skill sets and interests sent directly to their Twitter feed. Professional Organization Job Boards: Many professional associations post job listings for their members. Individuals interested in public relations jobs, for example, might visit the Public Relations Society of America’s (PRSA) Job Center. Other associations with job boards include the National Communication Association (NCA), American Institute of Architects (AIA), and American Institute of CPAs (AICPA). Specialty Job Boards: Some industry-specific boards advertise job positions for candidates interested in a particular profession. Examples include Medzilla for biotechnology, pharmaceuticals, medicine, and health care, and Dice for information technology (IT) jobs. College Alumni Groups: Many colleges and universities offer job boards. One of the authors of this book graduated from Texas Tech University, which provides a job board called “Hire Red Raiders” for students and alumni, with viewing privileges for faculty/staff and parents. Finding a job is just one goal when you engage in a career research interview. These interviews can also have the following purposes: To learn more about the field and specific organizations that interest you. 332 To be remembered by making contacts who will recall you at an appropriate time and either offer you a position, inform you of employment opportunities, or suggest you to a potential employer. To gain referrals to other people whom you might contact for help in your job search. These referrals can easily lead to meetings with more useful contacts, all of whom might mention you to their friends and associates. Choosing Interviewees The key to finding the wealth of unadvertised positions is to cultivate a network of contacts who can let you know about job opportunities and pass along your name to potential employers. We offered tips on how to build and nurture a personal network in Chapter 1. There is no doubt that the people in your immediate networks can be helpful. Perhaps surprisingly, you can benefit even more from distant connections who are connected to other, less familiar communication networks that often contain valuable information about new jobs.10 157 You might wonder why the important person you have targeted for a career research interview would be willing to meet with you. There are actually several reasons. First, if you have made contact through a referral, your subject will probably see you as a courtesy to your mutual acquaintance. If you can gain a referral, you are most likely to get a friendly reception. Second, interviewees might be willing to meet with you for ego gratification. It is flattering to have someone say, “I respect your accomplishments and ideas,” and it is difficult for even a busy person to say no to a request that accompanies such a comment. A third reason is simple altruism. Most successful people realize they received help somewhere along the line, and many are willing to do for you what others did for them. Finally, you may get an interview because the person recognizes you as ambitious—someone who might have something to offer his or her organization. Contacting Prospective Interviewees When you approach a prospective career research interviewee—especially one whom you do not know well—it can be smart to make your first contact in writing, through 333 e-mail. A telephone call runs the risk of not getting through; even if you do reach the interviewee, your call may come at a bad time. Your first message, like the one in Figure 6.1, should introduce yourself, explain your reason for the interview (stressing that you are not seeking employment), state your availability for a meeting, and promise a follow- up telephone call. If you are requesting to interview a professional in another geographic location, be sure to specify your time zone and/or technology requests (e.g., phone, Skype). FIGURE 6.1 Request for Career Research Interview 158 If your interview will occur more than a few days after the date the interviewee responded to your request for a meeting, you should compose a second e-mail no more than a week before the interview to confirm its date, place, and time. This sort of follow-up can save you the frustration of being stood up by a forgetful interviewee. Just as important, it shows that you know how to handle business engagements professionally. 334 Giving your interviewee an advance list of topic areas and questions you hope to cover will distinguish you as a serious person, worth the interviewee’s time and effort. Supplying this list will also give your interviewee a chance to think about the areas you want to discuss and ideally come to your meeting well prepared to help you. Figure 6.2 illustrates a confirming e-mail with a list of questions. FIGURE 6.2 Confirming E-mail with List of Questions Following Up After the meeting, take the time to write a letter, e-mail, or handwritten card to express appreciation for the interviewee’s time and mention how helpful the information was. Besides demonstrating common courtesy, your message becomes a tangible reminder of you and provides a record of your name and address that will be 159 335 useful if the interviewee wants to contact you in the future. Of course, all correspondence should be composed with impeccable format, spelling, and grammar. The Employment Interview An employment interview explores how well a candidate might fit a job. The exploration of fit works both ways: Employers certainly measure prospective candidates during this conversation, and prospective employees can decide whether the job in question is right for them. The Bureau of Labor Statistics found that men and women born between the years 1980 and 1984 held an average of 7.2 jobs from age 18 through 28, so your probability of facing at least one employment interview in the near future is high.11 The short time spent in an employment interview can have major consequences. Consider the stakes: Most workers spend the greatest part of their adult lives on the job—roughly 2,000 hours per year or upward of 80,000 hours during a career. The financial difference between a well-paid position and an unrewarding one can also be staggering. Even without considering the effects of inflation, a gap of only $200 per month can amount to almost $100,000 over the course of a career. Finally, finding the right job has considerable emotional implications. A frustrating job not only makes for unhappiness at work, but this dissatisfaction also has a way of leaking into nonworking hours. How important is an interview in getting the right job? The Bureau of National Affairs—a private research firm that serves both government and industry—conducted a survey to answer this question. It polled 196 personnel executives, seeking the factors that were deemed most important in hiring applicants. The results showed the employment interview is the single most important factor in landing a job.12 In turn, communication skills are one of the most important factors in making a hiring decision during these critically decisive interviews. Pre-Interview Steps Scanning the Internet for openings and then filing an application is often not the most effective way to find a job. Many employers never advertise jobs and, even when a company does advertise, 336 the odds do not favor a candidate who replies with an application and résumé. Employment expert Richard Bolles explains: I know too many stories about people who have been turned down by a particular company’s personnel department, who then went back to square one, found out who, in that very same company, had the power to hire for the position they wanted, went to that woman or man, and got hired—ten floors up from the personnel department that had just rejected them.13 Since most job announcements attract many more applicants than an employer needs, the job of the human resources department becomes elimination, not selection. Given this process of elimination, any shortcoming becomes welcome grounds for rejecting