Most people get nervous when they’re being interviewed for a job. They are peppered with questions that are meant to get to the core of their technical abilities, motivation, and fit. It’s a stressful situation. This is called “getting the nerves,” and it’s natural. Most likely you feel the same way about interviews.
But what if you are unable to get past the nerves because of anxiety? What can you do that will prevent you from losing the opportunity for the job? How can you stop your hands from shaking, your voice cracking, or even breaking into tears. In this post I’ll talk about what to do if it’s more than having the “nerves” in an interview.
Admit to yourself that you’re anxious
You’re not alone in feeling anxious. Knowing this should give you solace. Many job seekers have told me that they felt so anxious that they couldn’t think straight and answer the questions entirely. A few have even told me they had to remove themselves from the situation. While this is not “normal behavior,” it does happen.
Telling others, job counselors, a therapist, or even friends, could be helpful. Talking about how you feel can relieve some of your anxiety. Hearing from those you talk with that being anxious is understandable will be of comfort. Further, talking with someone who felt anxious in interviews, but landed a job regardless will give you a better sense of hope.
Know that the interview/s are barriers to getting a job, and once you’ve overcome the barrier, you will be able to do the work required to succeed. Remember that you want the job for which you’re applying; it’s the end game. This will take preparation, though.
Do your research before an Interview
I tell my clients that being prepared for an interview will give them confidence. This means thoroughly researching the position and company. If you’re really good, you’ll research the competition. People who interview without preparing—winging it—generally perform poorly in an interview.
While it’s important to research the position and company, you will benefit also from preparing mentally for the interview. This will include getting a good night’s sleep the day before. The day of the interview, you should take a leisurely walk and rehears answering the questions you predict will be asked. Or you might prefer answering the questions while looking into a mirror.
You might benefit from participating in a taped mock interview which will show you how you respond to questions, as well as your body language. I conducted a mock interview with someone who my colleague believed to be anxious. The client’s answers were fine; however she appeared tense and fidgeted with her fingers. My suggestion to her was that she keep her hands in her lap.
Admit to the interviewers that you’re anxious
Chances are that at least one of the interviewers—if it’s a group interview—suffers from anxiety and can relate to your condition. Perhaps one or more of the interviewers know others who suffer from anxiety. They should be empathetic if they know your condition.
You can simply say before the interview begins, “I’m a bit anxious at the moment. Interviews are stressful for me. I hope you understand.” Chances are that they’ll understand your feelings.
In fact, anxiety is more prevalent than you might suspect. According to the National Institute of Mental Health, approximately 19 percent of adults suffered from anxiety.
An estimated 19.1% of U.S. adults had any anxiety disorder in the past year.
Past year prevalence of any anxiety disorder was higher for females (23.4%) than for males (14.3%).
An estimated 31.1% of U.S. adults experience any anxiety disorder at some time in their lives.
It is possible that you aren’t clinically anxious, but interviews and other social situation cause symptoms of anxiety. The most important thing is the message you deliver. Focus on expressing the value you will bring to the table. If you have to pause at times, that’s fine.
When your anxiety is debilitating
You may suffer from clinical anxiety, in which case you’re probably taking medication or attending therapy to keep it at bay. Healthy Info Daily describes the biological reasons for anxiety:
For a person with severe anxiety, their neurotransmitters are not working properly, and important messages can’t get through properly, which in turn causes the brain to work improperly, leading to anxiety, depression and other stress-induced disorders.
There are obvious signs of anxiety. Some symptoms of anxiety are excessive worrying, sleeplessness, panic attacks, fear/discomfort around crowds, and fear of speaking in public. Compound your anxiety with the pressures of an interview, it’s no wonder being interviewed is difficult. However, knowing you’re suffering from anxiety will explain the fear you experience in an interview.
In some cases, job candidates may need intervention or help from a vocational professional. This is in severe cases and usually for candidates who won’t be serving customers. Jobs that are individualistic would be best for them. If you fall under this category, it’s important that you apply for jobs appropriate for you.
Disclose your disability at some point during the interview, perhaps at the beginning. You have the ability to handle the responsibilities of the job; however you will require accommodations. It’s best to let employers know this before they hire you, as if you’re hired and then disclose your disability, your supervisor will most likely distrust you and might find reasons to let you go.
Interviews can cause mild to server anxiety for many people. If you happen to be one who gets anxious in an interview, reflect on why you are, ask for help from others, and if your anxiety is severe consider medication as a means to keep your anxiety at bay.
One of my clients told me recently that the mock interview I conducted with her was the best experience she’s had preparing for interviews to date. This was after a session where I reviewed her performance with constructive criticism, at times brutal honesty.
I understood my client’s sentiment, because I also think a mock interview is extremely effective, if done correctly. I’ve conducted hundreds of mock interviews over the course of my tenure at the urban career center for which I work.
You don’t have to be a career advisor in order to conduct a mock interview. You can be a friend or relative. But to successfully conduct a mock interview, you must cover the following four components.
1. Keep the interview itself short
The length of the mock interview should be no longer than 45 minutes; you’ll want to give yourself time to play back the recorded interview. The playback gives the client and you the opportunity to address the strengths and weaknesses of her performance.
The goal of a mock interview is not to make it the length of a real interview. Where the real interview might be a marathon, the mock interview is akin to a sprint. It is intense and just long enough for the client to get the idea of how she performed. Additionally, the interview part itself can be exhausting if it is 90 minutes long.
2. The mock interview should be filmed and played back
If possible, you should should film the mock interview with a digital camera. The old saying the camera never lies is true. Not only is it important for your client to hear the content of her answers and the tone and inflection of her voice; she also needs to see her body language and other nuances.
Your client, and you, may forget the answers she gives. Filming the interview allows both of you to hear her answers again. You can comment on her answers intelligently and accurately. For example, “Your answer to this question asking why you left your most recent position is a bit too long,” you may comment. “And refrain from blaming your supervisor if possible.”
Seeing her body language can be even more important to your client than hearing her answers, particularly if her body language is extremely poor. One of my clients came across so stiff that he didn’t move his hands the whole time. His eye contact was extremely poor, as well. He recognized this because of seeing the recording and vowed to correct his body language and eye contact.
Usually I don’t have the time to get through the entire playback, but this is fine. I ask participants to bring a thumb drive with them so they can review their mock interview at a later date.
3. Clients must take the mock interview seriously
Be sure to make this clear before a few days of the mock interview. Tell your client that it will be treated as a legitimate interview. Setting this expectation will ensure that the atmosphere will be professional.
This begins with something as simple as dressing the part. I can tell when a client is serious about his mock interview by the way he dresses. If he comes dressed to the nines, this is a good sign. On the other hand, if he comes dressed in a tee-shirt and shorts, this is a turnoff.
The participant must also have done his research. For example, if you ask, “What can you tell me about this company, and why do you want to work here?” it is unacceptable for him to tell you he will know the answers in the “real interview.” No, he must see the mock interview as a “real interview.”
