This is a very basic guide for those that choose to handle their compensation negotiations without the help of a recruiter.  No two negotiations are alike and this article is meant to give you a solid foundation on negotiating the best possible compensation.

Learning Objectives

You will learn:

• How to respond to questions about salary that are posed at different times in the interview process.
• How to acknowledge (but not accept) an offer and request time to consider it.
• How to initiate a discussion that resolves the differences between a job offer and what you need or want.

Handling Salary Questions

At any part of the job search and interviewing process, expect to be asked your salary history, your most recent salary, or your salary expectations.  Try to avoid such disclosures, since they rob you of any opportunity for negotiation.

Naming a number may create any of the following reactions:

• The figure seems too high, and they don't yet see why you might be worth it.
• The figure seems to low, and they may question your qualification for the job.
• The number is in their range, but your bargaining position is made more complicated because they know where you fall in their range, but you don't.

First, you must be convinced yourself that your prior salary has nothing to do with what you should be paid for a potential new job nor what the company is prepared to pay you to do it.

Try to avoid discussing salary until an offer is made.  Until they are convinced you are the one for the job, they have no interest in what you want.

Know your bottom line, your "walk away amount," and research position compensation ranges beforehand.

There are a number of times when you may need to respond to salary inquiries.  Here are some suggestions on how to handle those questions.

State Salary History

Usually requested when replying to job ads and web applications.  This almost always means "salary requirements or expectations."  This is an attempt to screen out applicants with salaries too high and sometimes, too low.  Your salary history is not relevant to the position for which you are applying.  The position responsibilities may be higher or lower than other jobs you have had, or the company may be one which pays more or less for the position.

How to handle - It's your decision to include or not include this information. 

1. If you do not provide this information and you match the job qualifications exactly, you probably will not be screened out.  They will try to obtain salary information from you later.
2. If you feel you must include your salary history, provide an accurate one.  There are too many ways the company can verify this information. 

State Salary Requirements

Usually requested when replying to job ads, web applications, or initial screening by HR Representatives.  Again, it is an attempt to screen you out or in, and provides a starting point for the employer on which to base the offer, without respect to what the employer might have been prepared to pay.

How to handle:

1. Leave the salary information blank.  If the application specifies "Please fill in all information," then write in "Open" or "Negotiable" in the blanks.
2. If you know the employer's salary range for the position and are compelled to write something in the blank, state your requirements as a range, with the top of the employer's range being the midpoint of your range.

Early Interview Process

This is usually asked by an HR Representative conducting the initial screening interview.

How to handle:

1. "I would prefer to learn more about the position and responsibilities before getting into salary discussions."
2. "I would like to come back to discuss that after I am able to provide a better picture of what I have to offer."

Later in the Interview Process

Usually asked by the hiring manager, the person to whom you would report.

How to handle:

1. "I'm most interested in learning about the opportunity at XYZ Company first.  When I more fully understand the scope of responsibility, I'll be able to give you an idea of the compensation I would expect."
2. "Your company has a reputation for fair compensation.  I don't think salary will be a problem.  I would like to ask you some additional questions about what would be expected in this position."
3. "I'm sure that XYZ Company has a fair compensation scale, and if we decide that this match is a good one, I'm confident that we will be able to agree on a salary."
4. "The issue isn't as much what I want, it's what you have budgeted for this position.  Most companies work within salary ranges.  If I knew what the range for this position was, I'd be able to tell you if that fits what I would expect.  What is the salary range for this position?"
5. Most effective if done right is to make a neutral and noncommittal response, then ask another question related to the position.  Deflection doesn't always work but with a little practice, you'll be a pro.

When the Questions Become More Direct

Communicate your desire to fit into their budget or salary structure, not to be compared to your former job or company.

How to handle:

1. "Actually, the responsibilities are different from my previous position, so the salaries are really not comparable.  I would prefer to fit into your salary structure."
2. I would prefer to fit in with your scale for this position, given its level of responsibility."

If the Interviewer is Really Insistent

You do not want to antagonize the interviewer, potentially your next manager.

How to handle:

1. "As I have researched information about salaries for this level position, the market value of the total compensation package is between (give a range)."
2. "If I package together all the factors, I would expect a base compensation package in the (range), competitive (or a percentage range) stock options, plus standard company benefits."
3. "When I consider what my total compensation package would have come to this year, it would have been $xxx, including $xxx for base salary and taking into account that my former company provided a generous benefit package."

