What Hiring Managers Really Look For
By Steve Tobak | September 12, 2011
Interviewing for a job is a lot like giving a presentation. It’s hard to imagine your career going anywhere unless you learn how to do it effectively. Unfortunately, you probably weren’t born with the interview gene. For most people, interviewing is a real struggle.
So what do you do? Get online and search for tips. Unfortunately, the vast majority of that stuff is written by self-proclaimed experts who’ve never been hiring managers and didn’t learn how to do it right from a Fortune 500 company that depends on hiring young up-and-comers and promoting from within.
In other words, they really have no idea what they’re talking about.
The truth is that, when you’re on a job hunt, the absolute worst thing you can do is get yourself all worked up by reading laundry lists of interview questions and horror stories, worrying about stuff you can’t do anything about, and filling your head with useless advice.
All that does is keep you from being yourself and doing what matters most in a job interview: demonstrating you’re the right person for the job.
The best way to do that is the first lesson in interviewing for a job, which just so happens to be the same first lesson in giving an effective presentation: find out what matters most to the audience. More specifically, find out what matters most to hiring managers.
Fortunately, I happen to know all about that sort of thing. You see, as a young manager at Texas Instruments, I volunteered to lead the recruiting effort for my entire department. And since TI is very big on hiring up-and-comers and grooming them for senior management, they train their managers on how to find the right people for the right job.
Since then, I’ve interviewed and hired countless people at every organizational level, from individual contributors to VPs, from engineers to marketers. I’ve worked with some very successful HR executives and recruiters. Not only that, I’ve interviewed with more than a few successful CEOs and tough VCs myself.
I guess you can say I’m battle-tested on both sides of the equation. So, not only is this What Hiring Managers Really Look For, but if you’re a hiring manager and this isn’t what you look for in a job interview, you might want to reconsider that strategy:
Initial gut feeling. What can I tell you; it’s not scientific but it is the truth. Good managers and executives learn to trust their gut instincts and, sure enough, that’s pretty darn subjective. The best thing to do is be yourself, be genuine, be nice, be open, and relax. Look him right in the eye, smile, and remember, he’s just a flesh and blood person, just like you. Chemistry is all about making a connection and it starts with first impressions.
Do you meet the job spec? If gut feeling is highly subjective, this is the opposite. Right or wrong, there’s a written job spec and the hiring manager wants to find out if you meet it or not. That includes everything from functional capability and previous experience to communication skills and personal characteristics. Since you’ve presumably read the spec, this is your window into what they’re looking for.
Are you who you represent yourself to be? They bring you in based on a virtual piece of paper - your resume - and maybe a phone screen, so they want to see if that’s really you or a bunch of BS. Hopefully, you’re better in person than on paper. My favorite analogy is this: you want to look at least as good naked as you do in clothes. It’s the same thing when you’re interviewing. You don’t want to be a letdown in the flesh. Think about that when you’re embellishing your resume.
Your experience. This is huge, but not in the way you think. Get this. What they’re really looking for are specific anecdotes that resonate with their current situation, concerns, and priorities for the position. If you can find out what that is and satisfy that criteria, I doubt if the number of years you’ve been doing something matters much. Example: if they’re trying to grow a new business, they want to hear exactly how you’ve done that in the past.
Are you smart? You can gain wisdom, get experience, and learn skills, but by the time you interview for a professional job, the smarts are pretty much baked in. The hiring manager wants to know how you think and problem solve. That’s what all those weird questions you always hear about are for. But the thing is, reading laundry lists of weird questions won’t change how you handle them because it doesn’t change how you think or problem solve? Make sense?
What’s your personality like? What kind of person are you? What are your strengths and weaknesses: positive characteristics and attributes that you need to work on, and are you aware of the latter? Do you have a can-do attitude and a strong work ethic or a sense of entitlement? How do you carry yourself? Are you confident and self-assured or overconfident and full of yourself? Are you grounded, self-driven? Can you handle responsibility and will you hold yourself accountable?
Do you get along with others? Are you better on your own or as a team player? Are you so thin-skinned that everything rubs you the wrong way or so insular that you’re completely oblivious to the needs and wants of others? How well do you actually listen? Are you aggressive and set in your ways or calm and flexible? Reference checks are also part of this, but they’ll still want to get a read of you in person.