the application and the applicant. Many consultants, therefore, suggest identifying and contacting the person who has the power to hire you before an opening exists. The process has several steps. Clean up your online identity In spite of your best efforts to craft an effective résumé and present yourself as a qualified job applicant, prospective employers have other ways of forming impressions of you, including all of the information available online.14 Many human resources departments use social networks to screen applicants. In fact, requiring access to an applicants’ social networks is legal in 29 U.S. states.15 “Cybervetting” is increasingly common: One CareerBuilder study found that 51 percent of employers who research job candidates on social media said they have rejected a candidate because of the content that they found.16 160 Research shows that candidates who perceive the loss of information privacy caused by cybervetting to be immoral respond in one of five information privacy protective ways: refusal, negative word of mouth, complaining to friends, complaining to the company, and complaining to third parties.17 Although these responses have important implications for the reputations of the companies in question, cleaning up your “digital dirt” is well worth the effort. 337 To discover what others can easily see about you, begin by typing your name into a search engine such as Google or Bing. Sometimes, the only hits may be advice you gave about training your Jack Russell terrier or a review you wrote about a great restaurant. However, you may also find comments you made at meetings you attended, links to your social media profiles, information about you in newspaper articles, public hearings, or court actions. You may be able to get site owners to remove things you would rather not have on record. You can learn how to “un-Google” yourself at http://www.wikihow.com/Ungoogle-Yourself. Review your profile on social media sites such as Facebook and Instagram and on websites you have created. Think about how prospective employers might perceive your profiles, and consider removing posts and photos you no longer want to share with the world—or at least change your privacy settings. The photo of you from the Halloween party your sophomore year or the comments others wrote about you might not create the best impression. Be aware that, in today’s highly networked world, it is possible that an employer could gain access to your profile from one of your mutual connections. 338 ©McGraw-Hill Education/John Flournoy, Photographer In addition, it is good practice to link a different e-mail address to your accounts than the one you include on your résumé and application. You might also opt to modify your name or the geographic location on your account to limit your appearance in search results. Conduct background research A second step for the job-seeker is to explore the specific organization(s) that sound appealing to you. This step involves reading, researching, and talking to anyone who might have useful information. Besides helping you find organizations where you want to work, your knowledge of a company will distinguish you as a candidate worth considering for a job. Desiree Crips of Salus Media in Carpinteria, California, aptly sums up most potential employers’ view: “If someone walks in here and doesn’t know anything about our company, that’s a real negative. There’s just no excuse for not being up to speed on any company you’re applying to these days.”18 Doing your homework is just as important in the workforce as in school. Contact potential employers At some point, your research and networking will uncover one or more job leads. You might read a newspaper story about a local employer’s need for people with interests or training like yours. Perhaps a career research interview subject will say, “I know someone over at Company X who is looking for a person 161 like you.” You might learn through a friendly contact that a desirable firm is about to expand its operations. In such a case, it is time to explore how you can help meet the company’s needs. CAREER tip Conducting Research on a Company’s Culture 339 When conducting background research on a company, avoid limiting your search to the company’s mission statement, products and services, and location(s). That is, consider digging a bit deeper into the company’s culture by searching for information on its ethical standards and community involvement. This information can help you make a decision about whether you can foresee a future for yourself with the company. You may also use this information during a job interview to clearly demonstrate how your values align with those of the company. A simple review of Starbucks’ corporate website, for example, will turn up a downloadable version of its “Business Ethics and Compliance” handbook. In this handbook, one can learn that Starbucks has had an environmental mission statement since 1992. The company also encourages its employees to proactively identify the environmental impacts of their operations.19 If you have a passion for the environment, you can easily see how Starbucks’ emphasis on its environmental footprint might mesh with your personal values. Injecting this type of information into your interview will show that you have done your research and identified your ability to fit into the company’s culture. Most career counselors recommend directing your request for an interview to a person who has the power to hire you rather than to the company’s human resources department. We have already discussed why personnel departments are not the best avenue for getting hired: They are usually charged with screening large numbers of applicants, so they look for reasons to reject as many candidates as possible to arrive at a manageable number of finalists to interview. The mechanical nature of this screening process is well illustrated by the growing reliance on computer screening techniques. Retailers such as Best Buy, Nordstrom, and Target have replaced paper applications with computer kiosks for initial applicant screening. Additionally, many companies now utilize scannable résumés that are “read” by document- scanning devices, not humans. The software searches for keywords and 340 phrases that describe the qualifications and education required for the position. Applications that contain these words are passed on to a human, who then evaluates them further. Appendix II offers tips for creating effective scannable résumés. Nevertheless, even the best document may not capture the unique traits you can offer an employer. For this reason, you will maximize your chances of being recognized as a stellar candidate by developing a relationship with people who know both your talents and the characteristics of the job. In most cases, the best way to approach the hiring manager is with written correspondence, usually a cover letter and a copy of your résumé. Appendix II also has advice on constructing and formatting standard cover letters and résumés. ©Image Source RF, all rights reserved. RF Prepare for possible interview formats The standard one-on-one, question- and-answer interview 162 format is not the only one you may encounter. Employers today use a variety of interview formats. If you are prepared for all of them, you are not likely to be surprised. TECHNOLOGY tip 341 Video Résumés Video résumés (sometimes referred to as visumés or video profiles) are a way for candidates to creatively share additional information about their job qualifications, beyond what can be explained by a cover letter or standard résumé. Before submitting this kind of profile, you should determine whether the prospective employer will accept your video résumé. While some may refuse—likely due to fears of claims of bias from applicants—employers in career fields that require presentation or multimedia skills (e.g., public relations, marketing, advertising, training, sales, journalism, film) may be more receptive to this approach.

