Landing the Job You Want!

Presented by: Jamie Zorn University of Wisconsin – Madison School of Business

Work

is different.

Jobs have

changed

.

Has your interviewing approach

kept up

?

• • My Strengths • • • • • • • • • • • • My Weaknesses • • • • • • • • • • • • As Competencies • • • • • • • • • • • • As Competencies • • • • • • • • • •

Agenda

Landing the Job You Want!

February 6, 2003

I. Introduction and Objectives II. Behavioral Interviewing and What to Expect III. Preparing for the Interview Process IV. The Interview V. What Happens After the Interview VI. Q&A

Common Problems When Hiring

 We miss important information  You might have the skills, but don’t want to do the job  We make snap judgments/decisions  We don’t know what to ask  You control the interview  We succumb to pressure  We have no plan  You are unimpressed

Accuracy Efficiency Enhanced Image Flexibility Legal Credibility

S/T A R

“

Whenever I’m faced with angry customers, I usually hear them out. Then I would empathize with them and apologize for the problem. That usually seems to cool them down.”

“About six months ago I had to assess which company could best meet our needs. I did a unit comparison analysis in which I spelled out our ‘wants’ versus ‘must haves.’ Then I rated all vendors on the criteria and calculated a total score for each. I showed my analysis to the committee, and they accepted my recommendation.”

This is What We Are Looking For!

Type of Competency

Knowledge/Skills

 Technical, Professional, and Process Knowledge

Example(s)

 Computer software/hardware  Laws/regulations  Scientific info/skills  Accounting info/skills  Engineering info/skills  Research info/skills  Financial models  Marketing segmentation, etc.

 Order fulfillment  Telemarketing  Event Planning

Behaviors Motivations

 Planning and organizing  Sales ability  Collaboration  Job needs/wants  Organizational needs/wants  Location needs/wants

Technical, Professional and Process Knowledge/skills

(For example, using Word for Windows ™ software, operating a Macintosh ™ computer, or performing CPR)

Star 1 Star 2 Star 3

Common Behavioral Competencies

Personal Competencies

• adaptability • building trust • continuous learning and growth • energy • impact • initiative • innovation/creativity • integrity • managing the job • practical learning • resilience • risk taking • tenacity • tolerance for stress • work standards

Decision Making Competencies/Problem Solving

• analysis/problem assessment • decisiveness • follow up • information monitoring • judgement/problem solving • long-range planning • planning and organizing • quality orientation/attention to detail

Interpersonal Competencies

• building partnerships • coaching • communications • customer service orientation • formal presentation • meeting participation • negotiation • persuasiveness/sales ability • teamwork/collaboration • valuing diversity • written communication

Leadership Competencies

• delegation of authority • developing organizational talent • facilitating learning • global perspective • individual leadership/influence • meeting facilitation/leadership • organizational awareness • sharing responsibility • strategic leadership

Cross Reference List of Familiar Buzzwords

Buzzwords

“Action-oriented; steps to the plate” “Aggressive” “Big picture” “Conscientious” “Control” “Controller demeanor” “Defensive; unable to take criticism” “Diplomatic” “Enthusiastic” “Evaluation of subordinates” “Hard Worker” “Impact” “Lacks self-confidence” “Lacks sense of urgency/prioritization” “Lets paperwork slide” “Logical thinker” “Maturity” “Negative attitude/Tremendous attitude” “Offensive; quick to attack others” “People management” “Problem solver” “Self-sufficient” “Smart/Intelligent” “Smooth/Polished” “Stick-to-it-iveness” “Team Player” “Time management” “Willing and able to work overtime, long hours, etc."