Are you like-minded? I know, I know. We shouldn’t, and it’s not logical, but we do. We look for ourselves, or at least people who have some of the same characteristics we value in ourselves. It’s human nature. That’s why, when you - the candidate - ask a question, it might resonate and it might not. It’s highly subjective. If it’s the same sort of question she would have asked, she’ll like that. If she thinks it’s dopey, not so much. My advice here: listen hard for clues and otherwise be very open-minded, neutral, non-controversial, and non-confrontational.
Bottom line. Look, if you find it entertaining to read about weird interview questions or horror stories, knock yourself out. But if you want to get hired for a good job, now you know the inside scoop on what good hiring managers look for.
If I had to offer just one piece of advice to improve your chance of getting hired, it’s this. Find out as much as you can about what they’re looking for, think about your knowledge and experience, find the intersection points, and deliver a couple of hard-hitting anecdotes that demonstrate you’re the one who can do what they need done. Otherwise, relax and be yourself.
MY THOUGHTS
Hey, this is good. Really good. All jub hunters should read this.
Like the author I've interviewed thousands, hired hundreds and rejected more people than I hired. It's true that over the years, you get to develop a sixth sense about the applicant. I hate to say this but the first few minutes of an interview is very crucial. Most of us, interviewers actually know, during the fist couple of minutes, if an applicant can be a candidate or not. Of course, I've already checked on the job fir through the paper screening. Otherwise the aplicant will not even be called for an interview. Still, they have to prove that what they claim on paper is actually true. But that would come after the chemistry issue. However, I don't think chemistry is something that an applicant can prepare for. If it's not there' it's not there. And why would hire someone I will have difficulty liking.
Wednesday, September 14, 2011
Thursday, March 17, 2011
OUTSIDE PRESSURE IN HIRING
OUTSIDE PRESSURE IN HIRING
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
Is There Outside Pressure?
No hiring manager operates in a vacuum. All of us have outside forces that influence us at work every day. The manager has a boss that he/she has to keep happy. The position the manager is trying to fill probably will interact with other departments in the company. The manager of the other department may have preferences for the skills that department wants in the new hire. Human Resources (HR) is concerned that company and government rules and regulations regarding hiring practices be followed. If hiring you is going to cause any problems with any of the outside influences you are less likely to be hired because it will make the manager's job more difficult.
The hiring manager is going to rank all the candidates for the job based on whether hiring them will cause any problems with any of the other departments:
* Will hiring you cause any problems with the hiring manager's boss?
* What other departments will you work with and do any of them have preferences that you don't meet?
* Is hiring you going to cause any problems with the company's hiring practices that will take time or effort on the manager's part to explain or justify?
* Will hiring you cause any problems with government rules or regulations that the company will have to deal with and the hiring manager will have to spend time to support?
Bottom Line
A hiring manager is going to hire the candidate who he or she believes will do the most to make his or her job easier. Every manager today has more work than they have time for and while they recognize that recruiting, screening, and hiring new employees is a critically important part of their job, they will always opt for the candidate who will do the most to help them out by making their job easier in all its different aspects.
MY THOUGHTS
this is especially true when hiring for support units. the functions and results of the support groups are heavily linked with those of the other departments. this means that other departments would have a lot of say in the hiring and selection for the support group.
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
Is There Outside Pressure?
No hiring manager operates in a vacuum. All of us have outside forces that influence us at work every day. The manager has a boss that he/she has to keep happy. The position the manager is trying to fill probably will interact with other departments in the company. The manager of the other department may have preferences for the skills that department wants in the new hire. Human Resources (HR) is concerned that company and government rules and regulations regarding hiring practices be followed. If hiring you is going to cause any problems with any of the outside influences you are less likely to be hired because it will make the manager's job more difficult.
The hiring manager is going to rank all the candidates for the job based on whether hiring them will cause any problems with any of the other departments:
* Will hiring you cause any problems with the hiring manager's boss?
* What other departments will you work with and do any of them have preferences that you don't meet?
