Resource Topics: Interviewing

Six Must-Ask Interview Questions

February 13th, 2013 by Veronica Scrimshaw

Author: Joe Turner

 

Interviewing can be a gut-wrenching process. Most books on how to interview list hundreds of interview questions you need to be ready to answer, but few talk about the questions you need to ask.

Take more control at your next interview by asking some pointed questions of your own. Here are six must-ask questions and why you should know the answers.

1. What happened to the person who previously did this job? (If a new position: How has this job been performed in the past?)

Why You Need to Ask: You need to know any problems or past history associated with this position. For instance, was your predecessor fired or promoted? Is this a temporary position or brand new? The answer will tell you about management’s expectations and how the company is gearing to grow.

2. Why did you choose to work here? What keeps you here?

Why You Need to Ask: Although you may like this company, you’re an outsider. You need to find out what an insider has to say about working there. Who better to ask than your interviewer? This also forces the interviewer to step out of their official corporate role and answer personally as an employee and potential coworker.

3. What is the first problem the person you hire must attend to?

Why You Need to Ask: You need to be on the same page as your new manager, as well as be clear on what the initial expectations are and that you can deliver. What you don’t want is to allow yourself to be misled about the job’s requirements and end up overwhelmed and over your head after the first week on the job.

4. What can you tell me about the individual to whom I would report?

Why You Need to Ask: It doesn’t matter how wonderful the company might be; your time will be spent working for a specific manager. You need to find out who this person is and what kind of manager he is — earlier rather than later, before personality clashes develop. If you’re an independent type used to working through solutions on your own, for instance, you’ll chafe when you find you’re being supervised by a micromanager.

5. What are the company’s five-year sales and profit projections?

Why You Need to Ask: You need to know about the future of the company you plan to spend several years of your life working for. It doesn’t have to be this exact question. For example, you might want to ask about the company’s future plans for new products and services or any planned market expansion. Of course, you’ve done your own research, but nothing can beat an insider’s observations and insights. This also shows you’ve done your homework and are serious about this company.

6. What’s our next step?

Why You Need to Ask: This is your closing and the most important question to ask at the end of the interview. You need to know what happens after this point. Many books advise asking for the job now, but most people may feel too intimidated to bluntly do so. And with more candidates already scheduled for interviews, the company is not likely to make you an offer yet. You may also need to do some additional research on the company, making it too early to ask for the job.

A good compromise: Take the lead and set a plan for follow-up. You’ll also be able to gauge the company’s enthusiasm with the answer. Don’t forget to ask for your interviewer’s direct phone number and the best time to call.

What to Remember

As a job seeker, the key to a good interview is to find out as much about your potential employer as possible. Asking these six questions will not only make you appear more committed as a candidate, but will also give you better insight into both the challenges and opportunities that may lie ahead for you.

[As a recruiter, Joe Turner has spent the past 15 years finding and placing top candidates in some of the best jobs of their careers. He makes it easy for anyone to find and land the job they really want -- all on their own in the shortest time possible. Discover more insider job search secrets by visiting Job Change Secrets.]

Copyright 2013 – Monster Worldwide, Inc. All Rights Reserved. You may not copy, reproduce or distribute this article without the prior written permission of Monster Worldwide. This article first appeared on Monster.com. To see other career-related articles, visit http://career-advice.monster.com.


So Why Don’t You Tell Me About Yourself?

March 15th, 2007 by The Imagination Factory

by Linda Matias

“So, why don’t you tell me about yourself?” is the most frequently asked interview question. It’s a question that most interviewees expect and the one they have the most difficulty answering. Though one could answer this open- ended question in a myriad of ways, the key to answering this question or any other interview question is to offer a response that supports your career objective. This means that you shouldn’t respond with comments about your hobbies, spouse, or extra curricular activities. Trust me, interviewers aren’t interested.

Interviewers use the interview process as a vehicle to eliminate your candidacy. Every question they ask is used to differentiate your skills, experience, and personality with that of other candidates. They want to determine if what you have to offer will mesh with the organization’s mission and goals.

If answered with care, your response to the question, “So, why don’t you tell me about yourself?” could compliment the interviewers needs as well as support your agenda. This is a question you should be prepared to answer as opposed to attempting to “wing it”.

Follow the four easy steps outlined below to ensure your response will grab the interviewer’s attention.

1. Provide a brief introduction. Introduce attributes that are key to the open position.

Sample introduction: During my 10 years’ of experience as a sales manager, I have mastered the ability to coach, train, and motivate sales teams into reaching corporate goals.

