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| Why Do Interviews Die: That Sinking Feeling & How to Avoid It |
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Interviews oftn die because a mistake occurred. Sometimes, you've made a mistake; sometimes they die because someone who screened a resume did.
1. Interviews often occur because someone has reviewed a resume and interprets something that you have written in ways that you didn't intend. Someone believes that you have a skill that you didn't list; sometimes, they misread something in your experience. Within 15 minutes, each of you knows that something is wrong but because interview etiquette doesn't permit it, the conversation languishes on.
2. Sometimes it is your mistake. Sometimes you have overstated an experience or skill in your resume. In job markets like these, it is common for people to include every skill or experience they have been near or around in their resume in the hope that they will get an interview. As I screen resumes, it has become too common for me to find out about people having 4 months of experience with the core skill of the job I am trying to fill. That is rarely adequate for my client in the searches we are attempting to complete, yet, like mission inspectors in Iraq, I have to ask a follow-up question to deduce that the experience is inadequate.
3. The interviewer is off in another thought and you don't bring them around to pay attention to you. Although an interview may be the most important thing in your day, it may be one of 25 priorities in the interviewers. What you may interpret as a dying interview may be the interviewer thinking about a project responsibility, the next question they're going to ask, their commute, an argument with a spouse/significant other or child, an upcoming meeting or a million other possibilities.
4. You are boring the interviewer. Too often, answers to questions send the job-seeker off in lengthy answers that are just downright boring and long. It's not the question; it's that the person hasn't organized their thoughts around a subject so the answer is becomes so lengthy, uninteresting and, often, have no relationship with the original question.
How Can I Avoid This?
There are different strategies depending upon the mistake. I'll answer by offering ways to both avoid the mistake and to steer the interview along a better route.
1. When you are invited to interview with a firm, ask about the position that they want to interview you for. Try not to interview for jobs for which you are not qualified. They may say a Director's position or a programmer's role. Ask then, if they can tell you more about the role and responsibilities of the position and what they are looking for in the way of a background or experience. If you detect a "red flag" or something that gives you reason to feel like there was mistake made, it is useful to say what your actual experience was in the area that and confirm that it is adequate.
For example, a company looking for a Notes developer invites a Notes administrator with some development experience for a senior developer's role. The administrator states that they are an administrator with two years of development experience during which time 40% of their work was development. Some of you may say that this will "kill the interview" and you'll be right. Yet in this market, the interview would be a waste of time.
2. Don't exaggerate your knowledge or experience on your resume. Be accurate when you present your experience or knowledge. If you worked with something for two months three years ago, indicate it on your resume. Don't worry, you are not going to lose an opportunity to get hired because you were honest. You're going to save yourself the agony of interviewing for a job that you wouldn't get hired for anyway.
3. If you sense an interviewer is off in thought, there is a simple way to bring them back to you--shift your position by crossing your leg or adjusting in the chair or clear your throat and apologize for doing so. These two simple actions will bring their consciousness back to you.
4. Pay attention. Paying attention is not something you would think should be a necessary reminder. Too often, jobseekers are off in their thoughts and not paying attention. Not paying attention to what the company is looking for in the way of a solution to the job; thinking that they know better than the employer what they should be asking and then going off and answering that question instead of the one asked. Then the answer goes on forever!
Try to answer the question in 30-45 seconds if possible. Some questions require more time than that; most don't. By keeping your answers to that length, you will make the interview interactive. It is unlikely that you will bore your audience. You will create a back and forth with the interviewer that will keep them engaged in the discussion with you. You can probably even anticipate what their follow-up question can be and practice your answer in advance of the interview.
You'll probably notice that the first two suggestions occur before an interview, the next two occur during the interview. I don't believe that smiling or asking a lot of questions are anything more than damage control. By following the points here, you will avoid going on interviews that you can't win and do a better job in the ones you get.