Your client must be an active participant. I will ask for my client’s input during the playback of the mock interview. This is his opportunity to comment on the content of his answers, as well as his body language. As the interviewer, you don’t want to give all the feedback. It’s important that the participant does some self-critique.
4. You must also take the mock interview seriously
This means being prepared. If I show up for a mock interview unprepared, it doesn’t go as well; and I sense that my client knows this. I might ask canned questions.
Before conducting a mock interview, ask your client to provide two documents, her résumé and a recent job description. From these you’ll write the questions for the interview. You don’t necessary have to stay on script; you might fall into a more conversational mode if the spirit drives you.
The questions must be challenging, without embarrassing your client. It’s also important to come across as friendly in order to put her at ease. On the other hand, if you know your client will encounter stress interviews, make the mock interview stressful. Generally speaking, the mock interview must build confidence, not demean your client.
At times you might experience resistance from your client. Hold your ground. She doesn’t need to agree with everything you say; and you might want to preface this at the beginning of the critique. Keep in mind that she will know more about her occupation, but you know more about the interview process. However, if you are unprepared, your authority goes out the window.
5. Ask challenging question
As mentioned above, when conducting a mock interview, make the questions challenging. Ask questions that 1) determine the interviewee’s self-awareness, 2) her understanding of the position, 3) her knowledge of the company, 4) and even her take on the competition.
My preference is to ask more behavioral-based questions than the typical no-brainers. The “What is your greatest weakness,” “Why should we hire you,” and even “Why did you leave your last company” questions are ones the interviewee’s can rehearse.
Focus on the job description she’s provided and ask questions like, “Tell me about a time when you managed a team of more than 5 people. How did that work out.” This will require her to come up with a thoughtful story using the Situation-Task-Actions-Result formula.
Even though behavioral-based questions take longer to answer, they reveal many more skills than you ask about. To determine if the interviewee demonstrates self-awareness, ask questions that require a negative result, such as, “Tell me about a time when you led a project that didn’t go well.” Will she blame others or take ownership of her faults?
Mock interviews can be the most valuable job-search tool for a candidate. I encourage my clients to participate in them as much as possible. Many express discomfort at the idea of being asked questions, let alone being filmed. When you have the opportunity to conduct a mock interview with a client, don’t hesitate. You’ll be doing your client a great favor.
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There are plenty of articles floating out there declaring questions for which job seekers should be prepared. “What is your greatest weakness?” is a popular one. “What would your former boss say about you?” is also common. “Why were you let go from your last job?” scares the bejesus out of job seekers.
But the questions above are ones that job candidates can predict will be asked. That’s why I tell my clients that they should have an answer in mind before even getting to the interview. The same goes for every other traditional question.
To create this guide, LinkedIn polled 1,297 HMs to determine which “soft skills” the HMs feel are important for a candidate to demonstrate. LinkedIn then came up with five questions for each skill, totaling 30, that the HMs should ask. The majority of the questions are behavioral-based ones.
So, what are the skills of most interest to the HMs who were polled? Here they are in order of importance:
Adaptability
Cultural Fit
Collaboration
Leadership
Growth Mindset
Prioritization.
What’s so special about behavioral-based questions?
If you think behavioral-based questions are not important, think again. Behavioral-based questions are being asked in interviews because employers see value in them. Behavioral-based questions are an accurate predictor of job candidates’ behavior in the future.
“The good news is that behavioral interview questions are a proven way to reveal a person’s ability to collaborate, adapt, and more. By looking at their past behavior, you can more easily determine what someone will be like to work with,” says LinkedIn
Most job seekers have difficulty answering behavioral-based questions. Why? These questions demand a great deal of preparation and the ability to answer them with a compelling story. But with preparation comes success. Go into an interview without preparing your stories can lead to disaster.
Some things to consider when answering behavioral-based questions. First, know that they’re used to discover strengths and weaknesses in a candidate. Second, answering them requires telling a brief story. Third, they reveal requirements for the job.
How to answer behavioral-based questions
The best way to answer behavioral-based questions is by telling a story using the S.T.A.R formula, where:
S stands for the situation you faced at work;
T is your task in that situation;
A the actions you took to solve the situation; and
R the positive result/s.
You’ll want to keep the situation and tasks brief, perhaps 20% of your story. The actions should be the main part of your story, let’s say 60%. And the result/s is also brief, the other 20%. Does it always work out this way? No. Can you start with the result first? Sure.
The soft skills employers feels are important
Adaptability
Says LinkedIn: 69% of hiring managers say adaptability is the most important skill.
The most popular question: “Tell me about a time when you were asked to do something you had never done before. How did you react? What did you learn?”
This question makes me think of a colleague in the next cube saying loudly, “I wasn’t hired to do this work.” A person with this mindset won’t answer this question well–they’ll crash and burn. Companies don’t operate on still mode; there’s constant flow. A successful answer would sound something like:
The webmaster of our company left abruptly. At the time I was the public relations manager. The CFO asked me to take over maintaining the website.
My first step in the process was to learn how to use Dreamweaver quickly, plus brush up on some HTML I’d learned in college.
I also had to gather information that the company wanted posted on the site. This required interfacing with Engineering, Marketing, Finance, Sales, and the VP. Often times I would have to write original content and get it approved by each department.
One department that was especially difficult from which to gather information was Engineering. I had to explain to them that their information was vital to the success of the website. In addition, their names would be mentioned. That did the trick.
There were moments of frustration but I grew to like this task, and the VP commented that I was doing a great job. I would say I saved the company close to $50,000 over a six-month period.
Cultural fit
Says LinkedIn: 89% of hiring managers say adaptability is the most important skill.
The most popular question: “What are the three things that are most important to you in a job?”
Although not a behavioral-based question, this requires knowledge of the company’s work environment, including the position and culture, before going to the interview. If the three aspects of the position and culture align well with your values, this will not be a difficult question to answer. With this knowledge your answer would be:
The most important aspects of a job would be in this order: a variety of tasks, leading in a team environment, and achieving the results to get the job done. I am excited to work oversee a team in the inventory room, purchase the exact amount of products for distribution.
There’s nothing like leading a team that practices lean methods to get the job done. I’ll be clear in my expectations like I have been in the past, leaving no room for doubt. I’ve been told by my boss that I’m a natural leader.
The third aspect of this job I’m looking forward to is the autonomy that it will offer. My team and I will be held accountable for the meeting company goals which is something I’ve always achieved in the past.
Collaboration
Says LinkedIn: 97% of employees and executives believe a lack of team alignment directly impacts the outcome of a task or project.
The most popular question: “Give an example of when you had to work with someone who was difficult to get along with. How did you handle interactions with that person?”
Answering this question will take diplomacy and tact. You don’t want to come across as difficult to get along with while at the same time you don’t want to cast aspersions on the colleague with whom you had a conflict. You might answer this question like this:
I’m generally a very organized person. I was working with another software engineer who was very talented but didn’t always get the assignments he was given completed on time. This was frustrating, as it effected the team and landed us in trouble with some of our clients.
