SlideShare ist ein Scribd-Unternehmen logo
1 von 20
Downloaden Sie, um offline zu lesen
Interview
Preparation Guide

        Gunn & Associates, Inc.
              © Courtesy Copy for Individual Use Only




  G&A | 131 ARKLOW AVENUE, SUITE C | JUPITER, FLORIDA 33458

         http://www.gunnassoc.com | 561.625.9365
Universal Hiring Rule

                                    
                       quot;Any employer
                  will hire any applicant
              as long as they are convinced
          that the hiring will bring more value
                        than it costs.quot;
                             Tom Jackson
              Guerrilla Tactics in the New Job Market,
                Bantam Books, March 1991, page 176

                                                          2
August 2008              Gunn & Associates, Inc. © 2008
Develop statements of value [accomplishments] for use
  in your resume and to score points when you interview.
        Accomplished    Achieve                         Acquired
        Administered    Advised                         Analyzed
        Approved        Arrange                         Assigned
        Authorized      Bought                          Budgeted
        Built           Canceled                        Closed
        Completed       Composed                        Conceived
        Conducted       Consolidated                    Contributed
        Controlled      Converted                       Coordinated
                                                         many more A – Z

  Review the entire list and see how many accomplishments
  you can list, especially over the past three to five years...

                                                                       3
August 2008            Gunn & Associates, Inc. © 2008
Accomplished • achieved • acquired • administered • advised • analyzed • approved • arranged •
assigned • authorized • began • bought • budgeted • built • canceled • closed • completed •
composed • conceived • conducted • consolidated • contributed • controlled • converted •
coordinated • created • decreased • delivered • demonstrated • designed • developed • devised •
directed • displayed • doubled • earned • edited • engineered • eliminated • employed • ended •
established • expanded • evaluated • exhibited • financed • formed • formulated • founded • gained •
generated • graduated • guided • handled • headed • hired • implemented • improved • improvised •
increased • initiated • inspected • installed • innovated • instructed • interviewed • introduced •
invented • judged • launched • led • located • made • maintained • managed • manufactured •
marketed • merged • mobilized • modified • mentored • negotiated • opened • operated • ordered •
organized • originated • packaged • participated • performed • piloted • planned • prepared •
processed • produced • promoted • proposed • provided • published • purchased • raised • ran •
recommended • recruited • redesigned • reduced • reorganized • reported • researched • reviewed •
revised • scheduled • selected • served • serviced • settled • set up • simplified • sold • solved •
sparked • staffed • started • streamlined • strengthened • stretched • structured • submitted •
succeeded • supervised • supplied • taught • terminated • tested • traced • tracked • traded • trained •
transferred • transformed • translated • traveled • trimmed • tripled • uncovered • underwrote •
unified • unraveled • utilized • vacated • verified • vitalized • won • withdrew • worked • wrote •
Zapped ☺




                                                                                                   4
August 2008                         Gunn & Associates, Inc. © 2008
What are some of your own special qualities?
     Have any of the following traits contributed to your
     past success?
              Analytical        Energetic                    Perceptive
              Confident         Enthusiastic                 Persuasive
              Considerate       Flexible                     Positive
              Cooperative       Inventive                    Reliable
              Creative          Loyal                        Resourceful
              Decisive          Motivated                    Responsible
              Dedicated         Optimistic                   Team-player
              Dependable        Organized                    Tenacious
              Determined        Patient                      Versatile

     What do employers value? Check out the full list…
                                                                           5
August 2008                 Gunn & Associates, Inc. © 2008
Adept | aggressive | alert | ambitious | amiable | analytical | articulate | assertive
balanced | bright | calm | capable | careful | cautious | cheerful | compassionate
composed | competent | competitive | concise | confident | considerate | consistent
cooperative | courageous | creative | credible | decisive | dedicated | deliberate
dependable | determined | dignified | direct | diligent | discrete | effective
energetic | enthusiastic | experienced | expressive | faithful | firm | flexible
forceful | generous | grateful | happy | healthy | helpful | high energy | honest
hopeful | imaginative | incisive | independent | inquisitive | initiative | insightful
integrity | interested | inventive | jovial | keen | knowledgeable | likeable | loyal
mature | meticulous | mindful | modest | motivated | neat | nice | objective
optimistic | organized | original | patient | persevering | perceptive | poised
polite | persuasive | positive | productive | professional | punctual | quiet
questioning | reasonable | reliable | resolute | resourceful | responsible | risk-taking
self-control | self-reliant | shrewd | sincere | stable | successful | tactful | team builder
team player | technical | tenacious | thankful | thorough | thoughtful | trustworthy
understanding | versatile | vigorous | well-rounded | wise | Zealous

Do you see yourself in some of these strengths?