 

References

Sooner or later you will be asked to provide references. There is no need to do so before you are asked. Reference checks are made to:

• assure that you told the truth about yourself.
• get a feeling for how you work with others.
• pick up otherwise undisclosed information, either positive or negative.

Today, many employers are very careful about sharing information due to the chance of a lawsuit. Often a company will only provide a job title and dates of employment.

Who Should You Choose as References?

People who know you in a work setting - managers, peers, subordinates - are the best references. Customers or vendors are also good choices. Forget neighbors, relatives, doctors, etc. unless they are well known political, community, or business leaders, educators, or professional trade association experts. References should know you well enough to speak objectively and in some detail about your skills, strengths, and personal characteristics.

Prepare a Reference List

Typically you are asked references. Have several more references just in case. Prepare a Reference List to give to a prospective employer using the following format, with your name at the top of the page.

• Name
• Phone Number
• Current Title
• Former Title (When you worked together)
• Current Employer
• Relationship (Former manager, subordinate, co-worker, etc.)
• Address

References

Help Your References Help You.

1. Ask first.
   • Always ask a person to act as a reference for you before you provide his or her name to an employer.
   • Meet with the person to verify information for your reference sheet and ensure that you will get a positive reference.  At the very least have a detailed and frank conversation with your reference.
2. Prepare your reference.
   • Provide a copy of your resume to the person.
   • Develop a one-page summary including your career objective, reason for leaving, strengths, weaknesses, and work and management style, then review it with him or her.
3. Call your reference when you give his or her name to an employer.
   • Provide details about the prospective position and what you have to offer.
   • Share your excitement and enthusiasm.
4. Ask for feedback after your reference has been contacted.
   • What types of questions were asked?
   • What topics were covered?
   • What concerns were raised
   • Thank your reference!!!

After the Interview

Samples of Planned Behavior Questions

• Describe some situations where you wish you had acted differently with someone at work. What did you do? What happened?
• What are some of the most difficult one-on-one meetings you have had with subordinates? Why were they difficult?
• Describe an experience you had in which you were too persistent. What happened?
• What were some occasions in which you consulted your superior before taking action?
• Give me some examples of when your ideas were strongly opposed in a discussion. How did you react?
• Tell me about the largest sale you made and how you did it.
• How did your approach to finding suppliers differ from the approach used by others in the same job? (Strengths and Weaknesses)
• Give me an example of a recent typical day, for example, last Monday, and tell me how you planned for it. (Organizational Skills)
• What did you like most/least about working in __?
• What was your biggest decision within the last year?
• Why did you leave your job at the __ Company?
• What did you do when you discovered a coworker was breaking the rules?
• What motivated you to pursue this opportunity?
• Under what conditions have you gone the extra mile?
• What would your last supervisor say are your three best qualities? Why?
• Given the list of job objectives, which are you happi8est to see? In what order?
• Of all your projects, which were the most satisfying/least rewarding?

Behavior Based Interviewing - Follow-Up Questions

When the interviewer needs to know more, be prepared to elaborate. Here are some examples:

Planned question regarding Work Standards -- Describe the last time you missed a deadline. -- Situation/Task missing deadline? -- Under those conditions, exactly what did you do? -- What effect did that have on your supervisor's commitments? -- Can you give me another example?

Planned question regarding Tolerance for Stress -- Tell me about the last time your manager caused you to become upset. -- Describe the situation that created your reaction. -- Exactly how did you react in that situation? -- Were any problems created as a result of your action? -- Describe another time you were upset?

Planned question regarding Initiative -- What projects have you volunteered for in the last six months? -- What were your reasons for spending your spare time reorganizing the department? -- What exactly did you do to reorganize the department? -- In what ways did this benefit your work group? -- What other projects have you done in your spare time?

Behavior Based Interviewing - When the focus shifts from experience to attitude

Questions:

1. Are you generally aware of your emotional state?
2. Are you capable of using your feelings to make good decision? If so, give me some examples.
3. Can you negotiate your emotions when dealing with clients, co-workers, etc. and still keep a good working relationship? Give me some examples?
4. How do you keep yourself from going even when the circumstances seem to be against you? Be specific -- tell me more.

Handling Sensitive Questions

In a perfect world, interview questions should be related to the position and your willingness and ability to do the job. Occasionally, an interviewer asks questions that solicit information about you that could potentially be used in a discriminatory way. Practicing how you would handle these kinds of questions will help you respond professionally if the questions are asked in an interview situation or even on an application.