--Jeff Altman, MSW, CPC has successfully assisted many corporations identify management leaders and staff since 1971. He has effectively worked with industry leaders and start-up firms in professional services, financial services, consumer products, healthcare, e-business, transportation, and a host of other sectors. He has successfully completed searches for positions in applications development, infrastructure, support, accounting and business operations roles, both management and staff positions.
Jeff has his Master’s degree from Fordham University and post-graduate training at the Institute of Modern Psychoanalysis (IMP), where he developed an expertise in organizational development that makes him uniquely qualified to evaluate a potential employee for their “fit” into an organization.
"Technology leaders and their staff shape the success of an organization. I understand how important it is for a firm to hire a whole person who fits into their culture and can deliver, not just a technologist who can execute tasks."
"One of my strengths is working with clients who afford me the opportunity to partner with them in order to understand what their culture is like. When this happens, we as an organization can deliver extraordinary results.”
Jeff Altman has more than thirty years of experience in technology search and joined Concepts in Staffing, a large New York search firm, in March, 2002 after more than six extremely successful years with another New York-based search firm. Throughout his career, he has developed and managed client relationships, internal recruiting staff and successfully completed numerous engagements.
Jeff is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, a practicing psychotherapist with a successful practice in New York, a husband a father of a terrific little boy named Jack.
"The common thread of my life is encouraging and supporting people. Whether it's my work in search, as a therapist, a leader, a husband and father, I try to assist individuals and organizations prosper."
For additional information, for assistance with hiring staff or with a job search, email him at jeffaltman@cisny.com |
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| Counteroffers: Should I Stay of Should I Go? |
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Counteroffers: Should I Stay of Should I Go?
If “resignation” is the word that strikes fear into all employers, then “counteroffer” is the one that strikes fear into an employee’s heart. “What should I do? They’ve matched my offer?”
It’s Friday afternoon. You walk into your boss’ office and ask the question that has sent scared many a managers —“Do you have a minute,” you ask. At that moment, he knows you’re resigning and if he/she wants you, they will have to fight to keep you.
“Why? We love you. Please stay! Don’t go! What do we have to do to keep you?”
Recently, two people who accepted an offer from a client of mine called me to tell me that they accepted a counteroffer to remain with their current firm. The one who had been with his current firm for twelve years seemed to make a decision that made sense; the other, however, had pleaded to get a fulltime job and leave consulting. His assignment was ending and he said he wanted the stability of a fulltime job. Earning $45 per hour without benefits, he accepted a small increase in his hourly rate, rather than a fulltime salary of $93000 plus bonus and great benefits from an employer that he kept begging me to get him to see for a job that he said he loved. Why? He told me, “They need me. (as though my client didn’t.; as though the loss of revenue for his consulting firm and the difficulty they would have replacing him quickly at the client didn’t bother them a wee bit). ”
Between the moment you quit and your departure date, your employer may try to persuade you to stay. Your mentor in the firm calls to talk with you. Your colleagues ask you to lunch and want to know why you’re going, where and for how much. Your boss’ boss asks to meet you. You are now the most important person at your company. You’re asked, “What will it take to keep you?” And this goes on for two weeks.
The pressure to accept a counteroffer can be enormous. The monetary offer can be tempting to stay. The promises to rectify everything that ticks you can be enormous. Yet, let’s look at what is going on from an employer’s perspective.
Your resignation is coming at an untimely moment; they are not prepared to replace you with someone who can step up and do your job. The cost of replacing you in dollars and effort (how many resumes will need to be read and people interviewed before they hire someone who they will need to train—AND they may have to pay a higher salary than what you were earning plus a fee to the search firm for a person who doesn’t know what you know. Can you see it’s not about you, personally) is large.
At the time you decide to change jobs, write down the reasons why you want to leave—I’m bored. I want to make more money. My boss is a micromanager. I want to learn something new. I want to work closer to home—write down the reasons and put them in a place where you can find them at the time you give notice.