                                                                                          6
August 2008                       Gunn & Associates, Inc. © 2008
Interview Elements
An experienced interviewer will want to learn as much about you as
possible and may conduct a structured interview. Be prepared!

       Work History and Experience.
 
       employment stability • relevance of experience

       Job-related Knowledge, Skills, and Abilities.
 
       technical competence • level of sustained performance • accomplishments

       Job Interest and Motivation.
 
       industry, company/organization, position/profession

       Education and Training.
 
       formal education • professional training/certifications • continuing education

       Personal Characteristics and Strengths.
 
       quot;fitquot; for position, department, or organization • quot;corporate culturequot; match
       characteristics valued by organizations: adaptability • cooperation • creativity
       enthusiasm • high energy • perseverance • collaborative • performance driven



                                                                                          7
 August 2008                      Gunn & Associates, Inc. © 2008
Interview Questions #1
 Work History/Experience
       1.  Why are you in the job market today?
       2.  How did you acquire your last three positions?
       3.  Which of your past companies would you be
           most eager to rejoin? Why?
       4.  What would references from previous employers
           reveal?
       5.  What two work accomplishments have given you
           the most satisfaction?
       6.  Do you have an employment agreement, a non-
           compete or non-solicitation agreement?
              .


                                                            8
August 2008            Gunn & Associates, Inc. © 2008
Interview Questions #2
    Knowledge, Skills, Abilities
          1.  Tailor questions for each specific position.
              For example, service delivery manager
              questions might address:
                   Customer satisfaction
               
                   Cost management
               
                   Decision making and problem solving
               
                   Productivity and people management
               
                   Leadership
               
                   Interpersonal/organizational effectiveness
               
          2.  Your questions might be framed as:
                   –  “Tell me about a time when ...” or
                   –  “Describe a situation when ...”
                                                                9
August 2008                 Gunn & Associates, Inc. © 2008
Interview Questions #3
   Motivation for the Job, Department Mission,
   company and the Industry.
         1.    Why are you in the job market today?
         2.    What attracts you to our company?
         3.    How were you referred to us?
         4.    Why do you feel this job is a good fit for you?
         5.    What motivates you to put forth your greatest
               effort?



                                                            10
August 2008               Gunn & Associates, Inc. © 2008
Interview Questions #4
    Education and Training                  (life-long-learning)

          1.  How do you stay up to date technically?
          2.  What has been your most significant
              academic achievement?
          3.  Why would those who know you best say
              that you are committed to lifelong learning?
          4.  Are you presently pursuing any certifications
              or professional development? Explain.
          5.  What development goals have you recently
              established for yourself?

                                                                   11
August 2008             Gunn & Associates, Inc. © 2008
Interview Questions #5
   Personal Strengths and Lominger Skills
         1.  What would your past bosses say are some of
             your special strengths or characteristics?
         2.  How do you stay cool under pressure in very
             complex and difficult situations?
         3.  Tell me about a time you overcame resistance
             inside the organization to get a project done.
         4.  Have your team-building skills been
             recognized in past performance reviews or
             career discussions?
         5.  What would your coworkers say is their
             biggest challenge working with you?
                                                         12
August 2008             Gunn & Associates, Inc. © 2008
Questions You Can Ask
 1.      Why isn't this job being filled from within the company?
 2.      Can you draw me an organization chart so I can see where I fit in?
 3.      How many people have held this position over the past five years?
 4.      Was the last person to hold this position promoted?
 5.      What reputation does the department have within the company?
 6.      How has this position been filled in the past?
 7.      What are some accomplishments produced by past incumbents?
 8.      How many people are interviewing for this position?
 9.      What do you like most about this company?
 10.     May I talk with the person who last held this position?
 11.     How do employees like working for the company?
 12.     Is turnover an issue?
 13.     What qualifications are most important for this position?
 14.     Given your priorities what results would you like me to accomplish first?
 15.     What is the salary and performance levels of these subordinates?
 16.     How would you describe the organization's culture?
 17.     What is the biggest problem facing the department right now?
 18.     How soon will you decide if you want to make me an offer?


