Social Media Fail – How to Lose a Job in Two Tweets

Woman gets great internship at NASA.

Woman loses great internship in two tweets.

NASA withdrew their internship offer.

Ooops.

It’s the second tweet posted by Naomi that’s problematic. Because Homer Hickam isn’t kidding around, and he’s properly famous with a wiki page, an amazon page, and an IMDB entry.

There’s an almost-happy ending to this, apparently Naomi has apologised and Homer is trying to help her find a role in the aerospace industry. I’m betting she dials back on the sweary tweeting.

This isn’t the first time a celebratory social media post has cost someone their job, there was the day care worker in 2015, and the Cisco new hire in 2009.

How is this still happening?

I think there’s a trend that our work and private lives are blending, mobile phones have freed us from the office desk meaning that we are always contactable. I am contactable on a company mobile phone but I also have access to personal social media accounts on the same device. Work itself is less hierarchical and more informal. When one of my 20-something-year-old colleagues made a significant error on social media, the reaction of my boss was that he “wasn’t fully socialised yet”. She might be on to something. For anyone entering the workforce now there’s a period of adjustment and that might be getting harder to negotiate as the gap between popular or youth culture and work culture grows.

I’m quite bad at swearing, as in I rarely do it, but I recognise the cathartic effect it has, the great release of tension following a good swear. But it’s not what I want to hear at work, especially not directed at me.

If you talk about the company who just hired you on social media, you are in some way representing them to your followers. Three tips to avoid this;

  1. Celebrate on social media – and try to sound like you want to work there
  2. Imagine the CEO of the company reading your post – before you post
  3. Save the rants, expressing your fears, and the swearing for private channels.

Maybe as a forth tip: use Google to check who someone is before telling them to suck any part of your anatomy.

Everyone looking for jobs/internships works really hard to get through the process, so this must be hugely disappointing. One day our work culture might be closer to the social media culture and all of this might be accepted, until then play nice and remember what you post online is permanent and public.

Behavioural Questions in Job Interviews

I’ve spent a fair bit of time interviewing people over my career, and last year I spent a lot of time being interviewed or preparing for interviews, including the behavioural interview. Behavioural interview questions are designed to help the interview understand how you work. They usually begin with;

  • How did you…
  • Describe a situation when…
  • Give me an example of…
  • What did you do when…

They can feel hard to answer and unpredictable, in fact they’re neither.

Answering Behavioural Questions

There is a way to answer the questions that is easy to prepare for, simple to remember, and relatively quick to deliver. It’s the STAR method.

Situation; Outline the situation that you were acting in
Task; The outcome you needed to achieve
Action; The action or actions you took
Result; The outcome, be clear on what your actions contributed to the outcome, don’t be afraid to take credit for your work. Also be prepared to answer that the result wasn’t as expected if that’s the truth, but then clarify why you didn’t achieve the result you expected.

Here’s how I developed a STAR response to a potential question

Question

Describe a decision you made that was unpopular and how you handled implementing it.

Situation

I was responsible for implementing a new tool to replace old personnel directory, the new tool was better in many ways but did not have all the same functionality. Two groups were unhappy about this decision.

Task 1: Secretaries wanted their contact information connected to their bosses’ profile
2: A group wanted to search by partial phone number, the last four digits
Action 1: We could assess this as valuable for bosses, secretaries and useful for all staff, we implemented this change as a priority
2: We looked at the data and found this was a rare search, we decided not to implement it and explained our decision
Result 1: Secretaries happy, this was a good change and a requirement we’d missed.
2: There were some complaints about our decision for about 10 days. No reaction beyond that.

Usually I only use one situation per response, but in this case I choose to use two as one shows that where other people raise good reasons to alter my view I will change, and the other shows that I can hold my ground when there are no good reasons to change.

Most of my responses were from work situations, but you can use your experience from volunteering organisations, University groups, schools, and your personal life.

Creating this response ahead of an interview means that you will be prepared when the question comes up during the interview, and it will be easy for you to recall the situation and retell the story to the interviewers.

Predicting Behavioural Questions

It might seem that there are an infinity of possible questions an interviewer might ask, but in reality the interviewer is looking for someone to match the job requirements so my first source of behavioural questions is the job vacancy notice. The examples below are all from current vacancy notices for various communications roles on LinkedIn.

Job Vacancy Notice Behavioural Question
A track record of rapidly expanding the reach of social media accounts How did you grow the reach of one or more social media accounts?
Identify and act upon communications issues whilst keeping senior management informed How have you managed the communications around a crisis or a company issue?
Manage relations with external contacts and key stakeholders within the business Describe a situation where you managed the conflicting demands of different stakeholders.
Leading cross-functional project teams to design, deliver, test and successfully roll-out multi-channel projects. Give me an example of a project you led, that delivered across multiple channels.

Note that the question on the right doesn’t include all of what they have said they were looking for in the vacancy notice, but by analysing and planning your responses you’ll cover much more of what they are looking for.

For each item on the vacancy notice that points to activities in your new role design questions and STAR method responses.

I did this for all the vacancies I applied for, and I researched online for common behavioural questions and found multiple lists that cover more generic job requirements such as handling conflict, managing deadlines, learning new skills and motivating others. I made a list with all the questions I came up with and filled in my STAR method responses to create a tool that helped me in my job search.