Remember:

• Many interviewers are not trained in interviewing. They may not know which questions to avoid or which questions are illegal.
• Inappropriate questions are often unintentional.
• Often questions are based more on perceived relevance rather than legality, with no malice intended.
• Use your common sense and react objectively, not defensively!!

If you are presented with potentially discriminatory questions:

• Maintain eye contact. Remain cool, calm, and professional.
• Be aware of your body language. Consciously manage your non-verbal reactions to remain as neutral as possible.
• Ask for clarification on how the question might relate to the responsibilities of the job.
• Evaluate what the interviewer is really seeking, i.e. questions about children may relate to potential absenteeism, or question regarding working with minorities may relate to customer base, work group, or how you evaluate people.
• Answer in a neutral, positive way.
• Stick to a discussion about business. Getting personal opens up those areas for scrutiny.
• Express concrete facts and ideas. Avoid feelings.

Questions You Should Ask the Interviewer

The questions you ask regarding a position tell as much about you professionalism as the answers give to the interviewer's questions. By asking the right questions, you emphasize your desire to understand the organization's expectations and to be reasonably sure you will find the work challenging and appropriate to your strengths. Your questions build respect for you. Avoid a "What's in it for me" attitude.

When the interviewer says, "I'm finished with my questions. Do you have any questions for me?" It's a signal that it's time to wrap up and end the interview. Always have a few questions ready at this point.

Here are some questions you might ask at any time during the interview, if the interviewer has not yet provided the information.

1. What are the main responsibilities of this position? Who would be my key associates? To whom would I report? Whom would I supervise? What would be the extent of my authority in the carrying out these responsibilities?
2. What objectives or standards would I be expected to meet or exceed?
3. Six months from now, how will you know you hired the right person? One year? Two years?
4. What are the main problem areas that need attention in this new position?
5. What are you personally looking for in a successful candidate? What capabilities do you feel are more important?
6. What are the next steps? What is your time line for interviewing and making a hiring decision? When can I expect to hear from you, or would you prefer that I call you?
7. What are the resources (budget, staff, equipment, software) available to me to do the job?
8. How will my performance be measured? What is the performance management process?

The right questions will also help you evaluate the situation, assess it's "fit" for you and improve your negotiating position once an offer is made.

Behavioral Questions to Ask or Stories to Tell...

Management - How do you:

• Inspire pride in your organization?
• Personally support higher management's decision?
• Express your beliefs in the values of the organization?
• Discourage destructive comments about the organization or its management?
• Communicative improvement that would benefit the organization?
• Generate useful approaches to improve the way do things?
• Strive to get the most out of organization resources available to you?
• Strive to increase the organization's return on assets?

Direct Report and Colleagues - How do you:

• Consistently show respect and concern for people as individuals?
• Inspire pride in your work team?
• Help people fee like "winners?"
• Recognize top performance?
• Listen to others' ideas?
• Set challenging standards for co-workers?
• Give constructive performance feedback in a timely manner?
• Strive to improve co-workers' performance from acceptable to excellent?
• Recognize and reinforce improvements in performance?
• Deal effectively with performance problems?

Your Immediate Assignment - How do you:

• Demonstrate commitment to excellence in task assignment?
• Take action to get things done?
• Focus others' efforts on achieving what is most important?
• Inspire pride in work?
• Communicate the belief that excellence will be achieved?
• Try innovative strategies, rather than "play it safe?"
• Act on ideas and suggestions from others in a timely manner?
• Emphasize finding solutions rather than "placing blame?"
• Show willingness to take risks in trying new ideas?

Your Personal Potential - How do you:

• Practice integrity in dealing with others?
• Take responsibility and ownership for your decisions?
• Lead by example?
• Show confidence in your actions and decisions?
• Demonstrate honesty and ethics in your business transactions?
• Encourage constructive criticism?
• Work to improve your job-related performance?
• Show willingness to admit your mistakes?
• Avoid ego-dominated actions?
• Act on constructive advice in a timely manner?

Interview Green Lights

The "Green Lights" you would look for during an interview take a slightly different turn than green lights in an Informational Meeting.

When the interviewer:

• Personalizes the job with you in it. For example, he says: "When you compile the information every month..."
• Describes an existing situation and asks how you would handle it.
• Introduces you to someone else in the company, or schedules an impromptu interview with him or her.
• Shows you where you will work (office, cubicle, etc.).
• Asks questions about your salary requirements and other needs.
• Asks you questions to determine your level of interest and commitment, such as: "So, do you like what you see?"
• Asks you about any reservations you might have about the job or company.
• Asks when you would be able to start.
• "Sells" the company as a wonderful place to work.