                                                                                 13
August 2008                    Gunn & Associates, Inc. © 2008
Problem Solvers
 ► Solutions focused, stick to the issues, and persistently strive for the
 best solutions given the realities of the situation. ► Open to reason.
 ► Use good people skills, showing genuine concern for others, treating
  people with respect, and making them feel valued. ► Use problem
  solving skills, identifying the issues, exploring alternatives, and
  agreeing on solutions. ► Willing to own responsibility for their
  behavior and to remove their part of the problem. ► Good self-control
  and good control over their tongue. ► Good listeners who listen
  intently to the opinions of others. ► Peacemakers who are good at
  turning conflict into problem solving. ► Stay objective regardless of
  what others do or say. ► Straightforward, honest and can be trusted
  to present information accurately. ► Willing to confront, level, offer
  constructive criticism, or take a stand, but do so by attacking problems
  and not people. ► Open to feedback, teachable, and eager to learn and
  improve. ► Style facilitates problem solving and increases the
  probability of communications, cooperation, and good relations.
              Credit to Author Dr. D.D. Warrick Ask about the Harley-Davidson success story!


                                                                                               14
August 2008                          Gunn & Associates, Inc. © 2008
Initiative in Performance
Consider the value you bring to your organization in the day-to-day
working relationship you establish with your manager.

Employee quot;Mode of Operationsquot;                             Value to Organization *

      1. Take Action and Advise Routinely                 Highest Value
      2. Take Action and Advise Immediately               Higher Value
      3. Recommend and Take Action                        High Value
      _________________________________                   ________________________

      4. Ask what to do...                                Low Value
      5. Watch, wait… do nothing…                         No Value


Adapted from:
           quot;Management time: Who's got the monkey?
           William Oncken, Jr. and Donald L. Wass
           Harvard Business Review, November - December 1974.



                                                                                     15
August 2008                      Gunn & Associates, Inc. © 2008
Job Factors Analysis
                                                                      at least
   What motivational factors are important to you? Check off
   seven (7) quot;job factorsquot; that are important to you:
   ☐ job security ☐having input into performance goals and standards
   ☐ opportunities for promotion ☐working for a prestigious company
   ☐ chance to express ideas and suggestions ☐challenging and interesting work
   ☐respect as an individual ☐entrepreneurial opportunities ☐developing policy
   ☐ minimal unplanned activities ☐good pay ☐reasonable work hours
   ☐opportunities for improving knowledge and skills ☐flexible work hours
   ☐recognition for good work performed ☐responsibility and authority
   ☐good benefits program ☐pleasant working conditions ☐business travel
   ☐performance-based promotions from within ☐being kept informed
   ☐good organizational communications ☐getting along with others
   ☐having a supervisor I respect ☐leading and developing a staff
   ☐opportunities to quot;make things happen” and have a major impact
   ☐ knowing what is expected of me on the job ☐having an important job
   ☐support from my immediate supervisor ☐working as part of a team
   ☐high performance standards requiring a quot;stretch“☐ ability to work on my own
   ☐structured work environment ☐not having to work too hard
   ☐influence with my supervisor ☐desirable work and living location

                                                                                    16
August 2008                    Gunn & Associates, Inc. © 2008
After the Interview
Post-Interview review and critique.
       Did you cover your strengths and accomplishments?
 
       What went well? What did not go well?
 
       How motivated are you by the position, department priorities, and company?
 
       Summarize the interview in writing within an hour for your review and follow-up
 

quot;Thank youquot; Letter.
       Up-beat and concise, summary your value.
 
       Focus on at least one point made by the interviewer: quot;I enjoyed hearing your
 
       views on...quot;
       Confirm any action items or quot;next stepsquot; discussed during the interview.
 
       Include any strength that you were unable to present during the interview.
 
       Position and company appear to be a good fit for you? Ask for an offer!
 

Follow-up. Call back at a specific time.
       Demonstrates professionalism, dependability and a sincere interest in the job.
 



                                                                                        17
August 2008                     Gunn & Associates, Inc. © 2008
Regarding References
Most corporations have policies that restrict references due to liability issues.
Limited information like name, job title, and employment dates will usually be
confirmed only by HR staff. But you can still call on former bosses, coworkers,
direct reports, business associates, suppliers, etc.
Your references may be asked questions like these:
      1.      How long have they known you?
      2.      What was or is their relationship to you?
      3.      What do they know of your major accomplishments?
      4.      Do they know why you left past positions?
      5.      What are your strengths and your development needs?
      6.      Did you get along well with others?
      7.      Are they able and willing to forecast your future job potential?
 It’s okay to “coach” your references.


                                                                                 18
August 2008                       Gunn & Associates, Inc. © 2008
Please provide feedback on all candidate interviews. Rate each of the five areas with whole numbers only.