After some heated discussions, held privately, I offered to help him with his organizational skills and he accepted my help, knowing his performance was hurting not only him, but the team only. Reluctantly he accepted my help, but in the end he became more organized.
Leadership
Says LinkedIn: High-quality leadership 13X more likely to outperform the competition.
The most popular question: “Tell me about the last time something significant didn’t go according to plan at work. What was your role? What was the outcome?”
This is a tough question because it calls for an instance when you didn’t come through with a positive result. You have to be prepared to answer questions that ask for negative results. Keep your answer brief and don’t bash any of your colleagues. Interviewers want to hear self-awareness.
Our company was launching a social media campaign. As the marketing manager, my role was to over see this project. I was given two months to complete the project. One piece was to develop a LinkedIn company page and LinkedIn group. I didn’t stay on top of this. As a result, we were two weeks late in completing the project. The outcome was a brief reprimand from my boss.
Growth potential
Says LinkedIn: When an employee leaves, it costs your company 1.5X the employee’s salary to replace them.
The most popular question: “Recall a time when your manager was unavailable when a problem arose. How did you handle the situation? With whom did you consult?”
To answer this question you need to demonstrate your problem-solving and leadership abilities. State the problem briefly and then describe the actions you took. Finally explain the positive result.
One of our clients was upset because our CRM software wasn’t as user friendly as they had expected. As the systems engineer who was responsible for the integration of our software, I felt I was also responsible for servicing our customer.
Since my boss was on vacation, I had to make a decision as to how to proceed with the issue. I decide that bothering him wasn’t the best route to go. Normally he would prefer that I have his approval to go onsite to our clients, especially if I was working on another project.
I made an appointment to see our client the day after I heard about their disapproval. When I arrived, the CEO met me, and I could tell she wasn’t happy. She took me to the sales department, where I spent an hour going over all the features of our software.
In the end, they were ecstatic with our product. They didn’t realize the capability of it. Furthermore, the CEO sent a glowing email to my boss describing her pleasure of having me making a special visit to her company.
Prioritization
Says LinkedIn: Being unable to prioritize means that key assignments fall through the cracks.
The most popular question: “Tell me about a time when you had to juggle several projects at the same time. How did you organize your time? What was the result?”
This question gives you the structure needed to answer it successfully. It provides the situation and task, the skill the interviewer wants to hear about (organization), and the result. With this guidance, your answer might go like this:
Two years ago I had three projects that landed on my plate. I was asked to present at our company’s largest trade show, we had a new build that had to be released around the same time, and I had to prepare performance reviews of my staff. I definitely had to organize my time for all three to go as planned.
I discussed this with the VP and told him that doing all three were near impossible. He agreed. If I had help with one of the projects, I could complete the other two. I decided that the release of our new build was most important, considering three of our clients were dying to purchase it.
The presentation was the second priority. I had to prepare speaking notes and have my marketing specialist create a PowerPoint presentation. She was fully capable and took the ball and ran with it.
For the performance reviews, my VP and I decided that we would have a working lunch or two, if needed, and I would provide him with all the reports on my staff. The reports were mostly positive, save for one of my staff who needed to pick up his game.
By the time of the deadline, we shipped the build two weeks ahead of projection, I was confident the speaking engagement would go very well, and my VP had all the information he needed to conduct the performance reviews.
LinkedIn also provides questions for you to ask HMs
Your job is not only to answer the questions HMs throw at you; it’s also to have questions to ask them. If anyone tells you it’s alright to say you don’t have questions to ask, they’re out of their mind. I tell my clients to have 10-15 questions to ask at the end. In case you’re at a lost, here are seven to start you off.
Why did you join this company, and what keeps you here?
What does success look like in this position?
What was the biggest challenge affecting the last person in this job?
Why do people say __________ about your company?
How does the company measure success?
What would you expect from me when I start, after three months, and after a year?
Can you describe what my career path could look like?
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The interview is the most important component of the job search; it’s the End Game. For the job candidate, there’s no room for error. For the interviewers, they can’t make the costly mistake of hiring the wrong candidate. Is the process perfect? No, it’s far from perfect, but it’s what employers have.
Some job candidates find being interviewed exciting, others get anxious being in the “hot seat,” and a few are utterly terrified of interviews. Whichever you are, these articles can help you in the interview process, or at the very least make it easier. Read some of them, or read all. They are still relevant.
Congratulations, you’ve made it to the interview. Now you have to prepare for it. This will involve five components: Preparing for video interviews; Understanding how to answer the questions that will be asked; Thinking of intelligent questions to ask the interviewers; Knowing how to answer the salary questions; and Following up with your recruiter. All of this is covered in this article.
If you’re a job seeker who is having trouble finding the right way to communicate with recruiters, this article is for you. You see, there’s an art to communicating with recruiters. It’s not a subtle art; it’s a common-sense type of art.
It’s almost inconceivable that “What is your greatest weakness?” is a question still asked in interviews, but many job seekers I’ve asked say they’re getting the weakness question in one form or another, which means that hiring authorities see some value in it. Mind boggling.
This is an interview question that can be a cinch or difficult for job candidates to answer, depending on the reason for leaving their position. Always expect this question in an interview. It only makes sense that the interviewer would like to know why you left your previous job.
Sixth years ago I wrote this article in jest. However, I was told recently by a good source that a candidate was rejected for a job at her company, because the candidate was sporting a tattoo at the interview. Perhaps there is more to this story than people think.
While some employers are conducting in-person interviews, many of them are still using video interviews—Zoom, Skype, WebEx, MS Teams, Facetime, etc.—to fill positions. Video interviews have become more of the norm because they’re more convenient for employers and job candidates.
One of my clients told me recently that the mock interview I conducted with her was the best experience she’s had preparing for interviews to date. This was after a session where I reviewed her performance with constructive criticism, at times brutal honesty.
I understood my client’s sentiment, because I also think a mock interview is extremely effective, if done correctly. I’ve conducted hundreds of mock interviews over the course of my tenure at the urban career center for which I work.
The majority of people I interview aren’t transparent when I asked the questions that require them to reveal something about their personality. The question could be what they enjoy doing outside of work or even something as simple as the genre of literature they prefer.
This is natural; who wants to talk about their personality with a complete stranger? In an interview their focus is on answering questions that are relevant to the job at hand. This is what they’ve prepared for.
Three career strategists recently weighed in on ageism in this post. All three couldn’t deny that ageism exists, but the question is when does this deterrent to employment effect older job seekers? The most obvious of stage in the job search is the interview. This is why older job seekers need ways to combat ageism.
Has it always been the case that shorter is better? I’m sure there was a time when verbosity was appreciated; when long-winded stories captivated the listeners. Even elevator pitches—statements that answer, “Tell me about yourself”—were longer. I remember a workshop I led where I encouraged two-minute elevator pitches….