The following tips will help you if you choose to submit a video résumé:

Ensure that your video expands upon or adds to the content of your standard résumé and cover letter. Outline or create a script of your main points so you can speak extemporaneously to the camera. Make sure your nonverbal communication is polished (eye contact; no distracting gestures). Stay within a 60- to 90-second time limit. Test the lighting and sound before recording your video. Use equipment that will create a high-quality video. Be creative! Digital marketer Todd Cavanaugh submitted a video résumé that featured a short campaign about explaining Dropbox to grandparents; it concluded with him briefly explaining his qualifications on camera. This résumé has been viewed more than 13,000 times.20 Source: Cavanaugh, T., “Explaining Dropbox to Your Grandparents” [Video File, January 22, 2014]. Retrieved from https://www.youtube.com/watch?v=NlWOy5Sb59M 342 In a panel interview (sometimes called a team or group interview), the candidate is questioned by several people. Panel interviews save the company time and provide the people with whom you may work an opportunity to compare their perceptions of you. When setting up an interview, it is appropriate to ask whether you will be facing a team of questioners. If you are, do your best to learn and use the names of each person. Search the company website for photos of the interviewers; this will make it easier to match their names to their faces. When you answer questions, make sure you look at everyone in the group. Some employers use a stress interview to evaluate your behavior under pressure; researching this type of interview and being prepared for such ploys will help you remain calm and in control. In an audition interview you will be asked to demonstrate skills that the employer is seeking. You might be asked to create a project, solve a problem, or respond to a typical scenario in the job, such as dealing with a difficult client. For example, one of the authors’ students recently completed an audition interview at a public relations firm: She was given details about a campaign and was asked to write a news release, develop social media content, and edit a short video. The audition shows the potential employer how you are likely to do on the job. The prospect of an audition can be especially helpful if you will be competing against candidates with more experience or stronger credentials. For that reason, you might even volunteer for an audition if you are confident you can handle the job well.21 163 A behavioral interview is based on the assumption past experience is the best predictor of future performance. In this approach, interviewers explore specifics about the candidate’s past accomplishments. John Madigan, a vice president at the Hartford Financial Services Group, explains the way behavioral interviews work: “We actually ask what you did in specific situations. Concrete examples will demonstrate a person’s preferred way of dealing with those situations and give you a better idea of that person and how they’re likely to act on the job.”22

