Successful Interviewing and Networking · Expect questions such as, “Give me an example of when…” or “Tell me about a time when…” Example: “Tell me about a time when

08/2011

AT&T Career Development Resource Center Phone: 1-888-355-2227 E-mail: [email protected]

Websites:

AT&T University http://hronestop.att.com >> Your Career Matters >> AT&T University

AT&T OneStop http://hronestop.att.com >> Your Career Matters>> Career Development

Successful

Interviewing

and

Networking

Resource Guide

mailto:[email protected]

http://hronestop.att.com/


05/20

AT&T CAREER DEVELOPMENT RESOURCE CENTER THIS MATERIAL MAY NOT BE REPRODUCED OUTSIDE OF THE AT&T ORGANIZATIONS UNDER COPYRIGHT

AGREEMENT PER AT&T UNIVERSITY CORE LEADERSHIP & MANAGEMENT DEVELOPMENT Copyright © 2009 AT&T. All rights Reserved.

RESOURCE GUIDE CONTENT

Introduction 3 Hiring Managers’ Goal 5 A Few Basic Interviewing Tips 6 Types of Interviews 7

• Behavioral 8-11 • Traditional 12-14 • Combination 15

Phone Interview 16 Panel Interviews 17 Closing an Interview 18-19 Thank You Letter 20 Controlling Anxiety 21 Dressing for the Interview 22 Networking Basics 24 Four Powerful Networking Strategies

• Power Tool #1 - Informational Interviewing 25 • Power Tool #2 - Contact List 26 • Power Tool #3 - The Elevator Speech 27 • Power Tool #4 - The T-Letter 28

Additional Resources 29

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2

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INTRODUCTION

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3 The Interviewing and Networking Resource Guide, is designed to help you prepare for interviews and as a result build your interviewing confidence. The guide also provides you with tips and techniques on how to network.

In addition this resource guide will provide you with four powerful networking strategies, that when used ongoing will serve you well when job transition and change occur.

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PAGE 4

Interviewing

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H IRING MANAGERS’ GOAL

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5 A job interview is an opportunity for a hiring manager and a candidate to formally discuss a specific position. The candidate's goal is to convince the hiring manager that he/she has the skills, knowledge, and experience, which provide the best match for the job. The hiring manager’s goal is to evaluate the candidate's background, personality, and attitude against the demands of the job and the organization. Hiring managers want to answer these three questions:

1. Can you do the job? (Skills, Knowledge, and Accomplishments)

2. Will you do the job? (Interests and Attitude)

3. Will you fit with our team or organization? (Personality)

Many interviewees go in to the interview prepared only to answer the first questions. Be smart! Answer questions two and three by crafting good statements placed strategically in the interview to address these hiring manager concerns.

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A FEW BASIC INTERVIEWING T IPS

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6 Here are a few tips to help you prepare for an interview. Know as much about the job as possible before you go in for the interview.

Be prepared to apply your skills and accomplishments to the potential new

position.

Practice. Practice. Practice.

Be on time! It is better to arrive early, than late.

Follow the interviewer’s lead on shaking hands, sitting, and introduction.

Be prepared to give the interviewer a copy of your resume when you begin the interview, even if they were previously given a copy.

Make eye contact, smile and remember the name of the person interviewing you.

Manage your time! Avoid going into great detail for every question. Typically the interviewer has 10 or more questions to ask. Make sure you have time to answer all of them.

Maintain good posture and relax.

Be prepared with questions to ask the interview at the end of the interview. Use proper English during the interview. Prior to the interview, you may want

to do a mock interview and record yourself in order to capture any of the following slang words and terms; “Yea, Yep, Un Huh, Ya know.”

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TYPES OF INTERVIEWS

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7 There are three basic types of interviews. This section will explain the differences between each type of interview and provide examples of each. Three basic types of interviews: 1. Behavior Interview – the interviewer asks the interviewee about past

situations where he/she displayed leadership behaviors from your past experiences that clearly demonstrate why you are well suited for the job.

2. Traditional Interview – the interviewer asks direct questions.

3. Combination Interview - the interviewer uses both Behavioral and Traditional Questions. This is the most commonly used method of interviewing.