The Job Interview Process

Every good interview consists of a mutual sharing of information in order to make a high quality decision:

• Questions you are asked by the interviewer
• Questions you ask the interviewer

Interviewing Principles

Dress appropriately, neatly and conservatively, attending to all elements of personal grooming. Arrive five to ten minutes early so you will be relaxed.

Be polite and personable to everyone you encounter. People hire people they like and whom their secretaries like. Often, the less qualified person gets a position over a more qualified one who does not seem to care how he or she treats others.

Let the person you came to see indicate where you should sit, and avoid leaning or placing anything on the desk.

Be careful to avoid showing signs of nervousness - foot tapping, drumming fingers, etc. RELAX.

Try to read the interviewer and get on the same wavelength. Be alert to body language. If he or she wants details, provide them. If the person is interested in ideas or concepts, focus accordingly.

Focus on your accomplishments, experiences where you have made a contribution or difference, produced results, and shown the ability to overcome problems.

Demonstrate enthusiasm, interest, and confidence.

Project optimism, but don't promise what you cannot deliver. You will do your best; so let your record speak for itself.

Avoid talking too much. Keep answers to a maximum of one or two minutes. Let the interviewer jump back in with a question to keep the conversation active.

Take the Positive view of things. Modesty can be seen as a weakness. You should neither boast nor apologize. Reframe your mistakes as valuable learning experiences. You can usually reshape a difficult question to allow for a credible response.

Never talk to an interviewer about personal problems. To discuss your problems will weaken your case. To discuss the interviewer's problems may prove embarrassing if you are hired.

Avoid premature salary discussions. Do not speak about compensation until your value has been established. Do not appear primarily concerned with salary and benefits. These will be negotiated at an appropriate time... after the offer is made.

Be an interested listener and observer. What you say will be relevant and meaningful to the interviewer. Watch for signs of confusion, agreement, or strong interest, and respond accordingly. 

Concentrate on the idea of making a contribution in a team environment. Competence alone does not sell. You must be seen as a person who will be productive in a compatible way. 

Follow the interviewer's pace, building interest toward you objective. If the conversation falters, ask questions that delve further into areas in which the interviewer has shown interest.

Maintain confidentiality of past employers and be understanding of any difficulties the employer may have had, including those that caused you to leave. You may be talking to your future employer, and you are demonstrating how much consideration you will show to them at some future time.

Ask for or exchange business cards, if possible (in order to secure correct spelling, title, telephone number, email)

Above all, be yourself, and not what you think someone else expects you to be. Maintain your dignity and self-respect.

The Eight Cardinal Rules of Answering Interview Questions

1. Keep it brief.
2. Stop talking when you've said enough.
3. Listen carefully.
4. Don't be modest.
5. Don't exaggerate.
6. Talk in concrete terms.
7. Never defend or argue a view during an interview
8. Make connections for the interviewer

10 Most Commonly Asked Questions

1. Tell me about yourself.
2. What are your strengths?
3. What are your weaknesses?
4. Why did you leave your last job?
5. What is your work style?
6. What is your management style?
7. What are your future career plans?
8. What do you like to do in your free time?
9. How did you get along with your last manager?
10. How would your peers, subordinates, or last manager describe you?

Potential Interview Questions

By anticipating the questions you can expect in an interview, you can think through and practice your responses beforehand, and walk into the interview with confidence.

The first and most important thing you can do is know yourself thoroughly... your past accomplishments, strengths, what you can do for an employer, your preferred work environment, etc. 

You may need to shift your perception of what an interview is. You are not going in there begging for a job at any cost, with the employer having all the power. The employer, too, is under pressure to fill the position with a quality individual and may be anxious to find someone immediately. The interviewer has hopes and concerns just as you do. Think of an interview as a professional conversation between two parties who each have needs the other might satisfy. Both parties are looking for a good, swift, buying decision.

To develop your responses to common interview questions, put yourself in the interviewer's shoes. Ask yourself, "What is the interviewer trying to find out?" and when you have that answer, ask, "How might I respond?"

The following list is designed to help you anticipate questions and prompt you to practice your responses.

1.  Tell me about yourself.  You can bet on this one being asked in most interviews. Give the one-minute response you have already practiced that shows you to be positive, contributing person.

2.  Why did you leave (company name)? State your reason for leaving honestly and succinctly. Also prepare responses for leaving other jobs you have had.