It’s inevitable. When an older job seeker delivers their elevator pitch to me, they lead with something like “I have 20 years of experience in project management.” My reaction to this auspicious beginning is that it’s not…auspicious. In other words, the person’s years of experience doesn’t impress.
I have the privilege of working at an urban career center where the average age of our clients is 53. For older workers, the job search can come with challenges—one of which is facing stereotypes, due to their age, from employers. This article examines 10 false stereotypes older workers face.
Going into an interview is nerve wracking, especially when you’re not sure which questions will be asked. Questions like, “What is your greatest weakness” is predictable but what about behavioral-based questions. Read this article to learn which skill employers are looking for and the types of questions they’ll ask.
Networking meetings–often called informational interviews–are a gem for job seekers who are serious about their job search. One, two, three networking meetings are not enough; you have to be committed to asking for them and presenting great questions. The account I give at the beginning of this article is not the the to ask for a networking meeting.
This is one question you must be prepared to answer in an interview. You might think it’s airtime filler for interviewers—a question to check off their list. Not so fast, there are times when interviewers are concerned. Very concerned. Here are three major concerns interviewers might have.
It is 2020 and you are in the job hunt, either because you are unemployed or looking for a better gig. While the hiring process might be painfully slow, you still must shine in the interview, and this means every stage of the process.
Here’s some good news: I asked 5 interview authorities to weigh in on what to expect in 2020. They tell you what to do before the interview, what to do during the interview, and what to do after the interview.
LinkedIn has launched a new interview-practice feature which leaves me with a sense of ambiguity. On one hand, I think it’s a great attempt to educate job seekers on how to interview for a position. On the other hand, there are limitations to this new feature.
What should we expect with any feature that tries to be all things to all people? Where you might love the new information presented, I might see it as slightly contrived and overdone. LinkedIn has done its best, and I give credit where credit is due.
Recruiters are often the front line of the hiring process; they advertise an open position, read more résumés than they’d like, interview and screen multiple candidates, and finally present the best of the best to the hiring manager (HM). And all of this leads to the interview.
Even if it’s been five years since you’ve had to look for work, you might not be aware of all the tools employers are using to find the best candidates. Employers are being more creative with their hiring efforts while making it more difficult for job seekers to land a job. Let’s begin with the first and most well-known tool.
There are three obvious qualifications job candidates must demonstrate in the interview—read this article to learn about them. But there’s one qualification you might not have considered. It is revealed in this article.
Although this article is not specifically about interviewing, knowing your job-search stories is important. They’re important to networking, your LinkedIn profile summary, and interviewing.
Tough interview questions can raise the hair on the back of your neck, and behavioral-based job questions usually fall into that category. One behavioral-based question my clients say catches them off guard is, “Tell me about a time when you failed in your job.”
“Tell us about a time when you were successful at work” is a behavioral-based question you might face in an interview. This is a common question which can be challenging if you’re not prepared for it.
No one likes to talk about the mistakes they’ve made. However, interviewers want to know about more than just your successes. They want to hear it all — the good, the bad, and the ugly. This includes your mistakes.
You might have had to motivate someone to do their work, whether it was a coworker or subordinate. They might have been the bottleneck that was holding up a major project. This is frustrating, especially if you like to finish projects before the deadline, nonetheless on time.
Let’s look at a behavioral-based question whose purpose it is to determine a candidate’s ability persuade her boss: “Tell us about a time when you convinced your boss to adopt an idea that he disagreed with.”
You’re in a group interview and it’s been going smoothly. You’ve answered the questions you prepared for. To your credit, you read the job description and identified the most important requirements for the job, Marketing Manager.
The interview is going so well that you’re wondering when the hammer will fall. When will the killer question be asked? That question would be, “Tell us about a time when you had to deal with pressure.”
Interviewers want proof of what you’ve accomplished or failed to accomplishment. You can achieve can prove your assertions by delivering a well crafted stories. You’ve probably heard of the STAR formula. You’ll use this formula to guide yourself through telling your story.
Interviews are not something most people relish, especially if they have to address the fact that they were fired. (I prefer the term, let go.) The fact is that people are let go, good people. So the revelation will come when an interviewer asks, “Why did you leave your last job?”
One of my clients was supposed to have a face-to-face interview, but it was scheduled for a day of a Nor Easter. With the interview an impossibility, what would be a plausible alternative? The answer is simple: the company could conduct a Skype interview. And that is what happened.
The future of job interviewing may include increasingly more Skype interviews. If you’re a job seeker and haven’t had a Skype interview yet, chances are you’ll have one soon.
In my interview workshop one attendee asked if having to perform a skill for an interview is normal. I told her that it might not be commonplace, but it’s a great way to find the right candidate, along with asking behavioral-based questions and tough technical questions.
Most people get nervous when they’re being interviewed for a job. They are peppered with questions that are meant to get to the core of their technical abilities, motivation, and fit. It’s a stressful situation. This is called “getting the nerves,” and it’s natural. Most likely you feel the same way about interviews.
You’re probably aware of the order in which employers attempt to fill a position. First, they consider their own employees; second, ask for referrals from their employees; third, seek referrals from trusted people outside the company; fourth, hire recruiters; and lastly, advertising the position. Or they use a combination of all of these.
You’ve probably heard the saying, “Employers don’t care about what you’ve done; they care about what you will do.” If you haven’t heard this, rest assured it’s the truth. By conducting multiple interviews, employers are trying to determine how you can save them money, improve quality, increase revenue, improve productivity, and help the company in other ways.
The directive from the interviewer, “Tell me about yourself,” strikes fear in the hearts of even the most confident job candidates. That’s because they haven’t given serious consideration to how they’ll answer this directive.
We rarely see articles on how extraverts* can succeed at getting to interviews, but we often see articles directed toward introverts on this matter. In fact, I can’t recall self-help articles, let alone books, for extraverts (Es). This said, Es need to focus on their strengths and challenges that get them to interviews.
Succeeding at the interview begins before you sit in the hot seat. The first step is being mentally prepared. This means overcoming the negative feelings that came with losing your previous job. To lose a job for any reason can be a blow to your self-esteem.
Interviewing for a job is tough, whether you’re actively or passively seeking. If it were so easy, people like me wouldn’t have to provide advice on how to interview. One of the challenges of the interview process is knowing yourself, really knowing yourself.
To be an excellent baseball player or pianist, you need to practice, practice, and practice. You wouldn’t expect to hit home runs effortlessly or play at Carnegie Hall with no practice. The same principle applies to interview success.
Guess what; all of the lessons you were taught as a child apply today. Now that you’re an adult, you still need to maintain consistent eye contact, deliver a great handshake, smile, and more. And if you’re interviewing, your first impressions count more than ever.
You’ve been invited in for a face-to-face interview. You feel this job is great for you. You like the variety of responsibilities and have heard great things about the company. You’ve done everything right so far – and now it’s time to answer some tough interview questions.
Some job seekers believe the interview is over once they’ve shaken the interviewer’s hand and left the room. “That went well,” they think. Perhaps it did go well, but perhaps one or two other candidates also had stellar interviews. Perhaps those other candidates followed up on their interviews with thoughtful thank-you notes.