Competencies

Initiative; Judgment Initiative; Persuasiveness Organizational Awareness Attention to Detail; Information Monitoring Planning and Organizing Tolerance for Stress Tolerance for Stress; Self-confidence; Self-assessment Sensitivity Energy; Initiative Performance Management Work Standards; Energy; Initiative Rapport Building; Sensitivity Oral Presentation; Risk Taking; Initiative Planning and Organizing; Judgment; Managing the job Planning and Organizing; Work Standards; Attention to Detail Analysis Judgment Organizational Awareness; Rapport Building; Judgment Tolerance for Stress; Individual Leadership Follow-up; Development of Organizational Talent Analysis; Judgment Independence Professional or Technical Knowledge; Ability to Learn; Analysis; Judgment Persuasiveness; Rapport Building; Oral Communication; Impact Tenacity Rapport Building; Integrity; Judgment Planning and Organizing Energy; Work Standards

Identify Your Behavioral Dimensions

Personal Dimensions

Adaptability – Maintaining effectiveness when priorities change, when new tasks encountered, and when dealing with individuals who have different views and approaches; effectively performing in different environments, cultures, locations, and when working with different technologies and levels of individuals.

Building Trust – Instilling confidence and credibility through actions and communications.

Continuous Learning and Growth – Assimilating and applying in a timely manner new job-related information that may vary in complexity; possessing intellectual agility needed to learn new concepts and tasks; showing eagerness and enthusiasm for learning new tasks and taking on additional responsibilities; taking the initiative in development activities; seeking and accepting feedback and coaching.

Creativity/Innovation – Generating creative solutions that were implemented and made an organizational difference; questioning traditional approaches to work; accepting and encouraging the innovation of others.

Energy – Consistently maintaining a high activity or productivity level; sustaining long work hours.

Identify Your Behavioral Dimensions

Personal Dimensions

Initiative – Asserting one’s influence over events to achieve goals; self-starting; rather than accepting passively; taking action to achieve goals beyond what is required; being proactive.

Integrity – Maintaining and promoting social, ethical and organizational norms, complying with company standards and ethical principles.

Stress Tolerance – Maintaining stable performance under pressure or opposition (such as time pressure or job ambiguity); relieving stress in a manner that is acceptable to the person, others, and the organization.

Tenacity – Staying with a position or plan of action until the desired objectives are obtained or no longer reasonably attainable.

Interpersonal Dimensions

Coaching – Facilitating the development of others’ knowledge and skills; providing timely feedback to help them reach goals.

Identify Your Behavioral Dimensions

Interpersonal Dimensions

Communication – Expressing thoughts, feelings, and ideas effectively in individual and group situations (including nonverbal communication); presenting ideas effectively when given time for preparation (including use of visual aids; clearly expressing ideas in memoranda, letters, or reports that have appropriate organization and structure and correct grammar, language, and terminology; adjusting language to the characteristics and needs of the audience.

Teamwork/Building Partnerships/Collaboration —Working collaboratively with others; building relationships; working effectively with team or work group or those outside the formal line of authority (e.g., associates, senior managers) to accomplish organizational goals; taking actions that respect the needs and contributions of others; contributing to and accepting the consensus; subordinating own objectives to those of the organization or team.

Valuing Diversity — Appreciating and leveraging the capabilities, insights, ideas, and efforts of all individuals, working effectively with individuals of diverse style, ability, motivation, or viewpoint.

Leadership Dimensions

Leadership and Influence – Using appropriate interpersonal styles and methods to inspire and guide individuals (direct reports, peers, team members, and senior managers) toward goal achievement; modifying behavior to accommodate tasks, situations, and individuals involved.

Meeting Participation/Leadership – Using appropriate meeting participation and facilitation styles and methods to guide participants toward a meeting’s objectives; modifying behavior according to tasks and individuals present.

Sharing Responsibility – Allocating decision-making authority and task responsibilities to appropriate subordinates; utilizing subordinates’ time, skills, and potential effectively; creating a sense of ownership of job or projects by providing clear expectations, control of resources, responsibility, and coaching; offering help without removing responsibility

Identify Your Behavioral Dimensions

Decision-Making Dimensions

Decision-Making – Identifying and understanding issues and problems utilizing effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.