3.  Which of your jobs did you like best? Why? Here's your chance to tell the interviewer about the specific areas in which you can be of most value in their organization. If you are non-committal or vague in your response, it may suggest that you lack drive, and lack the ability to analyze or plan your own growth. It is normal to have preferences.

4.  How did you get your past jobs? Your reply will give an indication of your resourcefulness.   

5.  Why are you so interested in our company? If money is your honest answer, you will usually be passed over. The question is an attitude indicator that may strongly influence the interviewer's image of you. Your answer also indicates how much you have researched the company.

6.  What are your long term and short-term plans/goals? This has to be one of the most feared questions for most people. Your response gives the interviewer a chance to see if your plans mesh or conflict with the organizations, and if your goals are realistic. It's an important question.

7.  If you had complete freedom, what job would you choose? Again, your answer is an indicator of your suitability for the organization. If you have arrived at the interview through a well thought out process, your ideal will most likely mesh with the real strengths you are presenting and with what this company most likely needs.

8.  What are your top strengths? The ability to talk knowledgeably about your strengths is an indication of healthy self-confidence. This is a good opportunity to verbalize them, backed by your accomplishments - strengths in action.

9.  What are your weaknesses? I personally hate this one. This is a fishing question. It tells the interviewer about your outlook and aptitudes. This question is your opportunity to describe briefly a less than favorable situation that you learned from or overcame. Turn it into a discussion of an accomplishment. Also, a weakness can be a knowledge deficiency that can easily be remedied by additional training, reading, or experience, so relate your plan to address it. 

The following questions may require additional alertness and sensitivity to interview conditions. Sometimes you may be asked things that are questionable legally. You must decide in advance how you will respond. Our recommendation is that, in each case, you try to respond positively or at least neutrally. 

1. What did you like most/least in your last job?
2. Can you work under pressure and meet deadlines?
3. What is your management philosophy/style?
4. What kind of salary are you looking for? How expensive are you?
5. What business references can you provide?
6. How long would it take you to become productive in this position?
7. If you are hired, what do you see in your future?
8. How do you rate yourself as a professional/________?
9. What new goals have you established recently? Did you meet any of these goals?
10. What position do you expect to have in five years?
11. What did you think of your last company>?
12. Why has it taken you so long to find a job?
13. What does success mean to you?
14. Don't you think you are overqualified for this position?
15. Tell me the best/worst manager you ever had.
16. Why do you feel you have management potential?
17. What is your leadership style?
18. What else should I know about you?
19. How would you describe yourself? How would your manager/co-worker/subordinate describe you?
20. Have you helped increase profits? Reduce costs? Improve productivity? HOW?

21. Why are you making a career switch at this time?

Research

It is important to remember that the interview process begins long before your actual meeting wit the interviewer.  For every potential employer you are interviewing with, it is always extremely important that you gather as much data as possible prior to your interview. This information will be helpful to you in answering the question:

"Why do you want to work here?"

A mediocre answer would be: "...because your organization has a good reputation and you value your employees." An outstanding answer would be:

"...because in the last three years you have introduced four new product lines which exceeded sales expectations and because the organization has initiated strong steps to ensure total quality and service to the customer particularly in the area of order fulfillment which parallels my experience directly. I feel strongly about my ability to contribute significantly in the goals of the organization."

Additionally, your research may uncover areas of concern that you may need to address after you have received an offer. Your knowledge of the company will set you apart from other candidates and give you and edge.

Here are some ways to gather some information:

• Google (what do we not use Google for?)
• Hoovers
• LinkedIn and your Network
• Glassdoor
• Public companies - You should be able to find Annual Report, 10k, and Proxy Statements online
• You can also contact the company and request information on their products and services.  In some cases you can identify and contact their customers or vendors.

Body Language

As the major percentage of your credibility in communication (55%), your body language can convey a stronger message than your words. Proper body language is critical in business situations. Your entrance, handshake, and eye contact all make an impression.

A confident entrance is a good start to any business situation. When entering someone's office, check your posture, hold your head up, make eye contact and smile.

Always initiate the handshake, as it will make you appear more in control. Handshakes are often an indicator of a person's frame of mind, so practice your own handshake and be conscious of the return handshake you receive. Handshakes have traditionally been a western tradition but it is recognized throughout most of the world and a strong and firm handshake conveys confidence, control, and assertiveness. If this is not part of your culture or up-bringing, consider these facts and if you have a weak handshake, consider some hand strengthening exercises and practice! 