So when is the interview really over? Not until you’ve sent a follow-up note.
One of my clients told me recently that the mock interview I conducted with her was the best experience she’s had preparing for interviews to date. This was after a session where I reviewed her performance with constructive criticism, at times brutal honesty.
I understood my client’s sentiment, because I also think a mock interview is extremely effective, if done correctly. I’ve conducted hundreds of mock interviews over the course of my tenure at the urban career center for which I work.
As a career strategist, I often come to the defense of older workers who experience ageism, but I don’t talk enough about reverse ageism. In other words, how older job seekers treat younger interviewers during the process.
If you think a telephone interview isn’t a real interview, you’re sadly mistaken. Telephone interviews are generally thought of as a screening device, but they carry a lot of weight and, in some cases, they’re full-fledged interviews. Often times job seekers don’t take the telephone interview seriously, and this is a huge mistake.
Job candidates, does the, “What is your greatest weakness?” interview question give you pause? Are you strapped with fear, afraid you’ll answer this question incorrectly? Do you try to avoid answering it with a cute answer like, “Chocolate”? Is there a right answer?
I’ve often told my clients that they shouldn’t worry about this question. That the answer is in their pocket; they should know what to say before getting to the interview. No big deal. I tell them interviewers want self-awareness, but to not reveal a weakness that will kill their chances.
Further, interviewers want to know how they’re correcting their weakness. This is important. To simply state a weakness and not say they’re doing something about it, is to shoot themselves in the foot.
I asked four career development pundits their take on this daunting question, and how they feel it should be answered. These are people who are recruiters or have been recruiters in the past, so they’re the real deal.
The “what’s your greatest weakness?” question, is an important one. I ask this question often, but not to hear cookie cutter answers, or to learn how someone turns a weakness into a strength, because those two response types tell me very little about a person.
I ask this question to see if this person has actively listened to me after I explained details about a specific position and our company, and mostly to see if they are self-aware.
Here’s an example. If I tell a candidate that our plant is largely multi-lingual and they were actively listening, they could use the fact that they may not be multi-lingual as a “weakness.”
An answer to my question could look like this:
“I heard you when you said the majority of the plant is multi-lingual. A weakness in that case is that I am not multi-lingual.
“However, to address your concerns in that regard, I have worked in multi-lingual environments and have been able to relate effectively to my coworkers even without this component.”
When we ask this question, we are hoping candidates will address a concern that we might have regarding job fit. When a candidate does this, the simple act of having listened and showcasing awareness of relevant skills or lack thereof, will help us feel better about that person’s fit.
Who wouldn’t want to work with an active listener who is self-aware? It’s a rarity – maybe one of every twenty-five people I talk to possesses these qualities.
The worst way a candidate can answer this question, in my opinion, is to tell me they do not possess any weaknesses. Unfortunately, this answer is very common. When asked this question, just remember– having a weakness is normal. Being a great listener who knows oneself and can communicate that effectively – that’s the true test.
I don’t like this question at all! Instead of asking what someone’s greatest weakness is, I like to focus on what areas of their professional life they’re working to improve currently. I want learn how someone is evolving as a professional and the steps they’re taking to grow.
For example, if I want to know what measures candidates are taking to improve their writing skills, I’ll ask them how they’re going about doing this?
For me the answer would be participating as a writer in articles such as this; creating original written content on LinkedIn or for other social media sites; and, of course, being extra attentive in my day to day e-mail communications with colleagues.
When I ask this question, what I’m hoping to hear is what the individual is specifically doing to improve. If you can’t tell me what you’re doing to improve, then in my mind you’re not doing anything at all!
In my experience the best candidates I’ve worked with are those that are naturally curious and continuously looking for learning opportunities to improve their skills.
So if you’re asked this question or something similar, be mindful of areas you’re making improvements (not necessarily weaknesses) and what you’re doing to make progress!
First: It’s important to know why a hiring manager asks this question in the first place. They are looking for red flags, opportunities where you might need some additional help or coaching, or to test your compatibility with the team.
Talent acquisition has evolved over the last decade. Recruiters are not only responsible for candidate attraction but also assessment.
In fact, I had a boss once who told me (as a recruiter) that if I couldn’t identify at least 3 candidate red flags during an interview, that I wasn’t doing my job.
Don’t give the overused response, “I am a perfectionist and can be too detail oriented and have a hard time doing work less than 100%.” If I was the hiring manager interviewing you for a job and you gave me that response, I would ask you for another weakness.
Also, don’t share anything as a weakness that relates to how you work with others or how you get along with management.
DO: I suggest giving a “real” weakness in a straightforward way. Your weakness should also be non-essential to the job.
For example, if you are interviewing for a position as a major gifts fundraiser, don’t tell the hiring manager that you get intimidated talking to new people. That’s a big part of the job!
Instead, focus on a tool or skill you haven’t used. Using the example of the major gift officer, if you noticed in the job description that they use Boomerang donor management software but you’ve only used Raiser’s Edge then your response to the question could be:
“I noticed you’re company is using Boomerang for donor management. In this role I may have a small learning curve, as I’ve only used Raiser’s Edge. When working for XX I got proficient with Raiser’s Edge and was frequently running reports and search queries. I am optimistic with a little training I should be doing the same with Boomerang.”
Among tough interview questions, “What is your greatest weakness?” will never go down without a fight. This question leaves even the best interviewees grasping for straws to find the perfect response.
Tip number one, this is not a trick question. It was never designed to zone in on your shortcomings — but your interviewer’s strategy for uncovering how you acknowledge your areas for improvements and develop corrective actions.
Avoid responding with “I have no weaknesses.” The fear and shame of being judged for saying something wrong are very common, but you don’t have to walk away with your tail between your legs. Instead of claiming perfection, focus on something you’ve struggled with in the past but turned it around for added value.
For example, “Early in my career, I had trouble reaching a stopping point with a task. I would get so committed to completing an assignment that I worked for more hours than necessary to be productive.
“I recognized this behavior and began breaking tasks into digestible parts and allotting a certain amount of time to work on each piece. I still received the satisfaction in knowing I was checking items off my list. Even if I left the remaining components for the next day, my work output/quality was far better than before.”
Discussing weaknesses becomes easier with practice. Start by making a list of things you want to improve and then develop a solution to fix that problem. If your idea saves money, time, and resources, it will be the icing on the cake.
Given the reasons why interviewers ask this question and the kinds of answers they want to hear, our four experts agree on two major points: they want to hear self-awareness and they want to know how candidates are working on correcting their weakness.
If you are preparing for an interview, keep this in mind. Interviewers aren’t out to hurt your chances of getting the position. On the contrary, they want to see you succeed. As Ashley Watkins writes, “Tip number one, this is not a trick question. It was never designed to zone in on your shortcomings.” I know you can trust her on this.