Decisiveness – Making timely decisions, rendering judgments, taking action when appropriate, and committing to a side or position.

Planning and Organizing – Establishing a course of action for self and others to accomplish a specific goal; planning proper assignments of personnel and appropriate allocation of resources.

Business/Sales Dimensions

Customer Orientation – Effectively meeting customer needs; building productive customer relationships; taking responsibility for customer satisfaction.

Global Perspective — Appreciating the opportunities and problems inherent in implementing organizational initiatives in countries/cultures around the world; taking into consideration marketing, manufacturing, distribution, and political situations in various countries when making decisions.

Sales Ability – Using appropriate interpersonal styles and communication methods to gain acceptance of an idea, plan, activity, service, or product from prospects and customers.

Identify Your Behavioral Dimensions Dimension

Star Star Star

Classify the Facets

Job Fit: The following list shows aspects of job fit that relate to a person’s appropriateness for a position. Place a checkmark in one of the columns on the right, based on your feelings about the item.

Strong like Neutral Strong dislike

Opportunity for achievement Being the center of attention Chance to help/coach others Pay linked to output (commissions) Complex tasks Opportunity for continuous learning Creativity required Handle details Follow exact directions Decisions based on diverse perspectives Fast work pace Formal recognition Participative decision making Technical orientation /rewards Independence Frequent interactions Interpersonal support Leading others Managing others Balance of work Holding position power

Classify the Facets

Organizational Fit:

The following list shows aspects of organizational fit that relate to a person’s appropriateness for a position. Place a checkmark in one of the columns on the right, based on your feelings about the item.

Strong like Neutral Strong dislike

Participative Management Trust Customer Service Openness to change Open communication “ready, aim, fire” Innovativeness, change, creativity Security Equity Cooperation (among different parts of organization) Product quality Caring for people Success orientation High risk/High gain Emphasis on planning “Lean and Mean” Concern for short-term profit Decentralized organizational structure Risk taking Continuous improvement “Feast or Famine” High Technology orientation Growth at any cost Intellectual atmosphere

Classify the Facets

Location Fit

: Depending on the values and needs of the individual, the location of a job can be just as or more important than the responsibilities and tasks of the job. The following list shows location fit considerations. Place a checkmark in one of the columns on the right, based on your feelings about the item.

Strong like Neutral Strong dislike

Availability of special education programs Proximity of family members Commuting time Nearness of cultural organizations/activities Access to athletic/fitness facilities Availability of public transportation Housing options and costs Desirability and climate Proximity to restaurants Proximity of athletic events Nearness to healthcare facilities/providers Shopping options Quality of public schools Religious institutions available Ability to take night classes nearby Cost of living Safety Ethnic/Cultural mix Other Other Other

Job Fit

Motivators

Creativity

Prepare to Discuss Motivation

Star 1 Star 2 Star 3

As a one-person graphics department. I worked on a variety of projects and had no one looking over my one looking over my one looking over my some innovative brochures, which won design awards.

I Volunteered to design the ads for a local theater group. I took a whole new direction with them, did some things that were very different, and attracted a lot of attention. Because of the publicity generated by the ads, all the performances sold out.

I developed a template for creating simple graphic elements. Others in the company were then able to do simple designs that had previously taken up a designer’s time.

Job Fit

Demotivators

Fast Work pace

Prepare to Discuss Motivation

Star 1 Star 2 Star 3

A brochure I worked on had many last-minute changes. I was so rushed that I missed some of the changes, and the piece was printed with incorrect information.

Every time I have to rush to meet a deadline, I go home with a headache.

I have trouble coming up with ideas if I’m put on the spot. My best ideas come when I have time to think. For example, when a vice president dropped by and asked for ideas on illustrations for a presentation, I couldn’t come up with anything. Later in the day, I sketched out several ideas.

