AP Photo - Adrian Dennis
Years ago, I had a large office in the Wall Street area with a personal secretary screening my phone calls, opening mail, taking dictation, and managing my calendar. Since then of course, the business world has changed. The next phase had executives sharing a pool of secretaries using floppy discs working on word processors. That was followed by an administrative assistant supporting at times an entire group.
Whereas years ago the hiring process and the hiring decision were the exclusive domain of the executive, nowadays—since so-called teamwork has become a major part of the work environment—hiring decisions are often shared and thus made by several team members. That process supports the concept that a group decision is better than an individual decision. As a result, the process has become convoluted, protracted, and not necessarily better—in my opinion.
Today’s job market is flooded with lots of very qualified candidates chasing very few openings. The way hiring happens has also changed. Technology has infiltrated the process, and today’s submission of one’s candidacy is purely mechanical. Nobody sees the candidate’s skills and qualifications unless the hiring manager’s keywords match those on the résumé, and only then is the original résumé reproduced for reading. Once that happens, several candidates get reviewed via a selection process.
To save time and money, a phone interview, or screen, is the next hurdle candidates face. It’s usually accomplished by someone junior in the human resources department who does not fully understand the hiring department’s particular needs. If an external recruiter is the intermediary between the candidate and the hiring company, then the recruiter’s financial motivation is playing a key role. That’s because recruiters work for the company paying their commissions.
Decision Making
Decision making is a complex process because several parties have a say and a stake in it. For example, sometimes the human resources department representative’s opinion carries significant weight, and other times the rep is merely a paper trail processor. Sometimes a candidate is interviewed by several people in addition to the final decision maker. Those others, too, have a say—because hiring managers want to show their support of their teams by demonstrating their collegiality—but to what extent those other opinions matter is probably variable. And what happens when a hiring manager favors a particular candidate but several others who’d be future peers of the candidate show resistance? In addition, in most cases hiring managers know the thinking and mentality of the person they report into, so what happens if their own opinion is opposed regarding the type of person who should be hired?
A recent large survey was conducted among human resources professionals and hiring managers. The survey clearly found that by far, the number one factor in the hiring decision is the fit factor—meaning, the determination about whether a candidate will fit into the culture of the company. Fully 100 percent of the respondents said so! But what is this culture that’s referred to? Who defines it? Who interprets it?
Some companies use exclusively behavior-based or situation-based interview questions. The tenet here is that past performance is a good indicator or predictor of similar such performance. I wonder if those companies can decisively demonstrate that by practicing this theory, they become able to hire and retain a higher-caliber labor force.
Ultimately, of course, it is people who make the final decision about which candidate to offer the job to. The interview process is certainly not a science but an art. Can that art be learned in order to improve one’s chances of being hired? Well, I’m sure you know the answer to the old riddle that asks, Do you know how to get to Carnegie Hall?
A recent article of mine covered most people’s lack of efficacy in practicing their elevator pitches at job search networking meetings. I wanted to follow up on that and prove my tenets, so I brainstormed with a group of trusted associates—all of whom are in transition—and we came up with some “best practices.” Following are our findings. Based on this information, you’ll be able to rework your own pitch and then practice it when networking. I promise you’ll see results instantly.
General Guidelines
It’s most important to realize that different circumstances require different pitches. Otherwise, your elevator pitch will be perceived as canned and out of context. Make sure it’s memorable, because if it isn’t, you’ll simply sound like everyone else. Try introducing an element of surprise or some humor. The pitch has to be brief and to the point, so that people don’t tune you out. And it has to have a positive tone. No one’s interested in why you’re in transition.
Content
Announce your name at the beginning and again at the end. Make sure people hear you and get the name. If you say it fast the way we normally do, people won’t get it or be able to remember it. Following your name, identify your position—or the position you want to get. Create a point of reference for your role—for example, chief financial officer in a small company.
Tone of Voice
Here’s where you have to sound enthusiastic. Here the word sound has the literal meaning. A voice too loud or too soft won’t work. Also, some people speak faster than normal when under pressure. A normal speed is best. And voice modulation where appropriate increases likability and interest in you.
Facial Expression and Body Language
People judge others based on what they see, and most people have their own personal biases. However, it’s universally agreed that professional attire and an overall professional look are most helpful for promoting your own interest when networking. A genuine and broad smile means the same anywhere and in any language. Above all, make good eye contact with the audience, but don’t move your head like a panning security camera, either. Project positive body language by standing erect. Don’t shift your weight from leg to leg.