Career practitioners, you have the privilege to teach your clients how to conduct the job search. As such, the job search has evolved. Only by keeping up with the changes, will you be able to better help your charges land their dream job.
In this article, I will reference other career practitioners who have kept up with the job search and offer great advice. I encourage you to check out what they have to say in regards to the seven most important areas of the job search. If this is old hat to you, please share this article with other career practitioners.
Let me preface that what follows can’t cover every aspects of the modern job search.
Wellness
I start with this area because it is often overlooked. Some career practitioners assume that the job search is mechanical and devoid of any emotional impact. Nothing can be further from the truth.
I’ve learned throughout the years that job seekers need to take a break from their job search, lest they burn out. The statement about the job search being a full-time job is true; however, spending 40 plus hours a week is counter-productive.
Dedicating 25-30 hours a week, with time to rest here and there is more reasonable. Job seekers need to be mindful of their mental and physical state. This is part of wellness and will hopefully avoid burnout in the job search.
Two of my close LinkedIn connections, Jim Peacock (https://peak-careers.com/) and Sabrina Woods(sabrina-woods.com), allowed me to interview them on mindfulness. During the interview, they made simple cases for doing the small things in life, such as taking walks, meditating, and reflecting, among other activities.
Watch this video of me interviewing Jim and Sabrina on the importance of wellness.
Research
Research is where your clients’ job search begins. Before they can write a powerful résumé or LinkedIn profile, they should conduct labor market research (LMR). Getting a grasp on what employers are paying for salaries and knowing the state of their occupation and industry, it all begins with LMR.
Their research must go beyond visiting a few websites to gain the aforementioned information; they must devise a plan of attack. Here are but a few of the questions they should ask themselves:
Which companies will I target and who at said companies do I know?
Which methods will I use to conduct my search; networking, contacting recruiters, searching online, etc?
How much time will I dedicate to my search?
Which resources will I use to write my job-search documents and prepare for interviews?
There is a famous French quote that says, ‘a goal without a plan is just a wish.’ I’d like to go down in history for saying, ‘a job search without research and a strategy is like a trip with no destination.’ After getting crystal clear on your own personal strengths and career needs, one of the best places to start a job search is identifying a target list of companies that you’d be interested in working for or learning more information about.
Résumé
Résumé writing experts are keeping a close eye on the trends in this area of the job search. As a career practitioner, you should advise your clients that today’s résumé needs to accomplish the following:
Objective statements are out. Employers want to read a brief Summary that sells your clients, without fluff or cliches.
It must show accomplishment statements with quantified results. Recruiters no longer want to see a grocery list of duty statements; they want to know what separates your clients from the rest.
A tailored résumé to each job is the standard. This comes into play when employers read résumés and see that your clients have an understanding of the job.
A well formatted résumé that is easy to read. Paragraphs should not exceed three or four lines at most.
It brands a candidate by highlighting their best qualities and is consistent with their other marketing literature.
Applicant tracking systems (ATS) aren’t new; however, the role they play in the hiring process is huge. Bottom line: the ATS eliminates approximately 75% of résumés hiring authorities have to read by parsing them for keywords, e.g., skills, education, years of employment, and anything hiring authorities deem important.
If you aren’t aware of the ATS, acquaint yourself with it very quickly. It’s safe to assume that the companies your clients are sending their résumés to are using an ATS. While the ATS is a godsend to HR and recruiters, it’s a hindrance to job seekers.
What’s most important for you to realize is that your clients’ LinkedIn profile is merely one piece of the puzzle. In order for their LinkedIn campaign to be successful, they must also develop a focused, yet large, network; and engage with their connections. One without the others is…well, failure.
I’ve found that some career practitioners haven’t taken the time to practice what they preach. If you want to teach your clients to use LinkedIn to it’s full potential, you must use it on a regular basis.
One of the hardest sells is getting your clients to actively network, particularly at formal events. It isn’t enough to say, “Just do it.” No, they need strategy and, maybe more importantly, encouragement.
Today’s job search works best when job seekers tap into the Hidden Job Market. Make it clear to your clients that companies hire through referrals first, not advertising their openings and hoping for the best.
So what is this strategy I’m referring to? First, your candidates need to take a more proactive approach by creating a target company list. Then they need to approach people who work at their desired companies, or people who know employees at their target companies.
Trust is won by having conversations in the form of many informational meetings and developing relationships. Your clients might get easily discouraged if they don’t gain immediate gratification. Don’t let them. If they’re preference is for introversion, suggest that they join smaller buddy groups.
Networking is the hardest way to land a job, but career practitioners like Austin Belcak make the process easier for their clients.
Interviewing
Gone are the days of one-and-done interviews. The Department of Labor states that the average day to hire for most employers is around 30 days. This is because they don’t want to make costly hiring decisions (in some cases it costs them one third of the employee’s annual salary).
Employers are using personality and analytical assessments, multiple phone and or video interviews, recorded video interviews; all before multiple in-person interviews.
At any phase of the interview process, your clients must be able to answer questions geared toward their job-related abilities as well as their emotional intelligence (EQ). Their best bet is to conduct extensive research on the position and company before each interview.
Similar to networking, if your clients expect quick results, chances are they’ll be disappointed. Prepare them for a lengthy process. But be encouraging. Every interview is a small victory.
One of the best sources for interview advice is www.job-hunt.org, a website operated by Susan Joyce. Have your clients check it out.
As the job search has evolved, it’s necessary for you to keep your clients apprised of the changes;
Be cognizant of their wellness; it’s crucial to their journey in the job search.
Make sure they’re doing their research, deep-dive research.
Have their job-search documents in place, and push them to network.
It all culminates with the all-important interview.
Rarely will anyone say behavioral-based questions are easy to answer. They require a job candidate to recall a time when they performed a skill successfully, or unsuccessfully, and then tell a story about performing the particular skill.
The story must be specific and succinct, which are two challenges some job candidates struggle with. To this point, many people I’ve interviewed try to deliver a general, long-winded answer that doesn’t hit the mark. This is not what interviewers are looking for.
The four thoughts candidates need to take into consideration are:
Interviewers want to see how you’re going to respond to this difficult question.
They want to see self-awareness/honesty.
Understand why they’re asking the question.
Have your story (short) ready.
I go into detail in a previous article on these considerations in a previous post.
Let’s look at a behavioral-based question whose purpose it is to determine a candidate’s ability persuade her boss: “Tell us about a time when you convinced your boss to adopt an idea that he disagreed with.”
Using the S.T.A.R formula you begin your story.
Situation
Our company was using Microsoft Excel to keep track of our customers’ orders and appointments, but the process proved to be inefficient. It was becoming laborious to enter customer information, and the sales department complained that accessing it was too difficult.
Task
As the sales operations manager, it was my responsibility to find a solution for this antiquated process.
Actions
I knew we needed a better process, so I approached my boss to explain that we needed a true CRM software. His reply was that we didn’t have the money, nor the need for CRM software. I wasn’t going to argue with him. I needed to prove my point.