Prepare to Discuss Motivation

Job Fit

Motivators

Openness to change

Star 1 Star 2 Star 3

After years in a retail environment, I went back to school to train in graphic design. I’ve been much happier doing that kind of work.

I had 3 managers in 2 years

–

each asked me to make changes to the official presentation format. It was hard work, but the reasons for the changes made sense. As long as I understood the rationale, making the changes was interesting.

When I worked in retail, my manager encouraged me to make suggestions for improvements. She listened to everything and acted on many suggestions. I always felt like I was contributing something important.

Prepare to Discuss Motivation

Job Fit Star 1 Star 2 Star 3

Motivators

Concern for short-term profit One of my managers refused to invest in a new computer system even though it would have improved the quality of our graphics.

The retail store refused to improve employee benefits and lost a lot of experienced workers— including me.

An internal client wanted a complex brochure, but refused to budget for the printer with the expertise to do the job right. The result was a mediocre booklet.

Prepare to Discuss Motivation

Location Fit

For location fit, list the five considerations that are most important to you, and the five that might cause you to refuse a job offer. Again, examples have been provided.

Motivators

Suburban location with available parking

1.

2.

3.

4.

3.

4.

5.

5.

Demotivators

Long Commute

1.

2.

Sketching A Job’s Competency Profile

What You Need to Know

Job’s knowledge/skill competencies

Source of Information

– Job title – Job description – Early interviews

Job’s behavioral competencies Job’s motivational competencies

• Job fit • Organizational fit • Location fit – Job description – Early interviews – Newspaper and magazine articles – Early interviews – Observation of environment – Job description – Coaching from inside the organization – Coaching from inside the organization – Observation of environment – Newspaper and magazine articles – Early interviews

Knowledge/Skills Dimensions

Profiling the Job You Are Seeking

STARs: Recent, Job Related, Demonstrate Mastery/Improvement Rating 1=Low; 5=High Shining

Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3

Best Match

Behavioral Dimensions

Profiling the Job You Are Seeking

STARs: Recent, Job Related, Demonstrate Mastery/Improvement Rating 1=Low; 5=High Shining

Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3

Best Match

Behavioral Dimensions

Profiling the Job You Are Seeking

STARs: Recent, Job Related, Demonstrate Mastery/Improvement Rating 1=Low; 5=High Shining

Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3

Best Match

Motivational Facets

Profiling the Job You Are Seeking

STARs: Recent, Job Related, Demonstrate Mastery/Improvement Rating 1=Low; 5=High Shining

Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3 Star 1 Star 2 Star 3

Best Match

Interview Techniques

• Use the Interview Guide • Ask follow-up questions • Take notes • Build rapport • Manage the interview

Common Interview Questions

• Tell me about a situation when you had to adjust quickly to a change in organizational, departmental, or team priorities. (How did the change affect you?) • Tell me about a time you had to meet a scheduled deadline while your work was being continually disrupted. (What caused you the most difficulty and why?) • Tell me about a part of your job at _______________that was easier for you to learn than for others to learn. (How did you learn it?) • Tell me about a complex part of your job at _______________. (How long did it take you to learn it?) • Sometimes it’s difficult to understand everything about a process or product even when you’ve worked with it for a long time. Give me an example of a process or product that you have yet to master.

• Tell me about a creative idea that you had to improve your organization’s processes or procedures.

(How did you develop the idea? What happened to your idea?) • Tell me about a time when you had to work at a fast pace for a long period of time. (What kind of work did you do? What did you do to maintain that pace?) • Describe a time when your job demanded extensive effort.

• Everyone makes errors after they have worked long hours on the job. Tell me about the last time this happened to you. (What errors did you make in your work?)

Common Interview Questions (continued)

• Have you generated any new ideas or suggestions while at school? (Give me an example.) • Have you suggested any new ideas to your professors? (Give an example of when you did this.