             Comments are valued and requested. Rate each of five categories below with whole numbers:
   4 = far exceeds requirements   3 = exceeds requirements    2 = meets requirements   1 = does not meet requirements

Candidate:               ______________                           Position: _____________________________

1. Work History/Experience — organization and industry relevance, employment stability, commitment, loyalty
      Rating: [ ] Comments:
2. Knowledge, Skills, and Abilities — broad technical knowledge and relevant accomplishments
      Rating: [ ] Comments:
3. Job Interest and Motivation — job enthusiasm, passion for department mission, interest in industry and CSC
      Rating: [ ] Comments:
4. Education and Training — undergraduate, graduate, certifications, professional development, life-long learning
      Rating: [ ] Comments:
5. Personal Strengths/Characteristics — fit for organization culture
      Rating: [ ] Comments:

Hire Recommendation: [ ]Yes [ ]No Comments: _______________________________________


Interviewer: ________________________________________________                              Date: ____________

                        Note: All interview questions and written evaluation comments must be job-related.

                                                                                                                 19
   August 2008                               Gunn & Associates, Inc. © 2008
... one step at a time:
   1.         Know your audience and speak their language!
   2.         Make your resume a personal advertisement or sales
              brochure... keep it interesting, well organized and
              concise with lots of quot;white space”
   3.         Express value throughout by expressing your skills
              and achievements, especially from your most recent
              work. State your case!
   4.         Use power verbs or action verbs (samples follow).
   5.         Eliminate extraneous “ho-hum” information and keep
              your resume length to one or two pages.



                                                                    20
August 2008                  Gunn & Associates, Inc. © 2008

Weitere ähnliche Inhalte

Ähnlich wie Interview Preparation Guide

Talent Management & Development Overview For E Gauge & Edges 07.10.09
Talent Management & Development Overview For E Gauge &  Edges   07.10.09Talent Management & Development Overview For E Gauge &  Edges   07.10.09
Talent Management & Development Overview For E Gauge & Edges 07.10.09Chrisk21
 
System or Mission/Vision - "What comes first?"
System or Mission/Vision -  "What comes first?"System or Mission/Vision -  "What comes first?"
System or Mission/Vision - "What comes first?"bernarddt1
 
Job Interview Lesson for ESL
Job Interview Lesson for ESLJob Interview Lesson for ESL
Job Interview Lesson for ESLPaula Carnasciali
 
Characteristics Of High Performance Teams
Characteristics Of High Performance TeamsCharacteristics Of High Performance Teams
Characteristics Of High Performance Teamsbeverlybradstock
 
Maximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentMaximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
 
Investment challenge
Investment challengeInvestment challenge
Investment challengeJim Ware, CFA
 
Team Coaching Presentation 7 6 08
Team Coaching Presentation 7 6 08Team Coaching Presentation 7 6 08
Team Coaching Presentation 7 6 08Kathryn_Kemp
 
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018Agile Velocity
 
Requisite Agility
Requisite AgilityRequisite Agility
Requisite AgilityAmit Arora
 
Team Building For Success 070112
Team Building For Success 070112Team Building For Success 070112
Team Building For Success 070112Gary Berthelson
 
8 Essentials for Building Robust Features by EA Sr Product Manager
8 Essentials for Building Robust Features  by EA Sr Product Manager8 Essentials for Building Robust Features  by EA Sr Product Manager
8 Essentials for Building Robust Features by EA Sr Product ManagerProduct School
 
Job Fit is The Key to Your Organization's Success
Job Fit is The Key to Your Organization's SuccessJob Fit is The Key to Your Organization's Success
Job Fit is The Key to Your Organization's SuccessInsights For Performance
 
NW Biodiesel Network 2 11 09
NW Biodiesel Network 2 11 09NW Biodiesel Network 2 11 09
NW Biodiesel Network 2 11 09Eric Bowman
 
Job Fit_ The Key to Org Success_ The Assessment Company.pdf
Job Fit_ The Key to Org Success_ The Assessment Company.pdfJob Fit_ The Key to Org Success_ The Assessment Company.pdf
Job Fit_ The Key to Org Success_ The Assessment Company.pdfThe Assessment Company®
 
Lecture by Mario Derba at Master Human Resources Pisa University
Lecture by Mario Derba at Master Human Resources Pisa University Lecture by Mario Derba at Master Human Resources Pisa University
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
 
advance auto parts 2007_AR
advance auto parts 2007_ARadvance auto parts 2007_AR
advance auto parts 2007_ARfinance48
 

Ähnlich wie Interview Preparation Guide (20)

Talent Management & Development Overview For E Gauge & Edges 07.10.09
Talent Management & Development Overview For E Gauge &  Edges   07.10.09Talent Management & Development Overview For E Gauge &  Edges   07.10.09
Talent Management & Development Overview For E Gauge & Edges 07.10.09
 
System or Mission/Vision - "What comes first?"
System or Mission/Vision -  "What comes first?"System or Mission/Vision -  "What comes first?"
System or Mission/Vision - "What comes first?"
 