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TYPES OF INTERVIEWING - BEHAVIORAL

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8 What to Expect In Behavioral Interviewing the interviewer asks for real-life examples of past experiences in order to determine if you, the job candidate, have the skills and abilities necessary to be successful in the available position. The theory behind behavior-based interviewing is that past behavior is a good indicator of future behavior. It is the recommended interviewing style for use by managers at AT&T. Expect questions such as, “Give me an example of when…” or “Tell me about a time when…”

Example: “Tell me about a time when you identified a potential problem and resolved the situation before it became serious.”

Remember, it’s all about skills. During the interview, the hiring manager will ask each candidate a set of questions. After the interviews are complete, they are usually scored based on how many different skills each candidate gave as they described their past experiences, skills, and abilities.

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TYPES OF INTERVIEWING - BEHAVIORAL

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9

Question: Tell me about a time when you were on a project and had to work with a difficult person. How did you handle it?

Situation: Set up a reputable situation

preferably a work example. This is not the substance of the answer, but a brief setup (30 seconds).

I was working in Business Sales in 2007 at AT&T on a Chief of Staff team charged with putting an annual conference together. I was leading and coordinating the team and one person on our team of five kept failing to meet deadlines.

Behavior: This is the substance of the answer.

Take time to step through what you did showing your skills. Be sure to explain in detail what skills you used and how you used them. This step should be the substance of your answer and will take the most time.

After missing the first deadline, I sent Sue a private email asking her when she could complete her project tasks. Sue made a commitment but missed her second deadline. I set-up a 1x1 meeting and met with Sue. I listened to Sue as she explained that she was having difficulty at home. I asked Sue what support she needed at this time. Sue said she was handling things at home, but asked if she could have someone take over the daily progress reports. I told Sue I would turn the reports over to another member of our team. I assisted Sue in building a timeline for completing her remaining tasks. I asked Sue for her commitment to this timeline and she happily agreed. Note: Bolded above are people skills displayed in this answer.

Outcome: What was the outcome of the

situation? This should be brief and show a conclusion.

Sue improved and became a key contributor to the team.

Here is a typical behavioral question:

Tell me about a time when you identified a potential problem and resolved the situation before it became serious.

The Standard approach for answering a behavioral question is to use the SBO format. SBO stands for Situation, Behavior, and Outcome:

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TYPES OF INTERVIEWS - BEHAVIORAL

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10 Here are a few tips to help you prepare for those Behavioral Interview questions. Some typical skills that a hiring manager is looking for in a behavioral interview

include:

• Leadership • People Skills • Communication • Organization/Project Management • Flexibility/Change Management • Decision Making • Innovation • Enthusiasm • Collaboration • Working Under Pressure • Teaming

Think about the skills that the hiring manager might be looking for and be ready

to tell a story about when you demonstrated those skills in your past work experience.

When describing your behaviors, don’t repeat the same skill over and over but rather use a variety of skills.

Use “I” not “We” when talking. “We” may give the impression someone else has the skill, not you.

Don’t pack the answer with dozens of skills, it doesn’t work. Tell the story and discuss the true skills used.

Don’t over talk. Keep your answer crisp and concise.

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TYPES OF INTERVIEWS - BEHAVIORAL

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11 Behavioral Interview Questions Here are common Behavioral Interview questions. Practice answering these questions when preparing for an interview. Tell me about a time in which you had to handle a difficult change in the

workplace.

Tell me about a time when you lead a major project.

Give me an example of how you have achieved results through others.

Tell me about a time when you felt under pressure to perform. What was the outcome?

Give me an example of when you disagreed with a co-worker. How did you resolve the conflict?

There are times when we work without close supervision or support to get the job done. Tell me about a time when you found yourself in such a situation and how you handled it.

Describe a situation in which you took action to increase efficiency or productivity.

Describe the most creative work-related project which you have carried out.

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TYPES OF INTERVIEWS - TRADITIONAL

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12 Traditional Interview questions are direct questions. Typically they are questions about your work style, communication style, leadership style and how you deal with conflict. Traditional Interview questions are basically fact finding questions. Here are some of the most common Traditional Interview questions. Practice answering these questions when preparing for an interview. I have your resume here in front of me, tell me a little about your work

history. Don’t drone on about every job! Talk one to two minutes and hit the highlights

of your career, focusing on skills that support the position for which you are applying.