Maintain eye contact. It is important in our culture to look at the person to whom you are speaking approximately 80% of the time. Americans place a high value on eye contact and generally interpret it as a gesture of trust and confidence. During an interview, make eye contact when you are talking - particularly when making an important point as well as when you are listening. Nodding is another gesture of support and agreement. It is a good compliment to make eye contact.

Before your interview, practice your body language with someone you know and with whom you feel comfortable. Analyze your strengths and weaknesses, and determine what you can do to improve. You may need to brush up on these points for your job search, but they will be tools you need throughout your career.

Above all, remember that your positive attitude is key and that positive non-verbal behavior naturally results from that kind of attitude. Your verbal and non-verbal communication will be congruent and your message received as you intend it.

Negative Tell-Tale Body Language

Candidate's Body Language Typical Interpretation

Avoiding eye contact  Evasive, indifferent, insecure passive, nervous

Scratching your head Bewildered

Biting your lip Nervous, fearful, anxious

Tapping your feet Nervous

Folding arms Angry, disagreeing, defensive, disapproving

Raising eyebrows Disbelieving, surprised

Narrowing eyes Resentful, angry

Flaring nostrils Frustrated

Wringing hands Anxious, nervous

Shifting in seat Restless, bored, apprehensive

Presenting a Professional Image

In your job campaign you are marketing your skills, abilities, and interests. It is also crucial that you make your physical appearance an important part of your marketing strategy. Your appearance is the first thing a prospective employer will notice about you, regardless of your talents.

Research shows us that approximately 55% of what we believe about each other is based on our observation and interpretation of non-verbal signals. People who are well dressed and well groomed are often better liked than their counterparts who are not concerned about their appearance. They may also be considered more intelligent, successful, and competent, and earn more money. We have all been guilty of judging a book by its cover, but it is often that critical first impression that makes the difference. 

In a job interview, appearance is important. Human Resource directors and Hiring Managers admit that they use visual cues to narrow down their group of applicants. Job interviewing studies show that when the decision not to hire an applicant is made very early in the interview, it is made primarily on the basis of unsuitable appearance.

During your job campaign, you should look professional at all times. You never know whom you may meet and where. Looking professional does not mean you have to look like everyone else. It is critical, however, to dress for your audience. Every style sends a message, and that message should be addressing the industry you are targeting, as well as reflecting your personal taste. For example, there is a great difference between how an investment banker should dress for an interview and how a software engineer might.

Anyone can develop a professional image. Here are some ideas on interview dress for both men and women, based on research about what interviewers expect from candidates.

For Men

The basic rule is very simple: find out as much as you can about the style of the people or company who will be interviewing you, so that you can fit in with it or at least not clash with it. This makes sense in more ways than one, since it can give you a small clue as to how you might fit in if you do wind up working with them. If you are interviewing for a job in an industry you know, then you already have an extra advantage on your side. But if in doubt, or if venturing into unknown territory, consider the following well tried guidelines:

• For most industries, opt for conservatively tailored, well-made suit. Quality is the key - the suit should be made of wool or a good wool blend that fit you perfectly.
• Shirt color preferences are white and light blue. Pink or pin-striped shirts are generally not good selections for a first interview, although in more casual or fashion conscious industries, they would be acceptable choices. A man's tie is the most important part of his outfit. It is his only chance to add contrast and his own sense of style. A good silk tie can totally upgrade a man's suit, so it is well worth the investment. Ideally, your tie should contrast with your suit. Avoid wearing a solid tie with a solid color suit.
• Accessories are an important part of your total look. Shoes and belts should be good quality leather and should match in color. Black, cordovan, or brown are the best color choices.  Either laced shoes or slip-ons are appropriate.  Socks should be worn high enough so that your legs don't show when you sit or cross them. Interviewers react negatively to flashy buckles and ornaments on shoes, so these should be kept as simple as possible. Follow the same rule with belts. Briefcases and portfolios should be leather.
• Jewelry should be kept simple, and limited to either a wedding or signet ring. Although tie clips and cufflinks may be appropriate after you have the job, they are sometimes found to be inappropriate, as are pocket handkerchiefs. Watches should also be simple - just a dial face and leather band. Heavy watches with a lot of functions should be left at home.
• Your grooming must be impeccable. There is no question that the clean-shaven look is safest for a businessman. It makes most men look younger, cleaner, and more efficient. In addition, many people have negative reactions to mustaches and full beards. There are always exceptions, of course. A neat, well-trimmed mustache may make a man look more mature and in control. A full beard still falls into the high-risk area in corporate America. In more creative professions, such as college teaching, architecture, psychology, and advertising, beards are acceptable.
• Your hairstyle should be kept neat and up-to-date. A good stylist is key to giving you a cut that is easy to care for as well as flattering to your facial features.
• Finally, avoid after-shave and male colognes, sorry that bottle of Axe won't work either! Fragrance and whether to wear it at all is an intensely personal choice, and you should not risk imposing yours on a complete stranger you are trying to impress.