Job Interview Lesson for ESL
Job Interview Lesson for ESLJob Interview Lesson for ESL
Job Interview Lesson for ESL
 
Characteristics Of High Performance Teams
Characteristics Of High Performance TeamsCharacteristics Of High Performance Teams
Characteristics Of High Performance Teams
 
Maximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentMaximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional Development
 
Investment challenge
Investment challengeInvestment challenge
Investment challenge
 
Team Coaching Presentation 7 6 08
Team Coaching Presentation 7 6 08Team Coaching Presentation 7 6 08
Team Coaching Presentation 7 6 08
 
Reward Management
Reward ManagementReward Management
Reward Management
 
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018
Agile = No Planning = No Bull$h!t - Reese Schmit - Keep Austin Agile 2018
 
Hutac2012
Hutac2012Hutac2012
Hutac2012
 
Requisite Agility
Requisite AgilityRequisite Agility
Requisite Agility
 
Pathfinder Career Dilemmas2
Pathfinder Career Dilemmas2Pathfinder Career Dilemmas2
Pathfinder Career Dilemmas2
 
Team Building For Success 070112
Team Building For Success 070112Team Building For Success 070112
Team Building For Success 070112
 
8 Essentials for Building Robust Features by EA Sr Product Manager
8 Essentials for Building Robust Features  by EA Sr Product Manager8 Essentials for Building Robust Features  by EA Sr Product Manager
8 Essentials for Building Robust Features by EA Sr Product Manager
 
Job Fit is The Key to Your Organization's Success
Job Fit is The Key to Your Organization's SuccessJob Fit is The Key to Your Organization's Success
Job Fit is The Key to Your Organization's Success
 
Presentation M De S
Presentation M De SPresentation M De S
Presentation M De S
 
NW Biodiesel Network 2 11 09
NW Biodiesel Network 2 11 09NW Biodiesel Network 2 11 09
NW Biodiesel Network 2 11 09
 
Job Fit_ The Key to Org Success_ The Assessment Company.pdf
Job Fit_ The Key to Org Success_ The Assessment Company.pdfJob Fit_ The Key to Org Success_ The Assessment Company.pdf
Job Fit_ The Key to Org Success_ The Assessment Company.pdf
 
Lecture by Mario Derba at Master Human Resources Pisa University
Lecture by Mario Derba at Master Human Resources Pisa University Lecture by Mario Derba at Master Human Resources Pisa University
Lecture by Mario Derba at Master Human Resources Pisa University
 
advance auto parts 2007_AR
advance auto parts 2007_ARadvance auto parts 2007_AR
advance auto parts 2007_AR
 

Kürzlich hochgeladen

Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1DianaGray10
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...DianaGray10
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemAsko Soukka
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Commit University
 
Comparing Sidecar-less Service Mesh from Cilium and Istio
Comparing Sidecar-less Service Mesh from Cilium and IstioComparing Sidecar-less Service Mesh from Cilium and Istio
Comparing Sidecar-less Service Mesh from Cilium and IstioChristian Posta
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxMatsuo Lab
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfAijun Zhang
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopBachir Benyammi
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAshyamraj55
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfinfogdgmi
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-pyJamie (Taka) Wang
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfDaniel Santiago Silva Capera
 
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UbiTrack UK
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 

Kürzlich hochgeladen (20)

Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystem
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)
 
Comparing Sidecar-less Service Mesh from Cilium and Istio
Comparing Sidecar-less Service Mesh from Cilium and IstioComparing Sidecar-less Service Mesh from Cilium and Istio
Comparing Sidecar-less Service Mesh from Cilium and Istio
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptx
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdf
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 Workshop
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
 
20230104 - machine vision
20230104 - machine vision20230104 - machine vision
20230104 - machine vision
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
 