Tell me about yourself. This is typically a warm-up question intended to break the ice and build rapport.

Keep your answer brief, 1-2 minutes at the most. Relate your response to the job. Keep it on a professional level covering education, work history, and recent career experience relating to your skills and attributes.

What do you have to offer this job/organization? This is an opportunity to relate how your skills and attributes could contribute

to the department/company’s success. Try to be specific. Describe how you could make a positive contribution to their bottom line.

What are you looking for in a job? Don’t randomly talk about your career aspirations and wants without relating

them to the job. Talk about how you can meet the challenges of the job while meeting your career goals/expectations.

Why should I hire you? This is where you may want to answer the three Hiring Managers Goal

questions previously mentioned on page 4. Can you do the job? Will you do the job? Will you fit with our team or organization?

What is your greatest strength? How would you best apply this strength to a

management position? Match your skills or strengths to the skills the hiring manager needs. i.e. if

customer service is key for this position and is one of your strengths, then discuss your customer service experience when asked.

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PAGE

13 What is your major weakness? Never expose a weakness that could instill doubt in the interviewer. Be

honest, and always show how you have turned the weakness into a positive outcome.

Here is a good example: “I have found myself taking on too many projects and in the past it has

affected the quality of my work. Because of this, it has allowed me to realize my limitations and enabled me to delegate responsibilities to others. It has also helped me improve my time management skills as well as communication skills with others.”

Where do you see yourself in 5 years? In 10 years? Be careful to give the interviewer a reason to hire you. Answer this question

with intent of staying in the department for a period of time. Here is a good example: “I’d like to spend time in your organization to learn (Skills), and to further

my career goal of (Career Goal).”

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PAGE

14 How to answer tricky, double sided questions. Never take one side over another, answer positive to both sides of the question. For example: How competitive are you? “I am very competitive when I’m out in the field making sales for the business, but please know that I am a very strong team player when it comes to working with our sales team.” Are you more of a team player or individual contributor? “While I am very capable of working independently and delivering results, I also enjoy the dynamics of working in a team environment.” Here are other questions you may encounter in a traditional interview.

Are you willing to travel or relocate?

What is your management style?

How do you manage a difficult employee?

What techniques would you use to manage a virtual team?

How do you like to be managed?

What is your communication style?

How do you keep a team focused and driven?

What experience do you have working with union employees?

What is your technique for moving a work team through change?

What is your writing style?

Is there anything else you would like us to know about you?

What questions do you have for us?

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TYPES OF INTERVIEWS - COMBINATION

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15 Most interviews will have a combination of Behavioral and Traditional interview questions. To best prepare for an interview, you will need to prepare for both styles of questions.

It may start with a few traditional interview questions:

Tell me about yourself.

What do you have to offer this job/organization?

What are you looking for in a job?

And then go into a few behavioral interview questions:

Tell me about a time in which you had to handle a difficult change in the workplace.

Share with me a time when you lead a major project.

Then go back to traditional interview questions:

Why should I hire you?

Where do you see yourself in 5 years? 10 years?

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PHONE INTERVIEW

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16

It is becoming more common for interviews to be conducted by phone. Phone interviews can be a cost effective way to interview potential candidates who are not located close enough to meet in person, especially for first round interviews. Remember, even though you are not face to face with the hiring manager, your objective is still the same which is to convince the hiring manager that you are the best person for the position. Although the basic preparation would be the same as for any interview, there are some additional things to keep in mind. Here are some tips: Be ready for the interview at the appointed time and have all of the items you

will need with you, such as a pen, paper, a copy of the requisition. Never ask the interviewer to hold while you get ready.

Make sure that you are in a quiet location without any interruptions or background noises such as music, TV, car horns, voices, or ringing phones. If you are not using your mobile phone for the phone interview, turn it off to avoid interruptions and static.

Remember to speak clearly and don’t rush. Some people tend to speak faster on the phone than they do in a face-to-face conversation.

Keep in mind that there will not be any visual cues, so listen to each question carefully. It is best to write down the question, so you can stay focused.