* Is hiring you going to cause any problems with the company's hiring practices that will take time or effort on the manager's part to explain or justify?
* Will hiring you cause any problems with government rules or regulations that the company will have to deal with and the hiring manager will have to spend time to support?
Bottom Line
A hiring manager is going to hire the candidate who he or she believes will do the most to make his or her job easier. Every manager today has more work than they have time for and while they recognize that recruiting, screening, and hiring new employees is a critically important part of their job, they will always opt for the candidate who will do the most to help them out by making their job easier in all its different aspects.
MY THOUGHTS
this is especially true when hiring for support units. the functions and results of the support groups are heavily linked with those of the other departments. this means that other departments would have a lot of say in the hiring and selection for the support group.
WHAT WILL YOU COST?
WHAT WILL YOU COST?
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
What Will You Cost?
Every hiring manager has a budget. This budget has to cover the salary and benefits of the new hire, but also any adjustments to salaries of other team members that may be needed as a result. If the hiring manager can hire you at the targeted salary or below he/she can stay within budget and won't have to spend any time making adjustments. If you request a salary above the target the hiring manager may be able to accommodate that salary, but he/she will have to spend some time making adjustments. Are you requesting any benefits that are outside the company norm, like an extra week of vacation? Even if the hiring manager can arrange that, he or she is going to have to spend time and effort making the necessary arrangements. This doesn't mean you should not ask for the salary and benefits you feel you deserve, just that they may make the hiring manager's work load increase. The hiring manager may decide you are worth the cost, but it will impact the hiring decision.
The hiring manager is going to rank all the candidates for the job based on what they will cost, in both time and money:
* Are your salary requirements at or below the target for the position?
* Are you requesting any benefits beyond the company's norm?
* Will hiring you require the hiring manager make adjustments to any other team member's salary?
* Will hiring you require any additional effort on the hiring manager's part to justify any additional expense?
* Does the hiring manager believe you are worth the additional cost?
MY THOUGHTS
the issue of pay is something that you need to think about very, very carefully. how much you're getting now or how much you used to get in terms of pay should not be your first decIding factor. the company size, the industry, current market forces must be considered first when you quote your asking price.
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
What Will You Cost?
Every hiring manager has a budget. This budget has to cover the salary and benefits of the new hire, but also any adjustments to salaries of other team members that may be needed as a result. If the hiring manager can hire you at the targeted salary or below he/she can stay within budget and won't have to spend any time making adjustments. If you request a salary above the target the hiring manager may be able to accommodate that salary, but he/she will have to spend some time making adjustments. Are you requesting any benefits that are outside the company norm, like an extra week of vacation? Even if the hiring manager can arrange that, he or she is going to have to spend time and effort making the necessary arrangements. This doesn't mean you should not ask for the salary and benefits you feel you deserve, just that they may make the hiring manager's work load increase. The hiring manager may decide you are worth the cost, but it will impact the hiring decision.
The hiring manager is going to rank all the candidates for the job based on what they will cost, in both time and money:
* Are your salary requirements at or below the target for the position?
* Are you requesting any benefits beyond the company's norm?
* Will hiring you require the hiring manager make adjustments to any other team member's salary?
* Will hiring you require any additional effort on the hiring manager's part to justify any additional expense?
* Does the hiring manager believe you are worth the additional cost?
MY THOUGHTS
the issue of pay is something that you need to think about very, very carefully. how much you're getting now or how much you used to get in terms of pay should not be your first decIding factor. the company size, the industry, current market forces must be considered first when you quote your asking price.
Monday, March 14, 2011
WILL YOU FIT THE TEAM?
WILL YOU FIT THE TEAM?
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
Will You Fit The Team?
Generally, the better you fit with the team and the company culture the more likely you are to be hired. The hiring manager knows that if you fit with the rest of the team he/she will not have to spend time resolving inter-personal conflicts between you and the other members of the team. If you fit well with the rest of the team you are more likely to fit into established patterns and procedures and improve the team's production rather than require a period of adjustment with reduced productivity.
The exception to this is when the manager sees your lack of fit as a good thing. For example, with a very young team, the manager may hire a more experienced candidate to bring a more structured approach to the team.