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 

Interview Preparation Guide

  • 1. Interview Preparation Guide Gunn & Associates, Inc. © Courtesy Copy for Individual Use Only G&A | 131 ARKLOW AVENUE, SUITE C | JUPITER, FLORIDA 33458 http://www.gunnassoc.com | 561.625.9365
  • 2. Universal Hiring Rule  quot;Any employer will hire any applicant as long as they are convinced that the hiring will bring more value than it costs.quot; Tom Jackson Guerrilla Tactics in the New Job Market, Bantam Books, March 1991, page 176 2 August 2008 Gunn & Associates, Inc. © 2008
  • 3. Develop statements of value [accomplishments] for use in your resume and to score points when you interview. Accomplished Achieve Acquired Administered Advised Analyzed Approved Arrange Assigned Authorized Bought Budgeted Built Canceled Closed Completed Composed Conceived Conducted Consolidated Contributed Controlled Converted Coordinated many more A – Z Review the entire list and see how many accomplishments you can list, especially over the past three to five years... 3 August 2008 Gunn & Associates, Inc. © 2008
  • 4. Accomplished • achieved • acquired • administered • advised • analyzed • approved • arranged • assigned • authorized • began • bought • budgeted • built • canceled • closed • completed • composed • conceived • conducted • consolidated • contributed • controlled • converted • coordinated • created • decreased • delivered • demonstrated • designed • developed • devised • directed • displayed • doubled • earned • edited • engineered • eliminated • employed • ended • established • expanded • evaluated • exhibited • financed • formed • formulated • founded • gained • generated • graduated • guided • handled • headed • hired • implemented • improved • improvised • increased • initiated • inspected • installed • innovated • instructed • interviewed • introduced • invented • judged • launched • led • located • made • maintained • managed • manufactured • marketed • merged • mobilized • modified • mentored • negotiated • opened • operated • ordered • organized • originated • packaged • participated • performed • piloted • planned • prepared • processed • produced • promoted • proposed • provided • published • purchased • raised • ran • recommended • recruited • redesigned • reduced • reorganized • reported • researched • reviewed • revised • scheduled • selected • served • serviced • settled • set up • simplified • sold • solved • sparked • staffed • started • streamlined • strengthened • stretched • structured • submitted • succeeded • supervised • supplied • taught • terminated • tested • traced • tracked • traded • trained • transferred • transformed • translated • traveled • trimmed • tripled • uncovered • underwrote • unified • unraveled • utilized • vacated • verified • vitalized • won • withdrew • worked • wrote • Zapped ☺ 4 August 2008 Gunn & Associates, Inc. © 2008
  • 5. What are some of your own special qualities? Have any of the following traits contributed to your past success? Analytical Energetic Perceptive Confident Enthusiastic Persuasive Considerate Flexible Positive Cooperative Inventive Reliable Creative Loyal Resourceful Decisive Motivated Responsible Dedicated Optimistic Team-player Dependable Organized Tenacious Determined Patient Versatile What do employers value? Check out the full list… 5 August 2008 Gunn & Associates, Inc. © 2008
  • 6. Adept | aggressive | alert | ambitious | amiable | analytical | articulate | assertive balanced | bright | calm | capable | careful | cautious | cheerful | compassionate composed | competent | competitive | concise | confident | considerate | consistent cooperative | courageous | creative | credible | decisive | dedicated | deliberate dependable | determined | dignified | direct | diligent | discrete | effective energetic | enthusiastic | experienced | expressive | faithful | firm | flexible forceful | generous | grateful | happy | healthy | helpful | high energy | honest hopeful | imaginative | incisive | independent | inquisitive | initiative | insightful integrity | interested | inventive | jovial | keen | knowledgeable | likeable | loyal mature | meticulous | mindful | modest | motivated | neat | nice | objective optimistic | organized | original | patient | persevering | perceptive | poised polite | persuasive | positive | productive | professional | punctual | quiet questioning | reasonable | reliable | resolute | resourceful | responsible | risk-taking self-control | self-reliant | shrewd | sincere | stable | successful | tactful | team builder team player | technical | tenacious | thankful | thorough | thoughtful | trustworthy understanding | versatile | vigorous | well-rounded | wise | Zealous Do you see yourself in some of these strengths? 6 August 2008 Gunn & Associates, Inc. © 2008
  • 7. Interview Elements An experienced interviewer will want to learn as much about you as possible and may conduct a structured interview. Be prepared! Work History and Experience.   employment stability • relevance of experience Job-related Knowledge, Skills, and Abilities.   technical competence • level of sustained performance • accomplishments Job Interest and Motivation.   industry, company/organization, position/profession Education and Training.   formal education • professional training/certifications • continuing education Personal Characteristics and Strengths.   quot;fitquot; for position, department, or organization • quot;corporate culturequot; match characteristics valued by organizations: adaptability • cooperation • creativity enthusiasm • high energy • perseverance • collaborative • performance driven 7 August 2008 Gunn & Associates, Inc. © 2008
