JOBTALKS Packaging The Truth Indiana University Kelley School of Business C. Randall Powell, Ph.D Contents used in this presentation are adapted from Career Planning Strategies and used with the permission of the author.

Class: Career Planning and Placement Indiana University Kelley School of Business PackagingtheTruth

Two Types of Communication: Direct and Indirect Direct t State your skills t Make the match t Confirm the bond

Indirect Communication VIPs V alues I nterests P ersonal qualities

The Interview Definition Communication Between Two Parties But... t Specific Purposes/Goals t Controlled Environment t Structured Dialogue t Stress & Pressure Not a casual conversation!

Interviewer Explore Background Evaluate Job Match Explain Opportunity Make Decision Interviewee Present Qualifications Prove a Job Match Sell Potential Acquire Decision Data Goals Rarely Match Perfectly

Interview Purpose Discover Mutual Interests Employer Job = Credentials? Sincere Interest? Candidate Work role harmony? Reasonable Fit? Initial screening for both parties Consensus after subsequent interviews Interview Purpose

Influencing Factors External uncontrollable barriers often influence outcome Personalities Interview Structure Time Limitations Outcome Stress Physical Setting Politics

Barrier Busters Self ConfidenceAdvance Knowledge Extensive Preparation t Self t Job t Interview Barrier Busters

Interview Preparation Preparation focuses on 3 main areas: t Understanding your talents t Knowing the job for which you are applying t Knowing interviewing structure

Recognize standard formats Understand the basic pattern Prepare a presentation Mature judgment in generalizing Basic Interview Structure

Designed Approach No two interviews are exactly alike Tweak your presentation to fit Plan ahead Be professional

Phase I: Establish Rapport Common but non job-related topics Small talk cuts the stress level Phase I: Establish Rapport t weather t sports t compliments t current events t surroundings t mutual acquaintances

Opening Rapport Lasts under 5 minutes Eases tension Adds Humor Opens mutual interest areas

Phase II: Discuss Qualifications sEstablish job match sState credentials sAllow personal qualities to surface sDiscuss interests sHeart of the interview

Evaluating Phase III: Matching t Gradual transition from qualifying to matching and evaluation t Evaluation is a continuous process t Recruiters withhold snap judgments

Validity Phase III: Matching t Decision making t Competitive t Difficult recall

Decision Making Phase III: Matching t No maybes t Summaries t Mental evaluation Phase III: Matching Yes No Maybe

Avoid: t Last-ditch efforts t Shallow points t Desperate fumbling t Name dropping Thank you Next, follow-up State interest level State interest level Leave confidently Phase IV: Close Discussion

Controlling the Interview t State your key points t Establish the match t Direct information flow to strengths t Talk confidently/eye contact

Control Builds Confidence t You come across best when in charge t Use a confident tone t Use Professional poise t Use direct eye contact

I:Establish Rapport II:Discuss Qualifications III:Matching IV:Close Discussion I:Establish Rapport II:Discuss Qualifications III:Matching IV:Close Discussion Control all 4 Phases of Interview t Insure right factors are discussed t Timing is crucial t Control is goal

Can You Handle The Job? Two Key Determinants Can You Handle The Job? Can-do factors Will-do factors Interviewer Must Assess Both Factors

Measurable Documentable Interview Not Required Can-do Factors Basic Resume Elements t Education t Work Experience t Activities t Accomplishments

Avoid Reviewing your Resume during the Interview t Demeaning to recruiter t Don't try to "repackage" your resume t Expand the truth Resume Reading Resume

Much more subjective: Interviewers are trained to draw out and evaluate "will- do" factors Will-do FactorsPersonalityMaturityAttitudeMotivationSelf-confidence

Important to discriminate Extends paper credentials Differentiates similar candidates Discriminating Event

Degrees of Differences/Will-do Factors t No right or wrong answers t Variable scale t Not negative - Not positive t Comparisons; not absolute t To job t To others

Subjective Evaluation t No absolutes t Comparisons t Against Stars t Past Performers Subjective Evaluation

