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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. - PowerPoint PPT Presentation
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JOBTALKSJOBTALKS
PackagingThe 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.
Class: Career Planning and Placement
Indiana University Kelley School of Business
PackagingPackagingthethe
TruthTruth
Two Types of Communication:
Direct and IndirectDirect and Indirect
Direct State your skills Make the match Confirm the bond
Indirect Communication
VIPsVIPs
ValuesInterestsPersonal qualities
The Interview DefinitionThe Interview Definition
Communication Between Two PartiesCommunication Between Two Parties
But...
Specific Purposes/Goals Controlled Environment Structured Dialogue Stress & Pressure
Not a casual conversation!
InterviewerExplore BackgroundEvaluate Job MatchExplain OpportunityMake Decision
IntervieweePresent QualificationsProve a Job MatchSell PotentialAcquire Decision Data
Goals Rarely Match Perfectly
Interview Purpose
Discover Mutual Interests
Employer
Job = Credentials?Sincere Interest?
Candidate
Work role harmony?Reasonable Fit?
Initial screening for both parties Consensus after subsequent interviews
Interview Purpose
Influencing FactorsInfluencing Factors
External uncontrollable barriersoften influence outcome
Personalities
Interview Structure Time Limitations
Outcome
Stress Physical Setting
Politics
Barrier BustersSelf Confidence Advance Knowledge
Extensive Preparation
SelfJob
Interview
Barrier Busters
Interview PreparationInterview Preparation
Preparation focuses on 3 main areas:
Understanding your talents
Knowing the job for which you are applying
Knowing interviewing structure
Recognize standard formats
Understand the basic pattern
Prepare a presentation
Mature judgmentin generalizing
Basic Interview Structure
Designed ApproachNo two interviewsare exactly alike
Tweak yourpresentation to fit
Plan ahead
Be professional
Phase I: Establish RapportCommon but non job-related topics
Small talk cuts the stress level
Phase I: Establish Rapport
weathersportscomplimentscurrent eventssurroundingsmutual acquaintances
Opening RapportLasts under 5 minutesEases tensionAdds HumorOpens mutualinterest areas
Phase II: Discuss Qualifications
Establish job match
State credentials
Allow personal qualities to surface
Discuss interests
Heart of the interview
Evaluating
Phase III: MatchingPhase III: Matching
Gradual transition from qualifying to matching and evaluation
Evaluation is a continuous process
Recruiters withhold snap judgments
Validity
Phase III: MatchingPhase III: Matching
Decision makingCompetitiveDifficult recall
Decision Making
Phase III: Matching
No maybesSummariesMental evaluation
Phase III: Matching
Yes
No Maybe
Avoid:Last-ditch effortsShallow points
Desperate fumblingName dropping
Thank youThank youNext, follow-upNext, follow-up
State interest levelState interest levelLeave confidentlyLeave confidently
Phase IV: Close Discussion
Controlling the InterviewControlling the Interview
State your key pointsState your key pointsEstablish the matchEstablish the matchDirect information flow Direct information flow
to strengthsto strengthsTalk confidently/eye Talk confidently/eye
contactcontact
Control Builds ConfidenceControl Builds ConfidenceControl Builds ConfidenceYou come across best when in
chargeUse a confident toneUse Professional poiseUse direct eye contact
I: Establish RapportII: Discuss QualificationsIII: MatchingIV: Close Discussion
I: Establish RapportII: Discuss QualificationsIII: MatchingIV: Close Discussion
Control all 4 Phases of Interview
Insure right factors are discussedInsure right factors are discussedTiming is crucialTiming is crucialControl is goalControl is goal
Can You Handle The Job?
Two Key Determinants
Can You Handle The Job?