  • 8. Interview Questions #1 Work History/Experience 1.  Why are you in the job market today? 2.  How did you acquire your last three positions? 3.  Which of your past companies would you be most eager to rejoin? Why? 4.  What would references from previous employers reveal? 5.  What two work accomplishments have given you the most satisfaction? 6.  Do you have an employment agreement, a non- compete or non-solicitation agreement? . 8 August 2008 Gunn & Associates, Inc. © 2008
  • 9. Interview Questions #2 Knowledge, Skills, Abilities 1.  Tailor questions for each specific position. For example, service delivery manager questions might address: Customer satisfaction   Cost management   Decision making and problem solving   Productivity and people management   Leadership   Interpersonal/organizational effectiveness   2.  Your questions might be framed as: –  “Tell me about a time when ...” or –  “Describe a situation when ...” 9 August 2008 Gunn & Associates, Inc. © 2008
  • 10. Interview Questions #3 Motivation for the Job, Department Mission, company and the Industry. 1.  Why are you in the job market today? 2.  What attracts you to our company? 3.  How were you referred to us? 4.  Why do you feel this job is a good fit for you? 5.  What motivates you to put forth your greatest effort? 10 August 2008 Gunn & Associates, Inc. © 2008
  • 11. Interview Questions #4 Education and Training (life-long-learning) 1.  How do you stay up to date technically? 2.  What has been your most significant academic achievement? 3.  Why would those who know you best say that you are committed to lifelong learning? 4.  Are you presently pursuing any certifications or professional development? Explain. 5.  What development goals have you recently established for yourself? 11 August 2008 Gunn & Associates, Inc. © 2008
  • 12. Interview Questions #5 Personal Strengths and Lominger Skills 1.  What would your past bosses say are some of your special strengths or characteristics? 2.  How do you stay cool under pressure in very complex and difficult situations? 3.  Tell me about a time you overcame resistance inside the organization to get a project done. 4.  Have your team-building skills been recognized in past performance reviews or career discussions? 5.  What would your coworkers say is their biggest challenge working with you? 12 August 2008 Gunn & Associates, Inc. © 2008
  • 13. Questions You Can Ask 1.  Why isn't this job being filled from within the company? 2.  Can you draw me an organization chart so I can see where I fit in? 3.  How many people have held this position over the past five years? 4.  Was the last person to hold this position promoted? 5.  What reputation does the department have within the company? 6.  How has this position been filled in the past? 7.  What are some accomplishments produced by past incumbents? 8.  How many people are interviewing for this position? 9.  What do you like most about this company? 10.  May I talk with the person who last held this position? 11.  How do employees like working for the company? 12.  Is turnover an issue? 13.  What qualifications are most important for this position? 14.  Given your priorities what results would you like me to accomplish first? 15.  What is the salary and performance levels of these subordinates? 16.  How would you describe the organization's culture? 17.  What is the biggest problem facing the department right now? 18.  How soon will you decide if you want to make me an offer? 13 August 2008 Gunn & Associates, Inc. © 2008
  • 14. Problem Solvers ► Solutions focused, stick to the issues, and persistently strive for the best solutions given the realities of the situation. ► Open to reason. ► Use good people skills, showing genuine concern for others, treating people with respect, and making them feel valued. ► Use problem solving skills, identifying the issues, exploring alternatives, and agreeing on solutions. ► Willing to own responsibility for their behavior and to remove their part of the problem. ► Good self-control and good control over their tongue. ► Good listeners who listen intently to the opinions of others. ► Peacemakers who are good at turning conflict into problem solving. ► Stay objective regardless of what others do or say. ► Straightforward, honest and can be trusted to present information accurately. ► Willing to confront, level, offer constructive criticism, or take a stand, but do so by attacking problems and not people. ► Open to feedback, teachable, and eager to learn and improve. ► Style facilitates problem solving and increases the probability of communications, cooperation, and good relations. Credit to Author Dr. D.D. Warrick Ask about the Harley-Davidson success story! 14 August 2008 Gunn & Associates, Inc. © 2008