Personality Traits Charisma Energy Enthusiasm Interests Humor Extrovert Poise Drive Assertive Aggressive Commitment Zeal

First Impressions t Traits: technical or non-technical t Classify t Validity questions t Conclusions neutral

Foolish Ego Trips Leave good impression Use life episodes Past accomplishments Indirect communication about personal traits

Anecdotal: a short story Presentation: a planned, organized, meaningful discussion Zesty: lively, exciting, and often entertaining ZAP Interviewing

Maturity Level How do you define maturity? ResponsibleDecisive Decision MakerLeader Maturity Level Anticipate questions on maturity when you "Package the Truth"

Evaluating Maturity Level Everyone Considers Themselves To Be Mature Cite Evidence t Independence t Discipline t Realistic t Involvement t Commitments t Unselfishness Evaluating Maturity Level

Z A P Interviewers will question you about your background to learn your level of maturity Use ZAP interviewing technique Describe level of maturity indirectly ZAP Interviewing to Prove Maturity

Situational Choices Show Maturity Relocation Course Selection Realistic Ambitions Financial Independence Responsible Assignments Cite Examples! Independent Judgments Opinions of Others Self-Starting Innovations Self-Confident Decisions

Attitude Factor ? t Philosophy t Way of Thinking t Point of View Different environments require different approaches!

Your Attitude Philosophy about work environment Where do you stand on these topics? Past behaviors reveal these traits, so illustrate with the ZAP interviewing technique! Your Attitude Integrity Loyalty Commitment Work Ethics Ambition Respect Money Values Assertiveness

Motivation Factors Provide evidence of strong work ethics and performance. t Why did you work hard? t In what did you excel? t Any significant achievements? t Where is evidence of willingness to work hard? t When did you show assertive behaviors? Motivation Factors

What Motivates You? Employers try to predict work setting behaviors What do you value most? Cite Your Priorities! What Motivates You? Money Security Status Service Achievement Work Itself

Actions Speak For You Words are cheap - Don't state the obvious Prove by past performance Grades Work Accomplishments Special Projects Honors Involvements Activities Family Courses Internship Recognitions Interests Tell stories to deliver your message. Actions Speak For You

Background Illustrations Stories are more enjoyable Provide indirect flow of information Use examples such as a grade for a specific course, work or internship experience, special projects, etc

Confidence Factor continuum low high Confidence Factor Shallow Superficial Meek Humble Wimp Relaxed Timid Untidy Nervous Poised Professional Assertive Pleasant Dynamic Enthusiastic Respectful Conservative Well Dressed Conceited Cocky Overbearing Arrogant Boastful Cool Careless Boring Phony

How you say something is as important as what you say Will-do Confidence Skill Level Abilities Adaptability Willing to Learn Manners Dress Attitude Communications

Preparation Self-awareness Interview Skills Job Awareness Sources of Confidence

Recruiter's Task Predict The Future Personal Qualities Academic Record Work History Communication Skills Activities Judging From the Past

Questioning Tactics The interviewer's job is to screen candidates OUT You must provide the answers that will screen you IN The interviewer will try to eliminate you

Questioning Tactics Provide The Answers For Interviewers What? When? Where? How? Tell Me! Questioning Tactics Answers to "Tell Me" provide "can-do" factors Answers to "Why" provide "will-do" qualities and show critical thinking abilities

Anticipate Questions Interviewees can easily predict the general questions! Answers are easy... if you have the qu estions! Focus on strengths!

Recommendation Let resume address can-do factors, but answer will-do issues in the interview.

The Employment Interview Video Simulation of Actual Interviews t Note the line of questions t Observe responses t Compare to your prepared replies t Evaluate your approach

Bus X420: Career Planning and Placement Packaging the Truth Indiana University Kelley School of Business

JOBTALKS Packaging the Truth Indiana University Kelley School of Business C. Randall Powell, Ph.D.

Career Planning Strategies by C. Randall Powell Fifth Edition

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