2. Provide a career summary of your most recent work history. Your career summary is the “meat” of your response, so it must support your job objective and it must be compelling. Keep your response limited to your current experience. Don’t go back more than 10 years.

Sample career summary: Most recently, at The Widget Corporation, I was challenged with turning around a stagnant territory that ranked last in sales in the Northeastern region. Using strategies that have worked in the past, I developed an aggressive sales campaign that focused on cultivating new accounts and nurturing the existing client base. The results were tremendous. Within six months my sales team and I were able to revitalize the territory and boost sales by 65%.

3. Tie your response to the needs of the hiring organization. Don’t assume that the interviewer will be able to connect all the dots. It is your job as the interviewee to make sure the interviewer understands how your experiences are transferable to the position they are seeking to fill.

Sample tie-in: Because of my proven experience in leading sales teams, Craig Brown suggested I contact you regarding your need for a sales manager. Craig filled me in on the challenges your sales department is facing.

4. Ask an insightful question. By asking a question you gain control of the interview. Don’t ask a question for the sake of asking. Be sure that the question will engage the interviewer in a conversation. Doing so will alleviate the stress you may feel to perform.

Sample question: What strategies are currently underway to increase sales and morale within the sales department? There you have it – a response that meets the needs of the interviewer AND supports your agenda.

When broken down into manageable pieces, the question, “So, tell me about yourself?” isn’t overwhelming. In fact, answering the question effectively gives you the opportunity to talk about your strengths, achievements, and qualifications for the position. So take this golden opportunity and run with it!

***********************************************************
Recognized as a career expert, Linda Matias brings a wealth of experience to the career services field. She has been sought out for her knowledge of the employment market, outplacement, job search strategies, interview preparation, and resume writing, quoted a number of times in The Wall Street Journal, New York Newsday, Newsweek, and HR- esource.com. She is President of Career Strides and the National Resume Writers’ Association.


Reduce your interview anxiety

March 15th, 2007 by The Imagination Factory

For most job seekers, the best antidote for this job-search stress is practice and preparation
By CB Bowman, Courtesy of the National Business Employment Weekly

Nervous about an upcoming interview? That’s normal. Fear of the unknown, rejection or failing is behind most job seekers’ interview anxieties. But by managing the interview process, you can control your fears. Read the rest of this entry »


Tricky Questions Reign in Behavioral Interviews

March 15th, 2007 by The Imagination Factory

by ARLENE HIRSCH
Courtesy of the NATIONAL BUSINESS EMPLOYMENT WEEKLY

Behavior-based interviewing first gained favor when the labor market was an employer’s paradise. When there were always more than enough candidates to choose from, employers could afford to be choosy. Read the rest of this entry »


Interview impulse control

March 15th, 2007 by The Imagination Factory

A career coach suggests putting your brain in gear before engaging your mouth.

Stop!Don’t answer that question!During practice interviews, actual interviews and networking meetings, many job seekers are tensed and primed, ready to jump all over the questions they get.They eye the pitcher, praying for a high fastball across the center of the plate.Here it comes!Inwardly, the interviewee exults: “I’ve seen this question!I’ve rehearsed a smooth, punchy response … even outlined my talking points. I’m going to nail this question, dazzle ‘em with my footwork, win a 10.0 from the Russian judge.” Too many job seekers view the interview process as an athletic competition. They assume the challenge is to score the maximum number of points for style on each question, racking up an aggregate score that exceeds the competitions.Their performance will “win the interview,” secure a job offer and, presumably, allow them to live happily ever after.

This is a superficial understanding of how interviews work and interviewers think.Of course, you’re being evaluated and you have a justifiable reason for wanting to appear articulate, credible and attractive.However, your goal shouldn’t be to give a good performance.You actually have four goals: 1) to build rapport, 2) create a relationship that lasts beyond the interview, 3) understand and address the potential employer’s concerns and priorities and 4) treat the interviewer like a human being, not an adversary. Your emphasis should be on overall fit, not fancy footwork.

So before you unleash a canned one-size-fits-all answer to the question flying in over the plate, stop.Rein your impulse to provide an automatic response.Instead, view the interview strategically.Your meeting isn’t about you answering a string of unrelated questions.It’s your chance to paint a coherent picture that develops and reinforces fundamental themes.As trial lawyers often coach critical witnesses before testimony, there are many ways to answer a question.A few are better – more succinct, informative, and responsive – than the rest.And of those, one will be the most effective under the circumstances.But knowing which response to use means knowing the intent behind the question.