What prompted the idea? What happened?) • Have you ever done more than was required in a course? (Give me an example.) • Have you found any ways to make your job easier? (Give me an example.) • What has been your biggest achievement at ______________? (What steps did you take to achieve it?) • Describe a situation when you saw a problem and took action to correct it rather than wait for someone else to do so.

• We’ve all had a close friend or classmate come to us for help on assignments/projects they were expected to complete on their own. Has this ever happened to you? (How did you respond?) • Has your manager ever asked you to do something that you didn’t think was appropriate (How did you respond?) • Every job has some amount of stress related to it; what condition at___________ has been the most stressful for you? (Why? How did you react?) • Describe a time when your workload was particularly heavy. (How did you respond?)

Common Interview Questions (continued)

• We all have times when the responsibilities of our jobs are overwhelming. Give me an example of when you felt overwhelmed. (How did you react?) • Describe a time when you faced a particularly demanding rush situation (emergency, deadline, etc.). (How did you react?) • Things don’t always go our way. Describe a situation when you tried your hardest but didn’t achieve the desired result. • Projects rarely proceed without obstacles. Tell me about a recent project you worked on when you encountered a major obstacle. (What did you do to get around the obstacle?) • Describe a recent time you coached someone. (What was the task? How, if at all, did you involve the person in the process (e.g., offer suggestions, listen to their concerns, etc.)?) • Tell me about a time you were able to help a team member/peer/other successfully identify the resources they needed to do a job.

• Interacting with others can be challenging at time. Describe a situation when you wished you’d acted differently with someone at school. (What happened?) • Have you ever been in a team group with an unproductive person? (How did you handle the situation?) • Tell me about the most productive meeting you’ve led. (What made it so productive?)

Typical Selection Process

Resume Screen Invitation to Interview Campus Interview Second Interviews Interview 1 Interview 2 Interview 3 Simulation In-basket/test Presentation Decision Making Reference Check Offer

Millennium Leadership Competencies

• teamwork • partnerships • customer focus • trust/integrity • innovation/creativity • building/leading teams • valuing diversity • coaching • leading change • aligning performance • developing others

Workforce Competencies

• adaptability • building customer loyalty • building successful teams • initiating action • contributing to team success • continuous learning • building strategic working relationships • building trust • managing conflict • decision making • valuing diversity • managing work • collaboration • business acumen • continuous improvement • quality orientation • meeting participation • communication • meeting leadership

ADAPTABILITY

Maintaining effectiveness when experiencing major changes in work tasks or the work environment; adjusting effectively to work within new work structures, processes, requirements, or cultures.

ALIGNING PERFORMANCE FOR SUCCESS

Focusing and guiding others in accomplishing work objectives.

APPLIED LEARNING

Assimilating and applying new job-related information in a timely manner.

BUILDING A SUCCESSFUL TEAM

Using appropriate methods and a flexible interpersonal style to help build a cohesive team; facilitating the completion of team goals.

BUILDING CUSTOMER LOYALTY

Effectively meeting customer needs; building productive customer relationships; taking responsibility for customer satisfaction and loyalty.

BUILDING PARTNERSHIPS

Identifying opportunities and taking action to build strategic relationships between one’s area and other areas, teams, departments, units, or organizations to help achieve business goals.

BUILDING STRATEGIC WORKING RELATIONSHIPS

Developing and using collaborative relationships to facilitate the accomplishment of work goals.

BUILDING TRUST

Interacting with others in a way that gives them confidence in one’s intentions and those of the organization.

COACHING

Providing timely guidance and feedback to help others strengthen specific knowledge/skill areas needed to accomplish a task or solve a problem.

COMMUNICATION

Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps understand and retain the message.

CONTINUOUS LEARNING

Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application.

CONTRIBUTING TO TEAM SUCCESS

Actively participate as a member of a team to move the team toward the completion of goals.