In Summary
Creating an effective 30-second elevator pitch is not as easy as it seems to be. In those 30 seconds, you need to introduce lots of content and then act it out—a feat that for some is very difficult. But with some improvement and then several live repetitions, anyone can do it. Good luck. You’ll feel tremendously successful once people tell you how well you’ve done.
If you’re job search isn’t yielding the results you’d like, chances are you’re sabotaging your own efforts. Over the course of 22 years as a recruiter and 3 years as a coach, I have repeatedly seen people get in their own way and not realize it. Here are 11 ways in which you might be compromising yourself.
- Not knowing what you want – Are you answering any and all ads that address your function, with little thought to title, the job description, your background, the size of the company, and how they interrelate? Are you saying “I can learn it,” or “Piece of cake; I can do that in my sleep,” and applying little to no discernment? Take an hour and plot, based on your entire career, what size company you prefer, how much creativity you need, if you get bored easily and need the stimulus of fixing or growing something, and what kind of environment you excel in. Then focus on the job descriptions that meet that and ignore the rest of them.
- Being too picky – Some people time researching companies, trying to ascertain if they’d want to work there or not. Often they’re looking for ways to screen it out so they don’t have deal with possible rejection. Either way, you can’t possibly gauge the answer to that until you interview and find out about the job and the company, first hand, on a face-to-face basis.
- Carelessness – in your spelling and grammar. Carelessness, coupled with poor English skills, seems to be increasing at an alarming rate.
- Failing to communicate your uniqueness through the results of your actions – 99.9% of all resumes list job descriptions for the bullets. Job descriptions don’t differentiate your resume from everyone else’s. If there are ten people with the same job title, and the same job description, there will be ten different results. Make sure you communicate yours, because that’s what shows a hiring company what you can do.
- Using a generic cover letter – All companies are not created equally. That’s because they’re run by people and people differ, which means each company, and each job, are going to be slightly different, even if the titles are the same. Ads tell you what the company wants, and they want to know how your experience fits with their needs. Sending a generic cover letter is the same as telling a car dealer you want a sun roof, and he talks about how great the radio is.
- Having too much fun with Facebook – Every time you make a post or add a picture, ask yourself, “Is there anyone I wouldn’t want to see this?” Don’t rely on your Facebook privacy settings. Contrary to what some might think, this tip isn’t only for those in their 20s and 30s.
- Not following directions – “No calls please” means don’t call. “Please provide salary requirements in your cover letter” means – to me – at least address the question rather than ignore it (there are ways around giving them numbers). “Only online applications will be considered.” Yes, snail mail is better. Unless they say don’t do it.
- Not writing a thank you letter – Incredible that so many don’t do this. It’s extremely bad etiquette. No excuses.
- Not researching the company – Yes, people wing it. What were you thinking when you assumed you could fake your way through it? You can’t. Next time don’t bother to show up, because you wasted everyone’s time, including yours.
- Lack of enthusiasm – if you aren’t excited to learn more about the job, why are you there? Some job seekers think that smiling, showing interest, and exhibiting vitality is unprofessional. No, it just looks like you don’t care if you get the job or not.
- Having a lousy resume – What’s a lousy resume? Any or a combination of the following: teeny font, bad layout, difficulty determining one job from another, too many sections for each job, having a section called “selected accomplishments,” having an objective, having no summary/profile at the top, and most of all – which almost every resume has even if the rest of the problems aren’t present: having boring bullets that don’t communicate your uniqueness.
Finding a job is a skill. If you’re not satisfied with how your search is going, you can change that.
Judi Perkins
www.FindthePerfectJob.com
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This confidence game isn’t the same as the scam. This one applies to those who have been hunting with no results and are becoming discouraged. Rapidly.
Let’s go back to how most people search, because that’s where the problem – or problems – are. Your cover letter neglects to tie you to the ad and your resume fails to entice. Or perhaps your cover letter sells and your resume is full of accomplishments, but you’re answering unrealistic ads. Or perhaps you’re targeting ads wisely, but being overly picky, forgetting that ads tell if you want to interview, not if you want to work there.
Most people stick with the job boards, unwilling to do the work necessary for cold approaches and afraid of putting their ego on the line for follow ups. They’re fed up with trying to reach recruiters, generally because they’re doing it in an ineffective manner. Consequently, between the cover letter, the resume, and the search method, nothing much happens. Competition is stiff these days, and only one person reaches the finish line.