Before you answer, take a moment to figure out where the interviewer is coming from.What does he really want to know?What does the question mean?How does it relate to previously asked questions?What’s appropriate in this context?What pitfalls lurk beneath the surface of this question?Where will your answer lead?

It’s always wise to anticipate topics that will arise in an interview.Job seekers who wing it often blow it.The key to confidence is thorough preparation.But there’s a distinction between thinking about how to approach certain issues and prefabricating canned responses that you regurgitate on cue.Your preparation should focus on two concerns: 1) the employer’s needs, priorities and values and 2) what you should say about your skills, abilities, aptitudes, values, style and motivation to give the interviewer an accurate picture of you.

What Do They Want, Anyway?

The good news is that there are only two interview questions. That is, regardless of what you’re asked, the employer really only wants to know:

1) What value can you add to my enterprise as an employee (and can you prove it)?
2) Why do you want this job?

Every interview question probes some dimension of your capability or motivation.The problem is that interviewers sometimes ask questions without knowing why they’re asking them. Therefore, they can’t always distinguish a constructive answer from an evasive but adroit dodge.Moreover, some questions shouldn’t be taken at face value.The challenge for job seekers, then, is to build and buttress a coherent picture of their strengths and figure out what’s going on in the interviewer’s head.

Assume you’ve just arrived for an interview and you immediately spy a copy of your resume filled with notes, underlines and exclamation points in front of the interviewer.Next, he hits you with that mushiest of all questions: Tell me a little about yourself.This information is obvious from your resume, so, you think, what does this clown want to know?What’s the point of the question and why is he asking?

Your mind reviews the punchy openers you’ve rehearsed: I was born at an early age and from that point forth I had a dream … or I’m a highly motivated, bottom-line oriented shirt-sleeves go-getter, a people-person and problem-solver with a proven track record in blah, blah, blah. . . All along, you hope the interviewer’s demeanor will signal whether you’re on the right track.

But instead of offering a pat answer that tanks, consider the question in a different context.Employers have two concerns – needs and priorities.You’re selling three solutions: expertise (knowledge or technical skills), experience (transferable abilities) and motivation (the roles and activities that ignite a fire in your belly).Why not frame your answer in terms of the intersection between the employer’s needs and your attributes? You might say:

Sue, perhaps the most relevant way to address that question is in terms of how my skills and abilities match up with the most pressing needs and priorities you have right now.If I read your ad correctly, you need someone to streamline and re-motivate under performing field sales staff while orchestrating a shift from a product-driven to a market-driven sales strategy.When I saw that I was really enthusiastic (motivation) because a number of my most satisfying accomplishments (capability plus motivation) required the ability to diagnose and turn around sales-force problems.For example, last year with U.S. Widget…

In short, see people for what they need, nothing else.If you aren’t clear about how a potential employer perceives his needs and priorities, try asking:

“Joe, probably the most relevant way to respond to that question is in terms of how my skills and abilities match up with your needs.The problem is that I don’t know enough about your priorities to give you a focused answer.So if it’s okay with you, could I ask you to expand on what you need in this position so I can touch on my strengths that would be most important?”

While you won’t always receive a target to shoot at, this approach is interactive, collaborative and helpful.It promotes an exchange of information, not an adversarial contest.

What’s the Point?

Good interviewers will ask questions to gain specific information (“Do you know how to do research on the Internet?”) or examples of capability (“How have you approached new product development in the Pacific Rim?”).They’ll also explore your insight, self-awareness and ability to put yourself and your prior career in perspective.But when they ask such questions as “What do I need to know about you to get an accurate picture of what makes you tick?” or “What forces – positive and negative – do you think were most instrumental in shaping your style and your values?”, they’re probably less concerned with the content of your answer than with your willingness to take a big-picture view of your past, present and future.
At face value, questions such as “Where do you see yourself in five years?” or “What are your life goals?” seem pretty silly if they’re merely requests for information.But you can view them as opportunities to demonstrate the serious thought you’ve given to your values, priorities and driving motivational forces.Your responses should reflect optimism and the ability to reality-test forces that shape your career development. “I’d like to have your job” probably isn’t the most insightful answer.

One seasoned interviewer asks job seekers to define what four terms – success, achievement, challenge and growth – mean to them, then describe examples of when they’ve expressed those definitions at work.”People are always saying, ‘I want more challenges” or “I want a job that will allow me to grow,’” he says. “So I ask, in effect, what do you mean, grow? What do you mean, be successful?”