First I called our main competitors to see what they were using to organize their customer transactions and appointments. At least nine out of ten were using CRM software. And most were willing to tell me the brand they were using.
Salesforce was being used by the five of our competitors. Hubspot was was second with two, and Zoho and Agile were the others.
I knew my boss wouldn’t go with Salesforce just because it was the leader of the pack. He would want to know why it would be the best fit for our sales and marketing department.
I conducted thorough research on the four products, including one called Kintone, which was in the top ten for security. The others didn’t list that information. I knew we needed a product that would store customer data, track customer interaction, track leads, and most importantly be user friendly for the sales team.
After two weeks of researching products and talking with salespeople, I narrowed the list to three software, based on reputation; overall customer interaction; ease of use; and, of course, price.
I asked my boss if I could have half an hour of his time to discuss my CRM proposal. He reluctantly agreed. When he entered the conference room, he was surprised to see a PowerPoint presentation I created shining on the screen.
At the conclusion of m presentation, he paused for what seem like hours and finally asked me which software I would suggest. I said Salesforce, but he liked Zoho better.
Result
We implemented Zoho CRM, which over two years improved efficiency by 50%. I know this because I tracked the hours the staff had used with Excel and later used with Zoho.
Bonus: lesson learned
I learned that the way to persuade my boss was to show him what I proposed, rather than get into a heated debate. This is how I have and will continue persuading my bosses to agree with my suggestions.
In part one of this article, we looked at the plight of the long-term unemployed (LTU). Part two will look at five solutions for the LTU for finding work.
Find a support system
Isolation is a symptom of long-term unemployment which is hard to overcome. One of the people who contributed to this article, Doug, described the support he received from family and friends, some friends he developed during his job search:
“I am fortunate in that way. I also have a strong base of family and friends that kept me motivated. Many of these friends I never knew until I got laid off. I met them through job clubs and networking groups and consider myself lucky to have found them. They truly understood what I was going through.”
Ofer Sharone, a professor at the University of Massachusetts, created a program at MIT, which matches volunteer coaches with the LTU to provide them support and advice. One of the many benefits the members of the group receive is being with other LTU who are in the same situation.
Bob, interviewed by Sharone, stated, “When you’re let go, you get discouraged, frustrated, disappointed, feel like a failure,” but Bob explained that the support he received helped him recognize “the positive things that I’ve done in my career and has helped me see that focus, keeping me aligned with what I can offer an organization, rather than what it was that I wasn’t able to offer.”
Network
Most people understand the importance of networking, but many people are reluctant, if not terrified of doing it. For the LTU, networking outlets can lose their appeal, as the forums are attended by the same people. I’ve attended networking events as a visitor or presenter, where I’ve seen people who seem to have been there a year ago. This is not due to a lack of effort on their part. They may have been victims of the LTU stigma.
The quickest way to earn a job is by being referred to a position by someone who is known and trusted by the employer. This is easier said than done; and for someone who has been out of work for more than 27 weeks, finding people to refer them can be a tall order. It is, therefore, essential that the LTU are able to promote themselves to people who are in a position to recommend them.
David never gave up on networking the two years he was out of work. “My landing was through networking,” he said. “Someone knew someone looking for my skill set – more importantly, that someone specifically recommended me. That built up, eventually, to a full-time position that, alas, was a finite one.”
Create a powerful résumé and LinkedIn profile
While the aforementioned solutions are important, a well-crafted résumé and LinkedIn profile are paramount to avoiding the “black hole” syndrome. Foremost a résumé needs to be tailored to each position for which one applies.
Secondly, the résumé and LinkedIn profile have to express one’s value through measurable accomplishments. All too many LTU insist on listing duty statements that lack quantified results. They’re very proud of what they’ve done, but neglect to demonstrate how well they’ve performed their duties.
It’s important that the older (50 and over) LTU do not exceed 15 years of work experience on their resume for the mere fact that it ages them. The goal of the resume is to get them to the interview. Once there, they can sell the benefits they offer as older workers.
Lastly, the résumé must get past applicant tracking systems (ATS), which approximately 98% of large-sized companies are using, more than 60% of mid-sized companies employ, and some small companies are outsourcing.
Having a strong LinkedIn campaign is also a key requirement for the LTU. Some sources state that between 87-94% of recruiters use LinkedIn to find talent. Further, Approximately 40% of employers will immediately reject candidates if they don’t have a LinkedIn presence.
Perform well in interviews
As stated earlier, there is a bias against the long-term unemployed. Interviewers might be wondering why one has been out of work for six months. What’s wrong with them? Sharone acknowledges that in an interview this bias exists:
“We have age discrimination laws that reflect our belief that it is not okay for an employer to assume that just because you are 50-years-old, you’re not qualified or skilled anymore. I think the same thinking should drive policies that say we don’t think it’s a good idea for employers to make an assumption that just because you’ve been unemployed for six months, you’re not good or skilled.”
In all likelihood the LTU will be asked why they’ve been out of work for so long—many of my clients are asked this. A successful response to this question will rely on their honesty and conviction in their ability to succeed in the role they’ll be assuming. One of my clients, who had been out of work for more than two years, decided that saying she had retired was the best route to go.
As difficult as it may be to work for free, volunteering can be the best way to land a job. The reasons are simple: LTU are in a better place to network, they develop new skills, and it’s great fodder for their résumé.
What’s important when volunteering is to choose the right situation. Sure, volunteering at an animal shelter is great for the soul, but it isn’t the best place for a software engineer. A software engineer would be better off volunteering at an organization—most likely a nonprofit—where she can use and sharpen the skills she has. The best case scenario is finding a gig where one can learn new skills.
Treat yourself well
The final suggestion I have for the LTU is taking a break. Whereas some might think putting their job search in overdrive is the way to success, taking their foot of the gas pedal every once in awhile will help them maintain their sanity. My contributor, Doug, told me once when I asked how his week had gone that he took it off. My initial thought was, “The whole week?”
But it dawned on me that it was a good move on his part. The LTU can not underestimate the importance of physical and emotional wellness. Perhaps they should look at the job search more like a marathon than sprint. In the end, Doug landed a job. When it comes down to it, that’s the endgame.
It’s called paralysis by analysis. I’m sure you’ve heard of it, or even suffered from it. I have. Suffered from it, that is. This is when you’re caught up more in the process than achieving the goal. No, this is different than procrastination. This is the inability to act.
I see it in the resource room of the career center for which I work. A person sits down in the morning; opens their résumé on a computer to revise it; and when I walk by at the end of the day they’re still revising the same résumé, their eyes bloodshot. I ask nicely, “Are you applying for jobs?”
“Not yet,” he replies. “I’m waiting until my résumé is perfect.”
“You’ve been here all day working on the same résumé.”
“I want it to be perfect.”
One time I must have been heard throughout the career center as I raised my voice at one person, “Apply for some jobs already.” I was being playful, but I also meant it.
Another person is doing such a great job of networking. He is meeting people for coffee or lunch, going to networking events and buddy groups. This has been going on for weeks. I ask him where he’s applied.