Stop talking when you have finished answering the question. People tend to drone on when talking on the phone.

Use verbal cues to determine the expectation of your interviewer, such as: “Did I answer your question, Arnette?” Or “Would you like more details, Sue?”

Be comfortable with a short silence as you wait for the next question to be

asked. It is common for an interviewee to start talking during the silence. Be careful not to over talk.

Maintain energy in your voice so that your self-confidence and interest in the job come through during the entire interview.

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PANEL INTERVIEW

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A Panel Interview is an interview conducted by 2 or more team members. This method is used so that all of the people involved in deciding who to hire get an opportunity to meet and interview you at one time. Tips for Panel Interviews: If possible, find out who will be on the panel and use web phone to study

names and job titles.

When entering the room make eye contact with each individual and acknowledge them by repeating their names as they introduce themselves.

If you are sitting when panel members introduce themselves, you may want to jot down their names in seating order.

As you answer a question, add the personal touch of occasionally calling people on the panel by their name. An example would be:

“Jeff, that’s an excellent question…” Or “Harriet, did I answer your question?” When a panel member asks you a question, it is best to spend 50% of your time

looking at them while you answer the questions, and the other 50% of your time looking at everyone else on the panel.

Thank everyone when you leave, even if just with eye contact, if the exit is not conducive to a handshake.

Be sure to send everyone on the panel a thank you note, not just your main contact.

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CLOSING AN INTERVIEW

PAGE 18 Always be prepared to ask the interviewer questions at the end of the interview.

Sample Questions to Ask Your first questions should be to clarify anything about the job that you are unsure about: • “Could you explain a little more about this project?

• “You said 50% of the time would be allocated to project management, what would the other half entail?”

• “Would I be reporting to both you and Cheryl, or do I have one direct supervisor?”

Describe the daily work environment.

Is there any training for this position?

What is the next step in the interviewing process?

What are the organization’s plans for growth in the next five years?

How are problems solved and decisions made within the department and

organization?

What kind of support does this position receive in terms of staff, equipment, and budget?

Would it be possible to meet the people who work in the department?

How many other candidates are you considering for this position?

Are there any recent or anticipated changes in the structure of the organization?

When you sense the interview is coming to an end, there are some important steps to complete.

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CLOSING AN INTERVIEW – CONT.

PAGE 19

At the end of the interview you may want to:

Ask the interviewer if there is anything else that you could provide them (i.e.

references, background information, or work samples if applicable).

Express your interest in the position and thank the interviewer for his/her time.

Ask about the next step in the hiring process if you haven't already. You do not want to leave without knowing when a hiring decision might be made or if there will be another round of interviews. Make sure you are clear on how they plan to contact you next.

Thank the interviewer for his or her time!

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THANK YOU LETTER

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You should always follow up with a thank-you letter within 24 hours of the initial interview. Send a typed or handwritten professional-looking thank-you letter to the interviewer. Sending a professional thank-you email message or phone call is certainly acceptable; however the traditional hand-written format is widely appreciated. Remember that spelling a name wrong, typos, or poor grammar can cost you the job. Take time to make the thank you note professional! Sample 09/15/2009 Dear Ms. Wall: Thank you for the opportunity to meet with you and your team yesterday to discuss the position of Supervising Manager for your department. I understand the interview process is continuing and want to re-affirm my interest in the position. As I mentioned during the interview, my ability to generate creative solutions to difficult problems and my skills in employee development, customer service, and project management make me a solid choice for this position. I appreciate the time and energy, which was extended to me and look forward to talking with you again. Sincerely, (You Signature) Your Name

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CONTROLLING ANXIETY

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The word “interview” often causes feelings of anxiety and fear. By following these steps, you will minimize your anxiety level and raise your confidence level which will allow you to focus on the interview and impress the hiring manager. If you are prepared, your self-confidence will be high. The more you practice,

the more relaxed and confident you will be. Practice answering the questions alone, then when with a partner. You may want to try writing down your potential answers to help organize your thoughts and stay focused.

Think of the interview as a conversation between two people, because that is exactly what it is. The interviewer is trying to get to know you as an employee and as a person.