This interviewer doesn’t expect – or enjoy – glib responses to this question. “It’s meant to be thought-provoking, and I want to see their thought processes in action,” he says. “If they’re afraid to pause and reflect, even to stumble and bumble as they wrestle with the question, then how can I assume they’ll be open and reflective on the job? Confident candidates should be willing to reveal themselves a bit in an interview.”

When an interviewer asks “What are your greatest strengths?” she may, in fact, be asking several distinct questions:

In what ways could you add most value to us?

Can you organize your capabilities into distinct functional categories?

What evidence or proof can you provide to substantiate your claims?

Can you prioritize: If a lot of things are true of you, what things are most true of you?

Simply laundry-listing a mixed bag of self-laudatory adjectives – I’m kind, trustworthy, brave, clean, reverent, wholesome, goal oriented, innovative, collaborative and strategic” – hardly addresses or suggests you’re aware of the interviewer’s concerns.”What are your weaknesses?” is a classic example of a question that shouldn’t be taken at face value.The interviewer isn’t asking you to disqualify yourself; she’s really asking, “Should I worry about your ability to deliver the goods?”This is the first issue to address in your answer: “Sue, I’m sure we all have some developmental areas we should be aware of, but I must say, that as I understand them, your needs and priorities play to my strengths, not my soft spots.I don’t think there are any fundamental issues that would affect my ability to perform well in this position.”

If you can’t say this with a straight face, then you probably should take yourself out of the running for this position.For there to be a real fit, the answer should be true.By comparison, the common approach of turning a strength into a weakness (“When the stakes are high and the deadlines are tight, my folks might say I can be pretty demanding”) rings false.It’s an attempted con and few astute interviewers will be fooled.

The Last Resort

If you can’t determine what a question means, try asking the interviewer for help: “Leo, I’m not sure I understand the thrust of your question, and I certainly don’t want to appear evasive or unresponsive.Could I ask you to tell me a bit more about what issues or concerns you’d like me to address?”

Rarely will a polite request for clarification result in contempt or hostility, particularly if the interviewer is interested in helping you to put your best foot forward.While you may meet nasty or sarcastic interviewers, always assume a non-defensive posture.It’s the interviewer’s job to evaluate whether a candidate will be a good fit for a position and organization, not to give potential employees a tough time.Since it’s in his interest to elicit useful, reliable information, he has little incentive to trick you.

Help the interviewer give you a good interview.Think of each question as an opportunity to collaborate and elaborate and for give-and take.If you’re asked an inarticulate, imprecise or inappropriate question, use your answer to ennoble the query, provide useful information and validate the underlying concerns.Reality-test your responses: “Have I addressed your question fully? Am I being clear?”

Avoid patronizing, pontificating or professing. You gain little by trying to outthink or outmaneuver the interviewer; you gain much by communicating a desire to be responsive and sensitive to the interviewer’s needs, personalize the interaction and build a relationship.Leave stock answers at home.Arrive prepared to open your ears and mind before you open your mouth.

Written by Douglas Richardson
Courtesy of the: NATIONAL BUSINESS EMPLOYMENT WEEKLY

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If you want to be hired you must “close” the sale

March 15th, 2007 by The Imagination Factory

As a job seeker, you may view an interview as an interrogation or exchange of information.It’s neither.Interviews are sales calls.And, as any sales pro knows, you only get the sale by asking for it.You aren’t begging for a handout when you ask for a job.You’re offering prospective employers your experience and ability to contribute to their goals.If employers need your skills – or if you can create the need – you’ll get the job.

It may surprise you to learn employers like to hear candidates say “I’d like to work here.”Dick Stone, a recruiter for Gemplus, a SmartCard manufacturer in Montgomeryville, PA, says, “I like it when [candidates] give me the feeling they like us.A little flattery goes a long way.Often the missing part in the interview is the commitment from the candidate to the firm.”Sounds easy, but for most job hunters, it isn’t.Asking for the job in lieu of silently waiting for an offer is the hardest part.This step is what sales people call “closing” the sale. Anyone can learn to apply the tricks of the sales trade to a job interview and close a sale.Following these nine steps will help you ask for the job – and get it.