Frustration sets in. Discouragement piles up. The shoulders slump. The mouth isn’t smiling. And then the thoughts begin: “Why is no one hiring me?”, “I’ll never get a job!”, “Why doesn’t anyone respond to my resume?”
Discouragement breeds negative thoughts, which breed more discouragement, which breeds more negative thoughts, which are compounded by money worries, or how much you hate your job, or the lousy traffic, or the weather, or whatever. The worse it gets, the more it bleeds into everything else.
Then the phone rings, and someone wants to schedule you for an interview. After a moment of happiness, your discouragement from the lack of response translates into self doubt. If you’re so good, why didn’t all those other companies call you? You hope this one goes well, but you wouldn’t be surprised if it doesn’t.
And guess what happens? It doesn’t go well. Would you be surprised to know you created that outcome? Thoughts are energy, and they influence the results. If you’re thinking negatively, your body language will depict lack of confidence and joy, your tone of voice will be small and hesitant, and your sentences won’t come out with assurance. Instead of sitting up straight and asking discerning questions, you’ll be a less than stellar interview.
You don’t feel confident, so you don’t project confidence, thus you can’t sell yourself. Why would you get hired?
And an overwhelming percentage of the time, the discouragement that perpetuates these negative situations has nothing to do with your capability, skills, or marketability, and everything to do with things that can be changed, which then change the outcome, which then change your perception of yourself, which then brins about more positive results….and it spirals up, instead of down.
If nothing is happening, get help. Find out what the problem is. And in the meantime, be aware of what you’re telling yourself, because 90% of the time it isn’t you, it’s what you’re doing – or not doing. And you’re taking it personally. Contrary to what people think, job finding is a skill that can be improved, thus improving the outcome and your disposition.
One reason why prep and homework are so important is because you remember the contributions you’ve made to your previous employers. This helps to bolster your self confidence, diffusing the uncertainty and fear. When you’re consciously reminding yourself of what you can bring to the table, you think, “I’m good! Someone is going to see that sooner or later, and they’ll get a great employee!” And that’s what comes across instead.
Stay aware of what you’re thinking. Stay aware of what’s taking place with your demeanor. And if you find it going downhill, find a way to boost yourself back up. Because if you don’t, all you do is perpetuate the problem.
A job interview is the final step before getting the job. It’s the most critical step because if the candidate does not convince the decision maker of being the ideal candidate, the job goes to someone else. Preparing for the interview is not to be taken lightly. To win this tough competition, one needs to invest time and effort, must feel commitment, and must persevere. Following are a few practical steps.
1. The single most important thing to do during interview preparation is to hold live mock interviews with someone experienced and competent in this area.
Practice the 20 most common interview questions again and again until you feel confident.
Focus on learning about the prospective employer’s problems and immediate needs.
Prepare for reciting fact-based success stories from your past that are relevant to what you’ve learned about the hirer’s needs.
Practice, practice, and practice some more. You’ll be happy you did!
2. Learn as much as you can about the company.
Begin with the company’s Web site, and look at every page. Drill down into details to mine specifics you could talk about with the interviewer.
Find out who are the people you’ll interview with, and evaluate their LinkedIn profiles.
Check out who they’re connected with on LinkedIn.
Attempt sleuthing into the company via these connections to find out about the company’s culture and, possibly, specifics about the position.
Find out what your interviewers are tweeting about. This might be challenging because people sometimes use pseudonyms. Use topsy.com for your research.
Do searches on YouTube and Vimeo. Don’t underestimate what you can find out in these hidden places.
Look for and review blogs posted by your contacts at the company.
Use free tools to gain additional knowledge—for example, klout.com and blog.linkedin.com.
Do Google searches on both the interviewers and the firm. Go through several pages of the results.
3. Answer the following questions.
Do you fit into the organization?
Do you have the skills, education, and experience required?
Do you possess experiences and skills to offer in support of the company’s mission statement?
Can you recite via a vignette or two some past experiences that would serve as a natural evolution into company growth?
4. Engage with the interviewer via questions that prove your value.
Ask questions you already know the answers to.
Show the interviewer that you’re very familiar with the industry and the company’s competition.
Preparing for a winning interview is hard work and takes many hours, if not days. By doing such preparation, one gains not only specific knowledge but also a lot of confidence.