Plan ahead. If you know there is a possibility of traffic, getting lost or bad weather, then make sure you give your self plenty of time to get there. It’s always better to arrive early and wait, then arrive late and make the interviewer wait.

Remember to breathe when you feel your anxiety rise. Pause for a moment and take a deep breath.

Use the interview as a learning experience. Evaluate what went well and what you want to improve for the next interview.

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DRESSING FOR THE INTERVIEW

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Dress for success! It is important to prepare ahead of time to make the best possible impression. To get a job, it isn't enough to be competent; you also have to look competent. Research the way people dress in the organization. Is it a more formal or casual environment? Even if the dress code appears casual, remember that it is safer to "dress up" for an interview than “dress down.”

Guidelines for Women There is no single look for all women. For a management position, a dress, suit, or slacks and blazer in a conservative pattern, style, and color is usually most appropriate. For less formal positions, dress neat and appropriate for the job. Keep your jewelry simple. Avoid long dangling earrings. No more than one ring

per hand and no more than one bracelet. The less jewelry, the better. Jewelry can be a distraction for a hiring manager, so keep the focus on you and not the accessories.

Your shoes should be well polished. Your purse should be in good condition, zipped and not bulging. Your makeup and hair should appear natural. Do not wear heavy perfume because it can be a distraction. A fresh clean scent is

best.

Guidelines for Men For upper management positions, a conservative suit in a medium to dark color is usually preferred. For less formal jobs, a sports jacket and dress slacks are acceptable. White or blue long-sleeved shirts are traditional and safe choices. Your tie should

be up-to-date, in style, and in good taste. Your shoes should be well polished. Socks should be over the calf and match or

coordinate with your outfit. Belts and buckles should be plain and conservative. A wallet and briefcase should

complement your appearance. Bulging wallets and sloppy briefcases will detract from the professional image you are trying to convey.

A close shave is a must. If you have a beard or mustache, it is best to keep them short and trimmed.

Aftershave or cologne should be subtle. If you feel good in what you are wearing, your confidence will shine.

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PAGE 23

Networking

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NETWORKING BASICS

PAGE 24 What is Networking?

Networking is the on-going process of creating and maintaining mutually beneficial relationships. Successful networking is about give and take - each person must be committed to offering information as well as receiving it. If you think networking isn’t for you, think again. Everyone has an existing network - and it's more extensive than you may. Why is Networking Important/Beneficial? Networking is a proven way of exploring the “hidden job market”

(unadvertised job opportunities). An estimated 70 - 80% of all career opportunities are found through some

form of networking. Having contacts means power. Networking Tips Be generous with the information you share, and you will find people equally

willing to share information with you. Diversify your network – look outside your comfort zone. The more people

you introduce to each other, the wider your circle of influence will be. Project a positive, confident attitude. Adopt a role model/mentor who is a successful networker and study his/her

techniques. Ask open-ended questions to get other people talking and then listen more

than you talk. Thank the people who help you - a thank you card can leave a lasting

impression, and help build valuable, long-term relationships. Consider joining an association, such as an Employee Resource Group or a

community organization.

Avoid These Networking Mistakes Do not wait until your career is in crisis to start networking. Networking can’t

be done overnight . Build your network when you don’t need it. Do not discount anyone as irrelevant to your networking process. Follow all

leads because you never know who is going to get you the connection you need.

Avoid using networking as a job interview in disguise. Do not hesitate to ask for help. People cannot help you unless they have a

clear understanding of your networking needs and career goals.

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FOUR POWERFUL NETWORKING STRATEGIES

PAGE 25 Power Tool #1 - Informational Interviewing

Talk with people who are currently in a line of work that interests you! The informational interview can help you:

Get real information about the day-to-day work involved in doing the job. Network with people who are currently doing a job you like. Get ideas from the people you interview for further job resources. Understand education and skills requirements for the job. Remember: Bring a resume. Never ask for a job. Listen and show interest. Dress the part. Send a thank you note.

Questions to ask in an Informational Interview Could you briefly describe a typical day's activities? What type of experience, training, education or skills would be necessary for

someone entering this field now? Can you refer me to other people in the business with a similar types of jobs as

yours. What do you like best about your job? What do you like best about your supervisor? What are some of the frustrations you have in your job? What trends do you see for growth or downsizing in your job/field?