The hiring manager is going to rank all the candidates for the job based on how well they fit the team and the company culture:
* Are you a good fit with the team?
* Will you fit with existing procedures and practices?
* How quickly will you be able to get up to full productivity?
* Do you have personal traits that don't fit the team, but are desirable?
* Are you a good fit with the overall company culture?
MY THOUGHTS
this is one area where hiring managers need to be trained. hiring managers tend to focus so much on whether the applicant can do the job. and because they are pressed to hire for their production, they are more likely to overlook the 'fit' issue.
and this is where HR should come in. first,of course,is to train the hiring managers.then come-up with assessment tools to help the hiring managers make wise decisions. it's still best for HR to do the assessments first and recommend only the best choices to the hiring manager.
from the article "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
Will You Fit The Team?
Generally, the better you fit with the team and the company culture the more likely you are to be hired. The hiring manager knows that if you fit with the rest of the team he/she will not have to spend time resolving inter-personal conflicts between you and the other members of the team. If you fit well with the rest of the team you are more likely to fit into established patterns and procedures and improve the team's production rather than require a period of adjustment with reduced productivity.
The exception to this is when the manager sees your lack of fit as a good thing. For example, with a very young team, the manager may hire a more experienced candidate to bring a more structured approach to the team.
The hiring manager is going to rank all the candidates for the job based on how well they fit the team and the company culture:
* Are you a good fit with the team?
* Will you fit with existing procedures and practices?
* How quickly will you be able to get up to full productivity?
* Do you have personal traits that don't fit the team, but are desirable?
* Are you a good fit with the overall company culture?
MY THOUGHTS
this is one area where hiring managers need to be trained. hiring managers tend to focus so much on whether the applicant can do the job. and because they are pressed to hire for their production, they are more likely to overlook the 'fit' issue.
and this is where HR should come in. first,of course,is to train the hiring managers.then come-up with assessment tools to help the hiring managers make wise decisions. it's still best for HR to do the assessments first and recommend only the best choices to the hiring manager.
CAN YOU DO THE JOB?
from the "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
You will hear and read a lot of information about what factors influence how the hiring decision is made. In reality, it all comes down to one thing - will hiring you make the hiring manager's job easier. The takes many things into consideration, but the person who gets hired is the one the hiring manager perceives will do the most to make his or her job easier.
Can You Do The Job?
Clearly this is a major consideration. The better you can do the job the easier the manager's job will be. The more skilled you are the less time the manager will have to spend managing you and directing your work. You will need less training if you are already good at the job. This saves the manager time and saves money in his/her budget.
The manager is going to rank all the candidates for the job based on how well they can do the job:
* Do you have the basic skills required for the job?
* How much experience have you had doing the work required by this job?
* What advanced skills do you have that are relevant to this job?
* How much training will you need?
* Will quickly will you be able to work independently?
* Will you be able to help or train others?
MY THOUGHTS
most assessments focus on your capabilities and abilities that will help you do the job. however, this is just one of the considerations.
other considerations would be:
Will You Fit The Team?
What Will You Cost?
Is There Outside Pressure?
from the "Insiders Guide To The Hiring Decision"
How The Hiring Decision Is Really Made
By F. John Reh, About.com Guide
You will hear and read a lot of information about what factors influence how the hiring decision is made. In reality, it all comes down to one thing - will hiring you make the hiring manager's job easier. The takes many things into consideration, but the person who gets hired is the one the hiring manager perceives will do the most to make his or her job easier.
Can You Do The Job?
Clearly this is a major consideration. The better you can do the job the easier the manager's job will be. The more skilled you are the less time the manager will have to spend managing you and directing your work. You will need less training if you are already good at the job. This saves the manager time and saves money in his/her budget.
The manager is going to rank all the candidates for the job based on how well they can do the job:
* Do you have the basic skills required for the job?
* How much experience have you had doing the work required by this job?
* What advanced skills do you have that are relevant to this job?
* How much training will you need?
* Will quickly will you be able to work independently?
* Will you be able to help or train others?
MY THOUGHTS
most assessments focus on your capabilities and abilities that will help you do the job. however, this is just one of the considerations.
other considerations would be:
Will You Fit The Team?