Here are some questions you might encounter in a behavioral interview:

343 Give me a specific example of when you sold your supervisor or professor on an idea or concept. What was the result? Tell me about a time when you came up with an innovative solution to a challenge you or your company was facing. What was the challenge? What roles did others play? Describe a situation where you faced the need to manage multiple projects. How did you handle it?23 If you have a proven record of accomplishments that clearly mesh well with the job you are seeking, a behavioral interview should sound ideal. If you do not have work experience that is clearly relevant to the new position, however, you should find ways to demonstrate how things you have done in other contexts apply to the job you are seeking. For example, you might be able to show how experience in retail sales taught you how to deal with the difficult customers you may encounter in a customer service job, or how being a volunteer for a nonprofit charity gave you an appreciation for working with limited resources—an attitude most employers will welcome. Prepare for the possibility of a video interview The results of a study involving more than 500 human resources managers suggest that 6 in 10 companies often conduct employment interviews online.24 While the format and questions asked during an online interview are similar to those encountered in a face-to-face setting, online interviewing requires additional considerations.

In advance of your interview date:

Verify the date, the time (be aware of time zone differences), the person with whom you will be speaking, and any other pertinent details. For example, some interviewers may opt to conduct an interview as a Skype call, which does not require video. Verify that you have access to a working webcam and microphone, and that you have installed the latest software update for the app you will be using for the interview (e.g., Skype, WebEx, GoToMeeting). Select a neutral background that is free of distractions (noises and visuals) and clutter. 344 Test the lighting in the room that you will be using for your interview at the same time of day that you will be interviewing. Position your computer so that your face will be lit with natural lighting and free of shadows. Position your webcam at eye level so you are looking directly into the camera instead of looking up or down. ©Andrey_Popov/Shutterstock.com RF 164

On the day of your interview:

Dress professionally, just as you would for a face-to-face interview. Silence any notifications or ringers from apps, phones, or other programs before the interview begins. Ask if your interviewer can see and hear you clearly. Make eye contact and smile at your interviewer. Become comfortable with pauses. Connection delays can cause you to awkwardly interrupt the interviewer. Wait for the interviewer to stop speaking, pause for a second or two, and then begin speaking. Think constructively The way you think about an upcoming interview can affect how you feel and act during the session. A research team at Washington State University interviewed both highly anxious and more confident students to discover what causes some people to become especially apprehensive during the process of meeting prospective employers.25 The differences between the groups were startling. Anxious 345 students avoided thinking about an interview in advance, so they did little research or preparation. When they did think about an upcoming interview, they tended to dwell on negative self-talk: “I won’t do well” or “I don’t know why I’m doing this.” Not surprisingly, thoughts like these created negative self-fulfilling prophecies that led to poor interview performances. Students who handled interviews better did not completely avoid anxiety, but they thought about the upcoming challenge in more productive ways. We can imagine them thinking, “The interviewer isn’t trying to trick me or trip me up” and “I’ll do a lot better if I prepare.” Dress appropriately and act professionally Looking good when you meet a potential employer is vitally important. In one survey, recruiters ranked clothing as the leading factor in shaping their initial impressions of applicants (ahead of physical attractiveness and résumé). Furthermore, 79 percent of the recruiters stated that their initial impressions influenced the rest of the interview.26 The best attire to wear will depend on the job you are seeking: The professional business suit appropriate for a banking job would almost certainly look out of place if you were interviewing for a job in the construction industry, and it might look overly formal at many software companies. When in doubt, it is always safest to dress on the conservative side. Of course, cleanliness and good personal hygiene are essential. Be sure to arrive at the interview 5 to 10 minutes early with extra copies of your résumé on quality paper, a notepad and pen, and a portfolio of your work. Be polite to everyone in the office. While you wait, choose reading material about the business or company, not about entertainment. When introduced, shake hands firmly, no more than three shakes, avoiding a limp or hand-crushing grip. Smile, make eye contact, and take your lead from the interviewer about how to proceed. During the Interview If your fate in the selection process were determined by a skilled, objective interviewer, the need for strategic communication might not be essential. Research shows, however, that the rating you receive from an interviewer can be influenced by factors as varied as the time of day, the sex of the interviewer and the interviewee, whether the candidates before you did well or poorly, and the interviewer’s 346 mood.27 Because an interview is not a scientific measure of your skills, it is especially important to do everything possible to make the best impression. Your background research will pay dividends during the employment interview. One criterion that most interviewers use in rating applicants is “knowledge of the position,” and a lack of information in this area can be damaging. Table 6-1 lists other common interviewee mistakes, according to a survey of more than 2,600 hiring managers. Table 6-1 Most Frequent Interviewee Mistakes Lying Answering cell phone or texting Appearing arrogant or entitled Dressing inappropriately Appearing to have a lack of accountability Source: Careerbuilder.com, “Hiring Managers Share the Most Memorable Interview Mistakes in Annual CareerBuilder Survey,” February 22, 2012. Retrieved from http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx? id=pr680&sd=2%2f22%2f2012&ed=12%2f31%2f2012&siteid=cbpr&sc_cmp1=cb_pr680_ 165 Anticipate key questions Most employment interviewers ask questions in five areas: Educational background. Does the candidate possess adequate training for a successful career? Do the candidate’s grades and other activities predict success in this organization? Work experience. Did any previous jobs prepare the candidate for this position? What does the candidate’s employment history suggest about his or her work habits and ability to work well with others? Career goals. Does the candidate have clear goals? Are they compatible with a career in this organization? Personal traits. Do the candidate’s actions and attitudes predict good work habits and good interpersonal skills? 347 Knowledge of organization and job. Does the candidate know the job and organization well enough to be certain he or she will feel happy in them? While the specifics of each job are different, many questions are the same for any position. Table 6-2 lists the questions that interviewers most commonly ask. In addition, knowledge of the company and the job position should suggest other specific questions to you. There is a good chance you will be asked at least some of the common questions identified in this section. The tips offer advice about how to approach them, while keeping the focus on what you can do for the organization. Table 6-2 Commonly Asked Questions in Employment Interviews Educational Background How has your education prepared you for a career? Why did you choose your college or university? Describe your greatest success (biggest problem) in college. Which subjects in school did you like best? Why? Which subjects did you like least? Why? What was your most rewarding college experience? Work Experience Tell me about your past jobs. (What did you do in each?) Which of your past jobs did you enjoy most? Why? Why did you leave your past jobs? Describe your greatest accomplishments in your past jobs. What were your biggest failures? What did you learn from them? How have your past jobs prepared you for this position? What were the good and bad features of your last job? This job requires initiative and hard work. What in your experience demonstrates these qualities? Have you supervised people in the past? In which capacities? How did you do? How do you think your present

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