© 2009 Right Management. All Rights Reserved.

Interview
Lunch and Learn

Introduce self and Right Management. “Both Continental and United asked us to come in to help you prepare to present yourself in the most favorable way possible if and when you interview for positions within the new, merged organization. So we are here today to help you start that preparation by focusing on your interviewing skills. This is the third in a series of 3 sessions: Focusing Your Career Search, Resume Development, and Interviewing. We are happy that you are here to take advantage of the benefit your company is providing to help you succeed.” In this session, we will talk about the goals of an interview – both yours and those of the interviewer, interview formats you may encounter, and typical questions you can anticipate and prepare for.

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View the Interview as a Sales Process

You are the answer to their problems

Key Points Job Search is a sales process – you are a product that you are trying to sell. When you get to the interview, you are trying to close the sale. The most effective way to close a sale is to show the buyer how you meet their needs. So – as an interviewee, your goal is to listen – more carefully than you ever have – to correctly identify the buyer’s (interviewer’s) needs. The average brain absorbs about 700 words/minute. The average person speaks about 125 words/minute. This leaves a lot of time to daydream. In an interview, we normally use that time to start formulating an answer – before we’ve heard the entire question. Instead, use it to actively listen – to the words, but also pay attention to the non‐verbals, and consider the context. If 3 questions were asked about a certain topic, it’s probably a real need. Once you’ve identified the need, you can then answer a question that best shows how you meet that need.

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Interview Mission

Key Points

Interviews are a 2 way process focusing on finding out (from both sides) are you competent CAN, are you motivated WILL, are you the right cultural FIT and are you the best person for this role. It is fact finding on both sides. During the process of the interview ‐ both have mental checklists of things they want to find out. The interviewer’s goal throughout the process is to determine if you: • CAN do the job. Do you have the skills needed to perform well in this job? If any are missing, do you have the intelligence to learn quickly? Showcase your skills, knowledge, experience and accomplishments • WILL you do the job. Are you motivated? What is your work ethic? Are you dependable. etc. Articulate your interest in the position, • Demonstrate your work ethic, your energy level • Minimize outside influences that may affect willingness/availability • Share your career objectives/growth • Do you FIT into their organization? Are you a fit with their culture, are you a team player? Are flexible, able to adapt to different types of people to work effectively? Likeability, chemistry • Communication skills, work and management style • Values, general interests • Dress and appearance Most people think that the first point is the most important, but in reality, it’s the least important. Yes, you have to be qualified and be able to perform. But once you meet the basis qualifications, being more qualified doesn’t mean you’ll automatically be selected. The second two points are more important to a manager in making their final selection. So – in addition to identifying the need behind each question, you must also show how you can do the job, will do the job and are a fit for the organization and the department.

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Typical Interview Formats

One-on-One Interview (you and the interviewer) Round Robin (series of one-on-ones; they compare) Panel (3-7 at once, structured questions, specific roles) Non-Directed (You may get to control the flow) Directed (Structured questions, content & format) Remote - Telephone or conferencing (May be webcam/video)

Key Points Review the slide. POINT OUT: How to manage a Panel Interview. Make initial eye contact with the person who asked the question and then include the other panel members in your answer. Scan from one face to the next, pausing briefly on each. Focus on speaking to each individual and then, as you finish your answer, return your focus to the person who asked the interview question. Stay calm and answer each question thoroughly. Use the name of the panel member who asked the question when you start and finish your answer, while your focus is on that individual. Regardless of the type of interview or the number of interviewers in the room, it is critical that you try to identify the needs of the person asking the questions and answer in a way that shows how you meet those needs.

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Behavioral Interviews

Tell me about a time when you were under stress dealing with a customer complaint

Opening Up Question

Probing Questions

How did you react or behave in this situation? What did you say? What did you do? What was the effect on the customer? What was the outcome? What did you learn?

Evidence of Competence

Key Points Today one of the most common types of interviews is the Behavioral Interview. The interviewer asks a series of questions asking for concrete examples – “Tell me about a time …” “Give me an example of a time…” “How have you handled this situation..” It’s based on research that has found that the best predictor of future performance is your past performance. How did you actually act? If you respond to a series of these questions, it’s very difficult for a person to exaggerate or stretch the truth. Review slide.
To succeed in a Behavioral interview, answer these types of questions as specifically as possible. Describe the situation, the task that you were asked to perform and the results of your action. Tell what you learned from the situation if appropriate.