What Will You Cost?
Is There Outside Pressure?
Monday, March 7, 2011
The Most Common-- and Annoying--Interview Question
By BNET Contributors | February 10, 2011
By Alana Horowitz, Business Insider
What is your biggest weakness?
It’s an age-old question you never know how to prepare for before the big interview. Chances are, it might not come up, but if it does, you need to be ready.
You have to provide an answer that’s honest without making you look incompetent. Not an easy task, explains Harvard Business Review, but not impossible either.
If you’re lobbed the question, follow these simple tips:
1. Have an answer ready. Suggest a quality that can be improved, or one that will not affect your job too much– like how you went to a great school in California, but no one out East seems to have heard of it. And don’t be like Michael Scott from NBC’s The Office: “I work too hard, I care too much and sometimes I can be too invested in my job.” No one’s buying that.
2. Get a second opinion. Ask your most critical friends for feedback to make sure it sounds reasonable.
3. Change the topic - and quickly. End your answer by posing a question to the interviewer, so that the attention is deflected away from your answer.
MY THOUGHTS
No,no! I wouldn't recommend No. 3. Some of us, hardcore interviewers, will not see that as a good sign. As the interviewer, I prefer that you be honest. No one is perfect. People who answer "none" are just plain ego trippers. Those who say "I don't know" may be lacking in maturity. Either way won't help you land that job.
By BNET Contributors | February 10, 2011
By Alana Horowitz, Business Insider
What is your biggest weakness?
It’s an age-old question you never know how to prepare for before the big interview. Chances are, it might not come up, but if it does, you need to be ready.
You have to provide an answer that’s honest without making you look incompetent. Not an easy task, explains Harvard Business Review, but not impossible either.
If you’re lobbed the question, follow these simple tips:
1. Have an answer ready. Suggest a quality that can be improved, or one that will not affect your job too much– like how you went to a great school in California, but no one out East seems to have heard of it. And don’t be like Michael Scott from NBC’s The Office: “I work too hard, I care too much and sometimes I can be too invested in my job.” No one’s buying that.
2. Get a second opinion. Ask your most critical friends for feedback to make sure it sounds reasonable.
3. Change the topic - and quickly. End your answer by posing a question to the interviewer, so that the attention is deflected away from your answer.
MY THOUGHTS
No,no! I wouldn't recommend No. 3. Some of us, hardcore interviewers, will not see that as a good sign. As the interviewer, I prefer that you be honest. No one is perfect. People who answer "none" are just plain ego trippers. Those who say "I don't know" may be lacking in maturity. Either way won't help you land that job.
Saturday, February 12, 2011
HOW TO WRITE A RESUME
How to Write a Resume: Dos and Don’ts
By Suzanne Lucas | February 2, 2011
www.bnet.com
Many people feel overwhelmed at the idea of writing their resume. How can you possibly describe your entire career in a page or two? But that’s thinking about the resume in the wrong way.
Remember this and commit it to memory: Resumes are marketing documents. They aren’t your life/work history. They aren’t required to show your failures and short coming. Their purpose is to quickly tell a recruiter/hiring manager that you have the qualifications to do this work.
Here are 5 Dos and 5 Don’ts for Resume Writing:
Do
* Put your jobs in reverse chronological order. Your last/current relevant job goes first. (You can choose to leave off an irrelevant, short term job.) Some people write “functional resumes“, but many HR managers view these as attempts to hide something unpleasant.
* Move your education to the end of the page. I know you’re proud of your school, but unless you’re a new grad, your degree in Economics and minor in Sociology should go after your work experience.
* Turn accomplishments into numbers. Some departments have 1 person, and some have 350. Quantify yours. “Managed a department of 12 analysts” is a lot stronger than “Managed a department.” Did you have budget responsibilities? “Managed a $2.3 Million budget” is very different from “Managed a $75,000 budget.” How many clients did you juggle? 1, 2, 25? Quantify.
* Identify your strengths. What skills keep popping up in job after job? Those are your strongest assets. Make sure to highlight them in your resume by placing them directly under the job title.