Then, before giving notice, find the list and review it. Do not be seduced by the emotional response you may receive. Remember, the money they offer may only be your next raise pushed up a few months. Listen carefully to the promises that are made and remember that nothing is being put into writing; it is just the desperate effort to keep someone who was taken for granted for so long who they are now forced to remember they have underpaid, treated poorly and need to accomplish their objectives.
Few counteroffers should be considered, let alone accepted. I fully expect to see the consultant’s resume online again in a few months because the core issues that caused him to look for a job were not resolved.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com; for help with hiring staff, email Jeff and let him know how to best reach you.
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| FOUR SIMPLE STEPS TO BETTER RESULTS WITH YOUR RESUME |
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FOUR SIMPLE STEPS TO BETTER RESULTS WITH YOUR RESUME
Is every job description you read the same? No.
Is every job you submit your resume to the same? Of course they aren’t.
If all these job descriptions are different, why do you submit the same resume?
Every day, people send the same generic resume out as though each position was identical and each employer was attempting to hire identical skills and attributes. Too often, the results they receive are like the broken watch that is right twice a day—hit or miss success.
They list their name, address, phone numbers and email address, list an objective, education, and chronology of experience with dates of employment. The resume includes some successes or accomplishments. This is their resume.
In the days prior to computers when changing a resume required you to re-type different versions, this made sense. Today, when computers allow you to customize, spell and grammar check documents so easily, you are missing out on opportunities and costing yourself money by being lazy and not tailoring your resume for each opportunity you are interested in.
Here are several steps that you can do to improve your resume and get better results.
1. Each employer will be interested in different attributes of your experience. They often indicate it by the items they describe in their job ad. Emphasize the experiences that you have that relate to the skills being sought and the functions you will perform in the job they will ask you to perform. If you are applying for a staff position, emphasize your staff experience and minimize your management experience. If you are being hired to be a leader, write about your recent leadership.
2. Employers are more interested in recent work, rather than work you did many years ago. Use more space in your resume to highlight recent experience, rather than things you did before George W. Bush became President.
3. Like setting a goal where you make them specific, measurable, achievable within a specific period of time, describe your successes or achievements concretely. Reducing costs is a nice start but it is more powerful to describe something as reducing operational costs globally by 2%. Increased departmental sales by 27% resulting in . . . You get the idea. Use action verbs wherever possible (For more on this, read my article, Preparing an Effective Resume” on www.newyorkmetrotechnologyjobs.com).
4. Ask someone you trust to critique what you’ve written. Too often, people believe that they can do everything by themselves without asking for help. Ask a friend in your industry to critique what you’ve written to insure you’re on target and aren’t missing the mark.
When you go to a restaurant and order a meal, you have the expectation that it will be prepared in a way that will please you and be presented on the plate beautifully. Writing a great resume requires that you be the chef and prepare a meal that is both visually appealing and tastes great too!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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| If You Know So Much About Job Hunting Why Does It Take You So Long to Find Work? |
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If You Know So Much About Job Hunting Why Does It Take You So Long to Find Work?
There’s a lot to know about finding work—
How to create a resume that screams, “HIRE ME!”
How to write the new cover letter
What sites to search
Where to post your resume
How to network
Where to network
How to interview
How to negotiate a salary
How to give your notice and not be seduced by accepting a counteroffer
However, for now I want to remind you of something extremely important—
The survey said that the primary reason why people are rejected on interviews is NOT for lack of skills competency, the primary reason people are rejected is that they talk too much—almost 40%. Approximately 20% are rejected because they behave arrogantly on the interview.
So, what does this say to you in how you should behave on an interview?
Keep your answers to the point of the question
Where possible, keep your answers to 30 – 45 seconds in length. For in-depth questions, you can speak for a minute.
One of things you need to do in answering questions is to keep an eye out for rapport with the interviewer. If you sense you are “losing them,” ask a question that draws them back in.
Always remember that your voice AND body language are sales tools when you interviewer. You want to demonstrate confidence but not arrogance when answering questions.