CUSTOMER FOCUS

Making customers and their needs a primary focus of one’s actions; developing and sustaining productive customer relationships.

DECISION MAKING

Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.

DELEGATING RESPONSIBILITY

Allocating decision-making authority and/or task responsibility to appropriate others to maximize the organization’s and individuals’ effectiveness.

DEVELOPING OTHERS

Planning and supporting the development of individuals’ skills and abilities so that they can fulfill current or future job/role responsibilities more effectively.

ENERGY

Consistently maintaining high levels of activity or productivity; sustaining long working hours when necessary; operating with vigor, effectiveness, and determination over extended periods of time.

FACILITATING CHANGE

Encouraging others to seek opportunities for different and innovative approaches to addressing problems and opportunities; facilitating the implementation and acceptance of change within the workplace.

FOLLOW-UP

Establishing procedures to monitor the results of delegations, assignments, or projects; taking into consideration the skills, knowledge, and experience of the assigned individual and characteristics of the assignment of project.

FORMAL PRESENTATION

Presenting ideas effectively to individuals or groups when given time to prepare; delivering presentations suited to the characteristics and needs of the audience.

GAINING COMMITMENT

Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to accommodate tasks, situations, and individuals involved.

IMPACT

Creating a good first impression, commanding attention and respect, showing an air of confidence.

INFORMATION MONITORING

Setting up ongoing procedures to collect and review information needed to manage an organization or ongoing activities within it.

INITIATING ACTION

Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive.

INNOVATION

Generating innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities.

JOB FIT

The extent to which activities and responsibilities in the job are consistent with the activities and responsibilities that result in personal satisfaction; the degree to which the work itself is personally satisfying.

LEADING THROUGH VISION AND VALUES

Keeping the organization’s vision and values at the forefront of associate decision making and action.

MANAGING CONFLICT

Dealing effectively with others in an antagonistic situation; using appropriate interpersonal styles and methods to reduce tension or conflict between two or more people.

MANAGING WORK (Includes Time Management)

Effectively managing one’s time and resources to ensure that work is completed efficiently.

MEETING LEADERSHIP

Ensuring that a meeting serves its business objectives while using appropriate interpersonal styles and methods and considering the needs and potential contributions of others.

MEETING PARTICIPATION

Using appropriate interpersonal styles and methods to help reach a meeting’s goals while considering the needs and potential contributions of others.

NEGOTIATION

Effectively exploring alternatives and positions to reach outcomes that gain the support and acceptance of all parties.

PLANNING AND ORGANIZING

Establishing courses of action for self and others to ensure that work is completed efficiently.

QUALITY ORIENTATION

Accomplishing tasks by considering all areas involved, no matter how small; showing concern for all aspects of the job; accurately checking processes and task; being over a period of time.

RISK TAKING

Initiating action that tries to achieve a recognized benefit or advantage when potential negative consequences are understood.

SAFETY AWARENESS

Being aware of conditions that affect employee safety.

SALES ABILITY/PERSUASIVENESS

Using appropriate interpersonal styles and communication methods to gain acceptance of a product, service, or idea from prospects and clients.

STRATEGIC DECISION MAKING

Obtaining information and identifying key issues and relationships relevant to achieving a long-range goal or vision; committing to a course of action to accomplish long-range goal or vision after developing alternatives based on logical assumptions, facts, available resources, constraints, and organizational values.

STRESS TOLERANCE

Maintaining stable performance under pressure or opposition (such as time pressure or job ambiguity); handling stress in a manner that is acceptable to others and to the organization.

TECHNICAL PROFESSIONAL KNOWLEDGE AND SKILLS

Having achieved a satisfactory level of technical and professional skill or knowledge in position-related areas; keeping up with current developments and trends in areas of expertise.

TENACITY

Staying with a position or plan of action until the desired objective is obtained or is no longer reasonable attainable.

WORK STANDARDS

Setting high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.