Add some questions of your own. Think about what you want and need to know.

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PAGE 26


Power Tool #2 - Contact Lists

Maintaining a contact list will allow you to open up doors to new opportunities. By keeping a contact list, you will be able to find people much easier, maintain relationships and avoid having to track down someone when you need them most. When you are in a job seeking mode, pick appropriate people from your lists to contact and ask for help. List A: Individuals who are one level above you or more in management. People who have the power to hire you. People who have the job you want.

List B: Peers. Family, friends and neighbors. People you know casually around the workplace. People you know in your community. Members of organizations in which you are associated. Referrals from Category A.

List C: All other people you know who you may not think can help you. Individuals not in a power position. Believe it or not, many job leads come from this group.

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PAGE 27


Power Tool #3 - The Elevator Speech What is the Elevator Speech?

In order to network you will always need to introduce yourself to potential contacts in a concise and energetic way that will leave a lasting and positive impression.

There are three parts to an Elevator Speech: • Introduce yourself, • Sell your skills and characteristics • Clarify your goal or What you have to offer the person or company.

Be prepared to sell yourself in the time it takes to ride the elevator with someone who could be a good contact for you to make, hence the term “elevator speech.”

Tips in preparing your speech:

Keep it short, only 3-5 sentences long. Practice so that it sounds natural, not like a memorized script. Tell what is unique about you: state your expertise. Focus on what you have to offer the organization or company. Have your business card on hand. Make notes on the back to remind the

person who you are.

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PAGE 28


Ken Singleton 582 Culver Avenue

Milwaukee, WI 53233 (414) 687-9929

[email protected] May 30, 2009 Thomas Staub Human Resources Manager Wilson & Associates 682 Main Street Milwaukee, WI 53202 RE: Your Assistant Controller Position Dear Mr. Staub, As a management professional with demonstrated success in maintaining budgets and business reporting, I am seeking a new career as an Assistant Controller. Larry Klein was confident we could mutually benefit from my expertise. In discussing the job requirements with Larry, my experience seems to match your needs as detailed below. I am hopeful you will consider me for an interview. Thank you for your consideration. Sincerely, Ken Singleton Enclosure: Resume

Your Needs: My Qualifications:

Four-Year Degree BS Degree in Accounting

CPA Credential CPA + Continued Training

Reporting Experience Compiled data for weekly, monthly, quarterly, and annual reports and inventory valuations; created balance sheet and cash flow analysis

Computer Proficiency Proficient in MS Office and General Ledger Applications

Accounting Systems Implementation 75% increase in production in my current team through creation of streamlined systems and reporting

Power Tool #4 - The T-Letter The “T” letter is a term coined by the Wall Street Journal indicating that the format of the letter is like a capital “T”. The letter is designed to bridge your skills to the hiring manager’s needs point by point.

Sample T-Letter


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Presentations: The AT&T Career Development Resource Center offers presentations through open enrollment sessions on the following topics: Writing an Effective Resume LSO Course 60484916 Tips for Successful Interviewing and Networking LSO Course 60484918 AT&T OneStop Career Development Resources Overview for Employees LSO Course 60605814 Mentoring Tips and Tools LSO Course 60527437 Career Planning Resources LSO Course 60521619 (employees), 60605630 (supervisors) Networking: Creating Professional Relationships That Work For You LSO Course 60603928 Creating Your Personal Brand LSO Course 60892520

To schedule a special presentation for your group (50 attendees or more) please contact the center. PLEASE NOTE: these are presentations, and no course credit is earned through the LSO/eCORP.) Contact Us: Phone: (888)355-2227 Email: [email protected] Websites:

Career Development websites:

AT&T OneStop:

http://hronestop.att.com >> Your Career Matters >> Career Development

or

AT&T University for Managers:

https://hr.web.att.com/tuniversity/Pages/default.aspx

>> Career Development

ADDITIONAL RESOURCES

PAGE 29



https://hr.web.att.com/tuniversity/Pages/default.aspx

Documents

Successful Interviewing and Networking · Expect questions such as, “Give me an example of when…” or “Tell me about a time when…” Example: “Tell me about a time when