1. Prepare for the interview. Learn what your prospect needs. Research the employer, formally and informally.If you’re answering an advertisement, go beyond its sparse facts to learn as much as you can about the organization. Determine which of your skills, traits or experiences the employer needs.Then you can tailor your credentials to your research findings. Plan your interview and rehearse your message. This means converting your skills and experience into terms employers will immediately recognize as useful. If you’re confused about your benefit to the organization, the interviewer also will be confused and there won’t be a job for you.Make your presentation persuasive and believable.

2. Learn about the interviewer. When you enter the interview, start by learning everything you can about the interviewer.Forget labels and generalizations that categorize personality types.Concentrate on that particular individual. Put yourself in his or her shoes.Fear and greed are usually at work. A recruiter is taking a risk in recommending a candidate.The hiring manager is taking a bigger chance in choosing a candidate.If they make the wrong choice, at minimum, time and money are wasted.At worst, a bad choice could jeopardize the recruiter’s or manager’s job or even the success of the organization.So it’s up to you, the candidate, to show the decision to hire you will be a good one.If you turn out to be as terrific as you say, you bring success not only to yourself but to the people who hired you.Be positive and present good news.Help the interviewer relax and see you as someone who’s going to solve his problems.

3. Use “consultative selling.” The type of selling that works best is called “consultative selling.”This isn’t high-pressure selling.There’s an old saying in sales: “Telling ain’t selling, asking is.”By asking the right questions, you help the employer come to the inevitable conclusion you’re the right choice.You identify the problems and show you’re the person to solve them.You learn the organization’s weaknesses and demonstrate how you can provide the solution.This technique can create demand.Many times, it leads to the employer exclaiming, “That’s just what we need here!”

4. Motivate yourself. The desire to close – to ask for and get the offer – is essential.It can be scary to be so bold.Most job hunters aren’t used to it, but it can be done with practice.You just have to psyche yourself up.Sell yourself first. Expect success and think lucky, and you’ll create desire from within.Get rid of negative thoughts and problems before you enter the interview.Be confident and courageous.It takes audacity to ask for the job.

When Judith Gexlb of Lambertville, N.J., was seeking a job in international sales, she sold herself on the idea she was a hot candidate. Next, she lined up interviews.”‘The fact that I was in demand made me more appealing to employers and precipitated offers,” she says.”They can smell when you’re being sought after.” When she had two offers pending, she was up front about it.”I made it clear I had two other offers. The employers got worried about the risk of losing a high-potential candidate,” says Ms. Gelb.”They quickly made offers.I controlled my destiny.”

Many salespeople take comfort in knowing they can’t win them all.And you’ll encounter many employers who don’t need your talents at this moment.(To put it in salesman’s terms, for example: I don’t need a car right now. But I do need a computer, so it’ll be hard to convince me to buy a car now. Maybe later. Unless you have a really good deal for me now.) There’s a 98% chance of being told “no.”However, you have a 2% chance of being told “yes.”By following these steps, you’ll boost your chance for success.The best thing to do is take a chance and try to close the deal.The probability you’ll hear “yes” will be higher than if you don’t ask.

5. Know when to close. When should you try to close?All the time.Keep trying throughout the interview in small ways.These are called “trial closings.”For example, when you learn the employer has a problem you’ve solved in your previous job, explain how you solved it.Then ask, “Would this help you here?”The answer will likely be “yes.” Do this whenever the opportunity arises.Hearing “yes” along the way makes it easier and less frightening to ask for a “yes” when the time is right for the big one.

Close whenever the interviewer is ready.Listen for signs of interest, look for body language and sense when there’s an opportunity to close.Then ask for the offer. Some candidates talk so much during interviews that they talk themselves out of a job they’ve already landed.Or worse, they keep selling after they’ve made the sale.Then they’re dead.Listen and give the interviewer a chance to hire you.

Silence is an amazingly powerful tool in closing. If you don’t say anything, the interviewer may feel compelled to fill the void and tell you something vital.Do this discretely.Too many silences can be awkward.Pace yourself with the interviewer.

6. Try these closes. There are many so-called “closes.”Several of them work particularly well in job interviews. The choice close – This technique is useful when you are setting up an appointment for an interview.Ask, “Is 9:30 a.m. or 2 p.m. better for you?”This presupposes the interviewer will see you. Just asking, “May I come in to see you?” may result in a “no” answer.It also works when you’re asking for the job: “When do I start, Monday or Wednesday?” This may seem aggressive, but it shows you’re ready and eager to work for that employer.

Third-party endorsements – When explaining an accomplishment that will help the prospective employer, mention the employer you did it for.”At XYZ company, I…” This gives you credibility and adds the strength of that employer’s name to the story.Then ask, “Will this help you solve your problem here, too?”