* Write out your description of each skill/accomplishment. People typically agonize over this stage. Should they write full sentences? Use bullet points? Arrows? Use a period at the end of each line, or perhaps a semi-colon or nothing? Truly, it doesn’t matter. Just be consistent.
Don’t
* Write paragraphs. A resume should be scannable. People like white space on resumes. Recruiters want to be able to glance at the resume and get the gist. Blocks of solid text require more attention.
* Make the recruiter guess what your actual job was. Put your titles in bold. Translate strange titles into descriptive ones. For example, if your title was “Community Rock Star,” write: Community Rock Star (Public Relations Specialist).
* Share Too Much Information. No birthdate, religion, hobbies, weight, social security number, marital status, links to Facebook or personal blogs, children, sexual orientation or life mission statements.
* Make your resume too long. 1-2 pages is the generally accepted length. Anything longer will likely get overlooked.
* Forget to proofread. Get your friend, your neighbor, your mother-in-law (she won’t be afraid to criticize) to look at it. You want them to look for spelling, grammar, and consistency. Does it make sense?
For further reading:
* 8 Simple Ways to Customize Your Resume
* How to Write a Resume: 6 Steps to Take Before You Write
MY THOUGHTS
i hardly ever look at the educational attainment. unless of course if i'm screening for a highly technical jobs that requires engineers or CPAs. otherwise, i review the work experience.
spend time on your resume. this is the paper that will get you an interview.
By Suzanne Lucas | February 2, 2011
www.bnet.com
Many people feel overwhelmed at the idea of writing their resume. How can you possibly describe your entire career in a page or two? But that’s thinking about the resume in the wrong way.
Remember this and commit it to memory: Resumes are marketing documents. They aren’t your life/work history. They aren’t required to show your failures and short coming. Their purpose is to quickly tell a recruiter/hiring manager that you have the qualifications to do this work.
Here are 5 Dos and 5 Don’ts for Resume Writing:
Do
* Put your jobs in reverse chronological order. Your last/current relevant job goes first. (You can choose to leave off an irrelevant, short term job.) Some people write “functional resumes“, but many HR managers view these as attempts to hide something unpleasant.
* Move your education to the end of the page. I know you’re proud of your school, but unless you’re a new grad, your degree in Economics and minor in Sociology should go after your work experience.
* Turn accomplishments into numbers. Some departments have 1 person, and some have 350. Quantify yours. “Managed a department of 12 analysts” is a lot stronger than “Managed a department.” Did you have budget responsibilities? “Managed a $2.3 Million budget” is very different from “Managed a $75,000 budget.” How many clients did you juggle? 1, 2, 25? Quantify.
* Identify your strengths. What skills keep popping up in job after job? Those are your strongest assets. Make sure to highlight them in your resume by placing them directly under the job title.
* Write out your description of each skill/accomplishment. People typically agonize over this stage. Should they write full sentences? Use bullet points? Arrows? Use a period at the end of each line, or perhaps a semi-colon or nothing? Truly, it doesn’t matter. Just be consistent.
Don’t
* Write paragraphs. A resume should be scannable. People like white space on resumes. Recruiters want to be able to glance at the resume and get the gist. Blocks of solid text require more attention.
* Make the recruiter guess what your actual job was. Put your titles in bold. Translate strange titles into descriptive ones. For example, if your title was “Community Rock Star,” write: Community Rock Star (Public Relations Specialist).
* Share Too Much Information. No birthdate, religion, hobbies, weight, social security number, marital status, links to Facebook or personal blogs, children, sexual orientation or life mission statements.
* Make your resume too long. 1-2 pages is the generally accepted length. Anything longer will likely get overlooked.
* Forget to proofread. Get your friend, your neighbor, your mother-in-law (she won’t be afraid to criticize) to look at it. You want them to look for spelling, grammar, and consistency. Does it make sense?
For further reading:
* 8 Simple Ways to Customize Your Resume
* How to Write a Resume: 6 Steps to Take Before You Write
MY THOUGHTS
i hardly ever look at the educational attainment. unless of course if i'm screening for a highly technical jobs that requires engineers or CPAs. otherwise, i review the work experience.
spend time on your resume. this is the paper that will get you an interview.
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