For Women

This is a multipart series on Interview Strategies.  Many of us, no matter how much practice we have, need a refresher on interviews.  Like many things in life, it's quite simple if you know what you're doing.  

My Objectives are to teach you the following-

• To identify the types and purposes of different kinds of interviews
• To anticipate questions asked in interviews and practice your responses
• To identify non-verbal behavior that helps or hinders effective communication 
• To identify questions you should ask in an interview 
• What to do after the interview 

Interviewing as a Sales Process

One of the best ways to think of an interview is to see it as an opportunity to "sell" the prospective employer on the benefits you can bring to the organization. Good selling is NOT forcing something on another.

Good, consultative selling is:

• the process of uncovering and clarifying needs,
• communicating and demonstrating how you can satisfy those needs, and 
• making it easy for the prospect to make a buying decision.

Consider interviewing in the same way. In order to do this, you must be able to see yourself as a product.

All products, including you as a candidate for a job, have features. They are the defining characteristics that make them what they are - engine size, table height, kind of weed, experience, education, horsepower, and other factors. While these features may be interesting, what is more important is that the salesperson knows what the customer needs to solve the problems at hand. Features can then be turned into benefits. The heart of any successful interview, therefore, is asking appropriate questions to discover what kind of problems the "buyer," who has the open position is having, and what the implications of those problems are. Then you begin to "sell" the benefits of your employment.  

In a job search, the "features" are your skills, knowledge and experience. They may qualify the product (you) but they won't make the sale (get the job offer). The "benefits" are your accomplishments, the results you have been able to produce (productivity, profitability), and the solutions you can provide. All are keyed to the interviewer's needs as you have been able to elicit them during the interview.

Take the time to write on a piece of paper:

• What are three of your "features"?
• What does each feature do for a prospective employer?

The Three Purposes of an Interview

Interviewers are looking to answer three questions during the interview process:

CAN you do the job?

WILL you do the job?

Do you FIT in?

In interviews where "CAN you do the job?" is important you will be asked questions about:

• Your skills
• Knowledge
• Experience and accomplishments
• Learning potential
• Handling the physical aspects of the job

In interviews where "WILL you do the job"? is important you will be asked questions about:

• Your interest in the position, company, industry
• Your work ethic
• Your energy level
• Outside influences that may affect your willingness or availability

In interviews where "Do you FIT in?" the interviewer will try to assess:

• Likeability
• Chemistry
• Communication
• Values
• Style of work and management
• General interests
• Dress and appearance

A strong sense of a solid "FIT" for you within an organization develops more readily when you concentrate your focus on the needs and challenges of the position and company. You orchestrate this focus by asking individual insightful questions, which speak to needs/challenges. Some examples of this type of question are as follows:

• What are the major challenges this position presents over the next six months?  The next five years?
• Six months from now, how will you know you have hired the right person?
• How do the goals of this position fit into the overall mission of the organization?
• What kinds of things are going very well in the department/function right now?
• What kinds of things need to be changed?
• What is the highest priority for the individual in this position?
• What are the major responsibilities of this position?
• Tell me about some of the people this position interacts with on a frequent basis?

Once you uncover the needs/challenges for the position, you can tailor your responses and comments during the interview to illustrate your ability to solve the company's specific problems and to achieve the results required for success in the position.

It is important to note that it is never a good idea to ask questions about compensation and benefits during the interview process.  You can respond if questioned on these issues; however, it is much more effective to ask questions regarding benefits, etc. after you have an offer.

The Sequence of Interviews

There are seven broad categories of interviews you may encounter during your interview process. Sometimes a person is hired after only one interview; others may return to a company multiple times, even for five or more interviews. Here is what you might expect:

1. Screening - Conducted by the phone or in person, with the company's HR department or the Hiring Manager. Some kinds of phone screening require you to respond to basic questions. Most will want to find out if you have the minimum qualifications for the job (CAN), and may touch on WILL and FIT issues.

Your objective: To survive it and continue with the interview process.

2. Qualifying - Primarily concentrates on WILL types of questions, although FIT and CAN are in second and third priority.