Assumptive close – This is one of the best closes.You simply talk and act as if you’re already working for the interviewer’s organization.Use “we” and “us” in your conversation.Describe the situations in which you can see yourself working and accomplishing goals.Become part of the team even before you’ve been hired. Identify with the interviewer and the organization.When you follow this strategy, the employer feels more comfortable with you than if he or she has to make a deliberate decision to extend an offer.When you assume you’ll get the job, the only question remaining is, “When do I start, Monday or Wednesday?”

A word of caution: Don’t appear too eager.You need to maintain your professionalism.

7. Overcome objections. One stumbling block for many candidates is the inevitable objection: You’re over-/ under-qualified, too old/young, etc.”There are hundreds of reasons given why candidates aren’t right for the job.Many are just excuses or stalls to avoid the risk of hiring someone. Turn these objections into opportunities to strengthen your candidacy.Acknowledge the objection. “You feel I’m overqualified.That’s possibly true.”Then turn the weakness into a strength: “However, that means I’ll start being productive for you that much faster.As I’ve mentioned, I solved this problem at XYZ company.”Make a list of standard objections that apply to you or that you encounter and work out the answers.

Overcoming objections is an art unto itself.The key is to remember that patience and persistence pay off.Don’t take no for an answer. Try one more time.The secret to closing is to keep trying.

8. Sum up and ask for the job. When appropriate, summarize.Say what you have to offer based on your accomplishments.Sales people call these “features.”Show how the features will benefit the employer.Keep it simple and brief.Stick to basics.Prepare one dramatic sentence on why you’re the person for the job.Remind the interviewer how you’ve contributed at your previous employer and reiterate how you’ll contribute to the success of the prospective one.

9. Confirm the close. Repeat the terms of the offer as you’ve discussed it. Ask for clarification of any terms not fully described or understood.Each time you close, ask the interviewer, “Do you have any questions?” When you’ve been completely clear about how you’ll help the employer – then and only then – close.

Be sure to thank the interviewer at the end.Write the words “thank you” in your follow-up letter, too, and repeat the statement of benefits you used to close.Also add the other features and benefits you wished you’d expressed during the interview.The thank-you packs a punch.As Mr. Stone says, “You don’t often get thank-you letters.They mean a lot.” Asking for the job intimidates most of us.Fortunately, these techniques can make it easier to close the deal and get the job. Practice these tips and you’ll soon grow comfortable with these methods and use them automatically.

Written by Niels H Nielsen
Courtesy of the: NATIONAL BUSINESS EMPLOYMENT WEEKLY


Five best questions to ask during a job interview

March 15th, 2007 by The Imagination Factory

When you are being interviewed, you are NOT in control of the situation. The only time you gain control is when you ask questions.

QUESTIONS CAN REVEAL THE FOLLOWING:
* Important information about your credentials that did not come up in the interview
* The priorities of the person interviewing you
* More detail about the opportunity
* Where they are in the hiring process
* If you will be considered for this opportunity
*
If the interviewer does not ask you if you have any questions, you need to ask them if you could ask a few questions! When you ask well thought out questions, it impresses the interviewer and helps you ace out your competition for the job.

THREE RULES ABOUT QUESTIONS:
1. Don’t ask questions that could be answered by reviewing their
website.
2. Avoid self serving questions about hours, benefits, time off etc.
3. Use your questions to learn more about the priorities of this hiring
authority and to show them how you HAVE what they NEED!

TOP FIVE QUESTIONS:
1. Would you tell me the most important traits you are looking for in
the person you hire for this position?
2. What do you see as the greatest challenge the person will face who you hire for this position?
3. What has been missing from the individuals you’ve interviewed for
this position?
4. Can you inform me where you are in the hiring process?
5. I want you to know I’m extremely interested in your position and
feel confident I could do the job. What is more important however,
is what you think. Do you feel I have the experience and skills
you’re looking for in the person you hire for this position?

You then don’t say ONE WORD. Listen very carefully to their answer.
If they use the word “BUT,” whatever follows that word are the reasons they might screen you out for this position. If you are interested in this job, you must now overcome these objections!

You could say, “I totally understand why you are concerned, but let me explain why that would not be a problem.”

It is often the person who asks the best questions who GETS HIRED!

Good luck in your job search!

Courtesy of: Good as Gold Training, Inc. (www.jobseekerinfo.com)



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