See Behavioral Sample Questions in the handout packet, Pg. 2 Refer to Worksheet in handout packet pg. 3 They can use this chart as a guideline for their answers ‐‐ Instruct participants to think about competencies that are required in the types of positions they are targeting internally. (i.e. project management, leadership, organization, customer/client service, etc.) ‐‐ Have them note a competency in the first column ‐‐ Give them 3 minutes to draft their CAR story for that competency using the worksheet

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Preparation: Fail to prepare, then prepare to fail.
Research the: -Job description -Department (activities & priorities) -Reporting relationships / people Find out about the: -Interview process -Interviewer(s) (Reputation and Hot Buttons) Think about: Likely questions and your responses Your questions How your reputation might help or hinder Your arrival in reception / entering the interview room

Key Points Preparation is the key to interview success. Review points on slide. Don’t forgot to think about examples you could give if required. Know the job and the department Re‐read the job description. Talk to people doing the same type of job. List the skills and competencies needed and think about the evidence you can draw from your experience to demonstrate that you have them. Find out as much as you can about the activities, priorities and objectives by networking or using the organization’s intranet resources. Try to get supporting information if possible, like the departmental objectives and try to ‘read’ the culture. Research the job description, focused on what the Hiring Manager needs. Prepare to articulate how you match the needs and would benefit his group/department. Include an accomplishment. What is the manager’s management style? How does he/she conduct interviews? Discuss: How your reputations might help/hinder AND how to manage arrival / entering interview room.

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Responding to Difficult Questions
WHAT IS THE

QUESTION
BEHIND THE

QUESTION??
What are they looking for?

Key Points Sometimes an Interviewer will ask Do you have children? or another question that is not legal to ask. A good response to that type of question is to address the question behind the question by saying... with a smile..,., I'm curious about the question behind that question ‐ because if you are wondering if I will be able to travel or work overtime, I want to reassure you that I am able to fulfil ALL duties of this position.

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Prepare Answers for the Questions you Dread

What Interview Questions Do YOU Dread the Most?

Key Points This is the one you absolutely must prepare for! Let’s review some of the most typical questions.

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“Traditional” Questions
1. 2. 3. 4. 5. 6. 7.
Tell me about yourself… What are your strengths? What are your weaknesses? What are your future career plans? Why are you interested in this position? How did you get along with your last manager? How would your peers, subordinates, manager describe you? 8. Why should we choose you? 9. What has been your toughest challenge? 10. How do you respond to pressure in the workplace?

Key Points It is very likely that some of the questions in this list will be asked during an interview. Preparing a response to each of them will contribute to a polished presentation and increase your confidence. Where possible, illustrate your answer with an example or an accomplishment. ACTIVITY: 15 minutes. HANDOUT: Page 1: Interviewing Practice questions. SAY: These are questions you might be asked. Check three questions that you are the most concerned about. Split the groups into partners or small groups no larger than 4 – we want each person to have time to answer multiple questions. Take turns asking and answering possible interview questions. Give feedback/observations.

If time permits, talk briefly about each and the need behind the question they should address.

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What Questions Will You Ask? Ask ‘intelligent’ questions based on your research Ask questions that allow you to address the CAN issue – those which will provide you with an opportunity to sell your skills & how you MATCH Ask questions that allow you to address the WILL issue – those which will provide you with an opportunity to demonstrate your enthusiasm and motivation

Key Points Ask the group to think about the types of questions they can ask e.g. •Things about the department’s culture, resources, budgets or objectives •Things about the Job – main accountabilities, immediate objectives/priorities You don’t have to wait until the end of the interview to ask them but what if the interviewer asks if you have any final questions and they have all been answered during the interview? Interviewing is a two‐way process with each party needing to come away with their questions answered. Ask questions designed to uncover department needs, priorities, challenges or problems. Do not ask questions about salary, benefits or time off.

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Questions You Might Ask
…Of the Human Resources or the Hiring Manager
How would you describe the position? What can you tell me about the person I might be working for? How did this opening occur? What is the next step in this process? How can I be most successful in this role?

… Of Colleagues and Potential Peers
What is it like to work in this department? What types of issues does the manager consider critical? What so you enjoy most about your job? Least?

Key Points Link to the types of interviews they are likely to face. HANDOUT: Page 4: Values‐based interview questions you can ask. SAY: What is most important to you in a job? These are values‐based interview questions for the Hiring Manager. Check questions that are important to you and listen carefully to the answers to see if they are in alignment with you. .

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Key Interview Skills Listen Ask/answer questions reflecting relevant knowledge

Establish Rapport Immediately

Develop a Dialogue Demonstrate Strengths

Key Points Bring out the importance of interviews being a two way exchange process rather than candidates operating as ‘interview victims’. Point out that what get’s people in trouble more than anything else in an interview is talking too much. Be sure to listen carefully, then answer the questions concisely but fully, giving an example if appropriate, then stop talking. Aim for not talking more thn 60 seconds at a time. The next biggest reason for not being selected is not showing interest. Demonstrate some genuine enthusiasm or excitement if you are really keen to have the job. Final ‘parting shots’ such as: “I’ve enjoyed meeting you today and this job has real appeal for me. I know I would enjoy this job”. Or “This job presents the challenge and career opportunity I’ve been waiting for. If you offer it to me you will have my total commitment and enthusiasm”.

In closing, be an open listener and observer of the interviewer: their tone of voice, their body language and choice words. ASK: What are the next steps?

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FOR CAREER SERVICES INFORMATION (INCLUDING RIGHT MANAGEMENT WEBINARS) https://flyingtogether.ual.com/combined/home.jsp
• On the front page of Flying Together under Integration Information Center, • click on the “Career Services” link.

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Tell participants that the 3 Lunch and Learn sessions are available as recorded webinars on the Flying Together website. Review information on slide. (Handouts are available and can be downloaded.)

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