“I want to make sure I apply to the right companies,” he says. “I’m trying to get a sense of their culture.”
“Great,” I reply. “But you need to start applying. Apply on line.” And I hate saying this, because to me applying online is equivalent to throwing chumline in the ocean and waiting for fish to surface.
These are but a few examples. It could be trying to make their LinkedIn profile perfect before sending invites to people, asking for recommendations, or engaging with their network. Anything less than perfect is unacceptable.
Are you suffering from paralysis by analysis? Here are a few reasons why you might be, as well as some advice on how to move forward:
You’re shell shocked
Losing a job is a terrible blow to your psyche, even if you weren’t to blame. Additionally you’re wondering how you’re going to pay the bills. What will working again be like, you wonder? It might be 15 years since you last engaged in the job search. A lot has changed since then. This is a scary prospect.
What to do
I’m not going to say, “Get over it.” But I am going to say, “Take some time—a week or two—to realize that the more you’re out of work, the longer it will take to find employment. Understand that:
this is temporary,
it happens to many people,
it’s natural to feel despondent,
there is help from your One-Stop career center and a therapist, if necessary.
Writing résumés has changed over the past 15 years
The way résumés are written has changed. Recruiters want to see accomplishment statements, with quantified results. The applicant tracking system might not have been used by organizations, as well.
is readable with short paragraphs and plenty of white space,
doesn’t exceed 15 years of work history,
finds itself in the hands of the hiring manager, as much as possible.
Networking is key
Most companies want you to apply online or go through recruiters and staffing agencies, but you’re more likely to get better results by getting your resume in the hands of the hiring manager directly. Most companies prefer to hire job seekers through referrals from people they know and trust.
What to do
Despite what most people think, networking events aren’t the only activities that constitute networking. Look at networking as connecting with people everywhere. Your neighbors, relatives, friends, store owners, dentists — essentially everyone can be a valuable networking connection. Make sure to reach out to former colleagues and supervisors who can act as references. Don’t be afraid to ask for help.
Social media plays a large role in the hiring process
In today’s job market, you have to be cognizant of your social media image. According to a 2014 survey, 94 percent recruiters look for and vet talent on LinkedIn. Four years later, the number may be even higher. Employers are also checking you out on Facebook and Twitter to dig up any dirt that may disqualify you from the running.
What to do
First of all, LinkedIn will not land you a job by itself. It is a supplement to your face-to-face networking events. However, it can be very helpful if used properly. Like your résumé, don’t dwell on trying to make it perfect. There are two other components that make your LinkedIn campaign a success—growing your network and engaging with your connections.
The interview process is longer
You might have to endure as many as five telephone interviews before multiple face-to-face interviews. The types of interviews you will participate in could vary, including Skype, Zoom, group, and, of course, one-on-one.
What to do
Go with the flow. It’s a known fact that employers dread hiring the wrong person because it’s costly and embarrassing. It may seem like they’re looking for the purple squirrel, so be patient and persistent. Most importantly, don’t put all your eggs in one basket. Some job seeker tell me they’re only applying to a couple of companies, because they’re the ones. Apply to the right companies, but have a list of at least 10 companies for which you’d like to work.
If my clients think I want them to scatter their résumés around the state, they’re wrong. All I’m asking is that they don’t spend more time doing nothing than doing something. Yes, they should recover from their trauma…or fake it til they make it. They need to connect with people in their community. The interview process, and the methods employers are using, is taking longer.
One thing we all an say for certain is paralysis by analysis is real and detrimental to your job search.
Bob McIntosh, CPRW, is a career trainer who leads more than 17 job search workshops at an urban career center, as well as critiques LinkedIn profiles and conducts mock interviews. Job seekers and staff look to him for advice on the job search. In addition, Bob has gained a reputation as a LinkedIn authority in the community. Bob’s greatest pleasure is helping people find rewarding careers in a competitive job market. For enjoyment, he blogs at Things Career Related. Follow Bob on Twitter and connect with him on LinkedIn.
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A client of mine recently asked if she should send an invitation to a recruiter to join her LinkedIn network. After the first interview. I thought for a moment and said, “Why don’t you wait until the process is complete. If you get the job, send an invite. If you don’t get the job, still send an invite.”
To confirm the advice I gave my client was sound, I thought of asking recruiters what they thought. So I turned to the Facebook group, Recruiters Online. What I expected was a firm “nay” on candidates sending a LinkedIn invite after the first interview.
What I got was the exact opposite. In fact, approximately 98% of the recruiters were in favor of candidates sending them a LinkedIn invite after the first interview. One recruiter wrote, “What’s the problem?” As if saying, “This is a dumb question.” Dumb as it may be, I was a bit taken aback.
These recruiters reminded me that what’s important in any situation is building one’s LinkedIn network. Here are just a few of the answers I received from approximately 70 recruiters who weighed in.
Kendra Saddler, “I usually sign off a promising screening call with, ‘Hey good talk, whatever happens, let’s keep in touch, I’d be honored to accept your Linked invitation.”
Michele Vincent, “If I was interviewing candidates other than skilled trades workers, I would expect [a candidate sending me an invite] and appreciate this — especially if I was interviewing for a marketing or sales position.”
Wendy Donohue Mazurk, “Obviously [I appreciate an invite] as I am interested in them or we wouldn’t be speaking. I also would send them one. Isn’t that the point of LinkedIn?”
Glenn Gutmacher, “If I’m interested in a candidate and we’ve gotten to the interview stage, that candidate wants as much insight as possible into 1) my company (e.g., see which relevant hiring managers I know) and 2) in case it doesn’t work out, [I can refer them to] outside companies who may have similar roles.
“Conversely, I’m appreciative because that candidate’s network should be chock-full of relevant talent for similar roles, and I’ll get a lot more potential candidates by perusing their network.”
Scott Axel, “Yes, and I find it professional and a good sign to indicate actual interest in the role.”
Nick Livingston, “I consider it the modern ‘Thank you, our conversation was worth the time and regardless of what transpires in the short term, you’re someone worth keeping in touch with’.”
Julie Lynn, “I definitely connect with people that are interviewing with my clients whether or not they get the job.”
A Leigh Johnson, “They can invite but I probably won’t accept it until our business concludes, positive or negative.”
Jennifer Sherrard, “I would expect it if I haven’t already connected with them.”
Steve Lowisz “Accepting a LinkedIn invite from a candidate you interview shows you are actually interested in people and not just going through the motions. If the candidate gives you the time to interview the least you can do is show some level of gratitude and accept their invitation—even if the are not the right fit. It’s a small world and people know other people.”
These are just some of the comments I received from my innocuous question, so I thought. Some of the respondents were polite in their answers, while others considered the question “crazy,” as one person wrote.
From now on when my clients ask me if they should send a LinkedIn invite to a recruiter after the first interview, I’ll confidently tell them that more than 70 recruiters I polled said to do it. What more proof do I need?
Photo: recruiter.com
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