Listen carefully to what is asked of you and what may be absent from what is asked of you. If the absent item might be critical to the answer, politely ask if they would like you to expand your answer to include it. If you are in a technical discipline and asked a question for which a technical answer or overview (plain-English) answer could be given, ask which they would prefer . . . or whether they would like a blended answer (Would you like me to give you an overview, go into detail or blend my answer for you?)
Speak to the person who is interviewing you as though they are someone with a problem and that they are trying to figure out if you are capable of solving it. Never “talk down” to them.
Jeff Altman
The Big Game Hunter
Concepts in Staffing
thebiggamehunter@cisny.com
© 2008 all rights reserved.
Jeff Altman, The Big Game Hunter, is Managing Director with Concepts in Staffing, a New York search firm, He has successfully assisted many corporations identify management leaders and staff in many disciplines since 1971.
He is the author of “Get Yourself Hired NOW! The Big Game Hunter’s Guide to Head Hunting Your Next Job and Every Job After That” (in ebook and audio formats) and “Get Your Job Search Organized NOW!” (ebook) They are available at www.getyourselfhiredNOW.com by registering at the site and you will receive free copies of The International Job Board List and a Guide to Resume Writing, as well as 60 days of free job search tips..
More services and articles are available at www.jeffaltman.com
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| Job Search Lessons from the 2006 Super Bowl |
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Job Search Lessons the 2006 Super Bowl
The Super Bowl is a game but, like sports in general, it offers useful life lessons that we can take with us . . . if we only look below the surface. As I watched the game, I saw a number of things. How many did you see?
1. As I pointed out last year, winning is a team effort. That was never more obvious than this year when the Steeler offense was going no where for most of the first half and the SeaHawk offense was moving the ball almost at will. All of the focus prior to the game was on the offenses and, in particular, the match up between the quarterbacks. But Pittsburgh’s Roethlisberger started horribly, piutting pressure on the defense. Seattle moved the ball against the defense but could not “seal the deal” with points as John Madden said diuring the game.
In his post-game comments, Coach Cowher spoke about the team effort that went into winning, in particular the coaches who put in an enormous effort all season long to adapt to the chages that kept occuring all season long.
Who are your coaches or are you trying to do everything by yourself? Champions take coaching
from the staff who are able to look at their performance and offer good advice that the pro adapts to. Wouldn’t that be helpful in your career planning?
2. Excitement is a great motivator; fear isn’t. Pittsburgh came out “jumpy” and unsettled. Penalties and poor execution on offense and on the defensive side of the ball almost put them ina big hole. Fortunately for them (but unfortunately for Seattle), each time Seattle moved the ball, the Steeler defense would hold. Pittsburgh scored right before the half making the score 7-3. Seattle had dominated the play through most of the half but was trailing.
When you interview, it is OK to be excited but arriving fearfully can cause you to make mistakes that can cost you the job you’re well qualified to perform. You don’t execute well on the interview and you go home to explain what happened. It’s a horrible feeling.
3. Critical mistakes will keep you from winning. Seattle arrived as a team who had not turned the ball over for several weeks and left as a team that dropped passes, threw a critical interception, fmbled at a critical juncture, committed costly penalties that cost them 14 points (or enough to win).
4. Try not to be predictable. The team that runs the same plays over and over again will be defeated. Pittsburgh buried Seattle with an end reverse becoming an option pass touchdown to Hines Ward. In their playbook all season, they only ran the play once all year.
5. Planning for next year started 72 hours after the teams left the field. That should be true oof how you start planning for your next career move. As someone once said, the person who gets ahead isn’t always the smartest and doesn’t always work the hardest . . . although those are great qualities to have. The person who gets ahead is the one who remains alert to opportunity. Sometimes that’s within an organization; sometimes it’s outside of it.
Good luck! Can’t wait for next year’s game. Giants vs. Indiana. That would be fun!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2006 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
To subscribe to Head Hunt Your Own Job, Jeff Altman’s job search e-zine, go to http://www.sayhi.to/JeffAltman enter your email address in the subscription box and lick to subscribe.. While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them and read additional job hunting or hiring tips.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume). |
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