3. Technical - This usually occurs after basic Qualifying questions are satisfied. These questions are to determine your knowledge base and depth (CAN).

4. Approval - The focus is on WILL and FIT concerns. Once you get to this point in the interview process, you know that they're very interested in you.

5. Fit - They've now determined that you Qualify for the job on a Technical level and there's an overall consensus (Approval) that they are interested in you. They bring in peers or potential employees that will report to you. Questions center around FIT issues at this point.  

6. Psychological or Personality Evaluation Tests - I don't hear about this too much anymore, in fact, I believe it's being conducted after offer and acceptance and being used as a management tool or insight on how to best manage and motivate you.

7. Blessing - This is usually done by the CEO or President of the company. This is an opportunity for this person to meet you and give his or her approval.  

Types of Interview Formats

One interviewer and you. The most common format.

A series of interviews where you move from person to person. A number of interviewers offer a number of different impressions.

Most often when interviewed by peers.  Your job is to:

• When responding, look at the person who asked the question.
• If someone is hostile or rude to you, treat him or her with special respect. Ask questions to prompt him or her to interact with you.
• If with peers, be prepared to take control if no one else does. If the interviewer is with a panel of superiors, don't take control even if needed.

A rare situation designed to supposedly "see how you react under stress and think on your feet." Interviewers may act sarcastic, angry, confrontational and challenging.  Your job is to:

• Stay calm, breathe deeply and slowly, and maintain eye contact.
• Recognize the artificially created scenario for what it is, without taking it personally.
• Stay on the positive side of issues presented, without getting angry or hostile.

Questions are about real or hypothetical situations, and you are asked how you would react or deal with them.

Questions focus on specific examples of your past performance as indicators of your future performance. Interviewer may take many notes. The "Challenge-Action-Result" response format is perfect for these kinds of questions. This is one of the best interview strategies for getting quality information for a hiring decision. Much more on this technique below.

This is an interview where you only have your verbal and vocal communications to rely on.

• Relax, take a few deep breaths and proceed.
• If you are surprised by a call at an inopportune time or at a location with no privacy, try to reschedule the conversation at the interviewer's convenience.
• No eating, drinking, smoking, or gum chewing while talking. Make sure there is no background noise.
• Speak with appropriate enthusiasm and energy. Stand up straight or walk while you talk. Your voice will sound much more positive if you smile. You will feel better too.
• Let the interviewer guide the agenda.
• This is a great opportunity to take notes.

Interviewer maintains tight control of the interview and has specific questions to ask. This is done to maintain a high degree of consistency in the content and format of each interviewer when there may be many people conducting interviews with many candidates.

These may range from a "go with the flow" style of an inexperienced or unorganized interviewer. The interviewer will ask broad and general questions. This is not an effective method, but used more often than I will admit (:

Behavioral Interviews

This method is so widely used and effective that I created an expanded description to explain in greater depth.

Behavioral based interviewing is an assessment technique that focuses on what candidates have done in the past, not on what they say they might do in the future. Big difference. This allows hiring managers to assess applicants/candidates more fairly and objectively that other methods. The premise is that past behavior is the best predictor of future behavior.

Before a behavioral interview, hiring managers and human resources professionals identify specific competencies needed to succeed in the position. Those include technical skills and performance skills. From these competencies, the interviewers develop a list of questions, which are designed to elicit descriptions of skills candidates have used in the past. Each candidate is asked the same questions, in order to ensure uniformity. This process allows candidates to be judged on what they've done, not on their personalities.

To succeed in a behavioral interview, you must be able to relate stories that link your experiences and skills to the potential position and employer. Begin by learning as much as you can about the company. Pay close attention to the organization's core values, since some questions will likely relate to them. Next, focus on the job and ask key competencies the employer wants. Also, ask the hiring manger which abilities will be assessed in the interview. The next step is to tap your memory for detailed stories involving work and other critical experiences that you can use when answering questions about job competencies or the company's values.

The STAR approach is helpful in developing framework for this.  First, think about a Situation or Task that you faced. Next, describe the Action that you took. Conclude your story by describing the Result you achieved. If possible, make it quantifiable.

Behavior-Based Questions

Behavior based questions require specific examples concerning what YOU have done in the past.

• Describe a time when you...
• Give an example of a time in which you...
• Tell me about a time when you...
• Give me an example of a specific occasion...
• Describe a situation in which you...
• Describe the most significant...
• What did you do in your last job in order to be...
• Describe the most...