  • 15. Initiative in Performance Consider the value you bring to your organization in the day-to-day working relationship you establish with your manager. Employee quot;Mode of Operationsquot; Value to Organization * 1. Take Action and Advise Routinely Highest Value 2. Take Action and Advise Immediately Higher Value 3. Recommend and Take Action High Value _________________________________ ________________________ 4. Ask what to do... Low Value 5. Watch, wait… do nothing… No Value Adapted from: quot;Management time: Who's got the monkey? William Oncken, Jr. and Donald L. Wass Harvard Business Review, November - December 1974. 15 August 2008 Gunn & Associates, Inc. © 2008
  • 16. Job Factors Analysis  at least What motivational factors are important to you? Check off seven (7) quot;job factorsquot; that are important to you: ☐ job security ☐having input into performance goals and standards ☐ opportunities for promotion ☐working for a prestigious company ☐ chance to express ideas and suggestions ☐challenging and interesting work ☐respect as an individual ☐entrepreneurial opportunities ☐developing policy ☐ minimal unplanned activities ☐good pay ☐reasonable work hours ☐opportunities for improving knowledge and skills ☐flexible work hours ☐recognition for good work performed ☐responsibility and authority ☐good benefits program ☐pleasant working conditions ☐business travel ☐performance-based promotions from within ☐being kept informed ☐good organizational communications ☐getting along with others ☐having a supervisor I respect ☐leading and developing a staff ☐opportunities to quot;make things happen” and have a major impact ☐ knowing what is expected of me on the job ☐having an important job ☐support from my immediate supervisor ☐working as part of a team ☐high performance standards requiring a quot;stretch“☐ ability to work on my own ☐structured work environment ☐not having to work too hard ☐influence with my supervisor ☐desirable work and living location 16 August 2008 Gunn & Associates, Inc. © 2008
  • 17. After the Interview Post-Interview review and critique. Did you cover your strengths and accomplishments?   What went well? What did not go well?   How motivated are you by the position, department priorities, and company?   Summarize the interview in writing within an hour for your review and follow-up   quot;Thank youquot; Letter. Up-beat and concise, summary your value.   Focus on at least one point made by the interviewer: quot;I enjoyed hearing your   views on...quot; Confirm any action items or quot;next stepsquot; discussed during the interview.   Include any strength that you were unable to present during the interview.   Position and company appear to be a good fit for you? Ask for an offer!   Follow-up. Call back at a specific time. Demonstrates professionalism, dependability and a sincere interest in the job.   17 August 2008 Gunn & Associates, Inc. © 2008
  • 18. Regarding References Most corporations have policies that restrict references due to liability issues. Limited information like name, job title, and employment dates will usually be confirmed only by HR staff. But you can still call on former bosses, coworkers, direct reports, business associates, suppliers, etc. Your references may be asked questions like these: 1.  How long have they known you? 2.  What was or is their relationship to you? 3.  What do they know of your major accomplishments? 4.  Do they know why you left past positions? 5.  What are your strengths and your development needs? 6.  Did you get along well with others? 7.  Are they able and willing to forecast your future job potential? It’s okay to “coach” your references. 18 August 2008 Gunn & Associates, Inc. © 2008
  • 19. Please provide feedback on all candidate interviews. Rate each of the five areas with whole numbers only. Comments are valued and requested. Rate each of five categories below with whole numbers: 4 = far exceeds requirements 3 = exceeds requirements 2 = meets requirements 1 = does not meet requirements Candidate: ______________ Position: _____________________________ 1. Work History/Experience — organization and industry relevance, employment stability, commitment, loyalty Rating: [ ] Comments: 2. Knowledge, Skills, and Abilities — broad technical knowledge and relevant accomplishments Rating: [ ] Comments: 3. Job Interest and Motivation — job enthusiasm, passion for department mission, interest in industry and CSC Rating: [ ] Comments: 4. Education and Training — undergraduate, graduate, certifications, professional development, life-long learning Rating: [ ] Comments: 5. Personal Strengths/Characteristics — fit for organization culture Rating: [ ] Comments: Hire Recommendation: [ ]Yes [ ]No Comments: _______________________________________ Interviewer: ________________________________________________ Date: ____________ Note: All interview questions and written evaluation comments must be job-related. 19 August 2008 Gunn & Associates, Inc. © 2008
  • 20. ... one step at a time: 1.  Know your audience and speak their language! 2.  Make your resume a personal advertisement or sales brochure... keep it interesting, well organized and concise with lots of quot;white space” 3.  Express value throughout by expressing your skills and achievements, especially from your most recent work. State your case! 4.  Use power verbs or action verbs (samples follow). 5.  Eliminate extraneous “ho-hum” information and keep your resume length to one or two pages. 20 August 2008 Gunn & Associates, Inc. © 2008