Can-do factors
Will-do factors
Interviewer Must Assess Both Factors
MeasurableDocumentable
Interview Not Required
Can-do FactorsCan-do Factors
Basic Resume ElementsEducationWork ExperienceActivitiesAccomplishments
Avoid Reviewing your Resume during the Interview
Demeaning to recruiterDon't try to "repackage"
your resumeExpand the truth
Resume ReadingResume Reading
Resume
Much more subjective:
Interviewers are trained to draw out and evaluate "will-do" factors
Will-do FactorsPersonalityPersonalityMaturityMaturityAttitudeAttitudeMotivationMotivationSelf-confidenceSelf-confidence
Important to discriminateExtends paper credentials
Differentiates similar candidates
Discriminating EventDiscriminating Event
Degrees of Differences/Will-do Factors
No right or wrong answers Variable scale Not negative - Not positive
Comparisons; not absoluteTo jobTo others
Subjective Evaluation
No absolutes
Comparisons
Against Stars
Past Performers
Subjective Evaluation
Personality Traits
CharismaEnergyEnthusiasmInterests
HumorExtrovertPoiseDrive
AssertiveAggressive CommitmentZeal
First ImpressionsFirst Impressions
Traits: technical or non-technicalClassifyValidity questionsConclusions neutral
Foolish Ego TripsFoolish Ego Trips
• Leave good impression• Use life episodes• Past accomplishments• Indirect communication
about personal traits
Anecdotal: a short story
Presentation: a planned, organized, meaningful discussion
Zesty: lively, exciting, and often entertaining
ZAP InterviewingZAP Interviewing
Maturity Level
How do you define maturity?
Responsible DecisiveDecision Maker Leader
Maturity Level
Anticipate questions on maturity when you "Package the Truth"
Evaluating Maturity Level
Everyone Considers Themselves To Be Mature
Cite EvidenceIndependenceDisciplineRealisticInvolvementCommitmentsUnselfishness
Evaluating Maturity Level
Z
A
P
• Interviewers will question you about your background to learn your level of maturity
•Use ZAP interviewing technique•Describe level of maturity indirectly
ZAP Interviewing to Prove Maturity
•
Situational Choices Show Maturity
RelocationCourse SelectionRealistic AmbitionsFinancial IndependenceResponsible Assignments
Cite Examples!
Independent JudgmentsOpinions of OthersSelf-StartingInnovationsSelf-Confident
Decisions
Attitude Factor
?
Philosophy Way of Thinking Point of View
Different environments
require different
approaches!
Your AttitudePhilosophy about work environment
Where do you stand on these topics?
Past behaviors reveal these traits, so illustrate with the ZAP interviewing technique!
Your Attitude
IntegrityLoyaltyCommitment
Work EthicsAmbitionRespect
MoneyValuesAssertiveness
Motivation FactorsProvide 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?
Motivation Factors
What Motivates You?
Employers try to predict work setting behaviors
What do you value most?
Cite Your Priorities!
What Motivates You?
MoneySecurity
StatusService
AchievementWork Itself
Actions Speak For You Words are cheap - Don't state the obvious
Prove by past performance
GradesWorkAccomplishmentsSpecial ProjectsHonorsInvolvements
ActivitiesFamilyCoursesInternshipRecognitionsInterests
Tell stories to deliver your message.
Actions Speak For You
Background IllustrationsBackground 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
Confidence Factorcontinuum
low-----------------------------------------high
Confidence Factor
ShallowSuperficialMeekHumbleWimpRelaxedTimid UntidyNervous
PoisedProfessionalAssertivePleasantDynamicEnthusiasticRespectfulConservativeWell Dressed
ConceitedCockyOverbearingArrogantBoastfulCoolCarelessBoringPhony
How you say something is as important as what you say
Will-do ConfidenceSkill LevelAbilities
AdaptabilityWilling to Learn
MannersDress
AttitudeCommunications
Preparation
Self-awarenessInterview SkillsJob Awareness
Sources of ConfidenceSources of Confidence
Recruiter's TaskRecruiter's Task
Predict The Future
Personal Qualities
Academic Record
Work History
Communication Skills
Activities
Judging From the Past
Questioning Tactics
The interviewer's job is to screen candidates OUT
You must provide the answers that will screen you IN
The interviewer will try to eliminate you
Questioning TacticsProvide The Answers For Interviewers
What? When?Where? How?Tell Me!
Questioning Tactics
Answers to "Tell Me" provide "can-do" factors
Answers to "Why" provide "will-do" qualities and show critical thinking abilities
Anticipate QuestionsAnticipate Questions
Interviewees can easily predict the general questions!
Answers are easy... if you have the questions!
Focus on strengths!
Recommendation
Let resume addresscan-do factors, butanswer will-do issues
in the interview.
The Employment Interview Video
The Employment Interview Video
Simulation of Actual Interviews
Note the line of questions
Observe responses
Compare to your prepared replies
Evaluate your approach
Bus X420: Career Planning and PlacementBus X420: Career Planning and Placement
Packagingthe
TruthIndiana University Kelley School of Business
JOBTALKSJOBTALKS
Packaging the Truth
Indiana UniversityKelley School of BusinessC. Randall Powell, Ph.D.
Career Planning Strategies
by C. Randall Powell
Fifth Edition
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