I then practised telling those stories sometimes to myself (yes, I do talk to myself) and sometimes with a friend, until I could tell the stories in a natural way. I really do recommend practising with someone, it’s hugely helpful.

Tricky Questions

You can predict the behavioural questions and plan your answer, when you’ve practised your responses a few times you’ll be able to adapt your response for various ways interviewers pose the question. But there are a couple of ways you could still get tricky questions.

If you don’t have a situation that matches a behavioural question for the job, say what you would do, for example;

How have you managed the communications around a crisis or a company issue?

I have not had to do this in previous roles, based on my experience in customer care I would …

If you have used one situation to cover more than one Behavioural Question, and you get asked both, refer to your previous answer and take the opportunity to expand on it, for example

Give me an example of a project you led, that delivered across multiple channels.

As I mentioned regarding the Gemini Project, I lead a project that developed multiple forms of content for a range of audiences, let me explain further how we used those for different channels…

If the result wasn’t as good as expected, you can still use the example, but explain why the result was different. For example;

How did you grow the reach of one or more social media accounts?

Our Twitter account had few followers, and our goal was to build those numbers to half a million by year end. We began by building a strong content calendar, and increasing the rate of tweeting from once a day to 4-8 times per day, and repeating content for different timezones. We then ran a series of targeted paid campaigns aimed at increasing our follower numbers, with each sprint we analysed what had worked and adjusted the campaign. At the end of the year we made it to 417,000 which was a great result, but short of our goal. We severely underestimated the amount of paid advertising we would need to commit to, and it was only a late increase in spending that got us over the 400,000 mark.

Preparing well for interviews means you can present yourself in your best light, showing your expertise and demonstrating effective communication skills. That means doing the work; planning for your interview, thinking how you will respond, and practising those responses.

Here’s my list of Behavioural Interview Questions, feel free to download it and adapt it for your own job search. Fill in your own responses and find a friend to practice retelling your responses to. Let them go off script – after all your interviewer is working from their own script.

Good luck!

 

Image: Banner Question Mark  |  geralt  |  CC0 1.0

 

Book of the Month: Weird Ideas That Work

Weird Ideas That Work: How To Build a Creative Company

By Robert I. Sutton

Book cover; weird ideas that workThis book is packed full of ideas and examples, Sutton often gives the chapters or the ideas thought-provoking titles – chapter 10 is “Decide to Do Something That Will Probably Fail, Then Convince Yourself and Everyone Else That Success is Certain” for example, this chapter could be summarised without persistence great ideas fail; persistence requires belief. It’s worth reading on. I thought back to a project I managed about 5 years ago, one of the team came to me telling me we’d hit a “showstopper”, my only question was a mild “which one is it today?” and he later told me that gave him hope – the fact that I clearly saw it as another setback and not stopping us.

Most of the ideas sound counter-intuitive, but Sutton provides evidence and examples to show that they work. He also makes a clear distinction between the needs of an organisation (or department) that needs to do what it does consistently and repeatedly and one that needs to innovate, the practices in this book are for the latter.

For a long time I’ve held the belief that people who are new to your organisation are a valuable source of critical information, they haven’t bought into the company’s branding and processes and have fresh ideas on how to improve things. I value their input, and have coached new arrivals to contribute. Sutton codifies this as “Hire People Who Are Slow Learners (of the Organizational Code)”. Such slow learners retain their ability to think critically and independently, as an example of this Sutton uses Richard Feynman’s role in the Challenger investigation.

This idea is taken one step further and labelled as “Weird Idea #1½”, and contrary to the fashion for hiring for cultural fit the advice is to hire people who make you feel uncomfortable, even those you dislike. We know that as hiring managers have a bias towards hiring people just like us, so this really goes against our instincts. But a company full of creatives misses the business needs and a company full of engineers misses creative opportunities.

Of course there’s more to this idea, once you’ve bought the person into your company you need to find ways to make any resulting tension into something productive; one suggestion from the book is deceptively simple; you need to listen to their ideas and and insist others do so as well.

Perhaps my favourite weird idea is #5

I was brought up to avoid conflict and confrontation, but it can be productive. When people fight about ideas it shows they care about their work, the project and the company. If people fight respecting the perspectives of the others the results can be a better process or product. It’s the opposite of group think.  The word “happy” is key to the idea working; this limits the risk of discussions falling into destructive personal attacks, they’re more likely to use humour to diffuse any situation that becomes heated and the conflict stays productive.

This isn’t a new book – I have had it on my bookshelf for years, I guess I picked it up after reading “The No Asshole Rule” by the same author but published later. Some of the ideas I have come across in other places, but it’s still interesting to see them backed up by evidence and examples.  Throughout the book I had moments of recognition, sometimes happy that I had stumbled on the right approach to foster innovation, and sometimes rueful as it cast previous events in a different light. It’s a quick read, and the examples help and point to further reading.

I think this is a good book for any manager looking to make their team more creative and more energised about innovation. I’ll be keeping it on my shelf for future reference. (And I’ll keep an eye out for his next book coming out in September).

Diversity Works

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Diversity works. I know this from personal experience, I’ve always sought to hire people from a range of backgrounds. I know I don’t have all the skills needed in my team so there’s no point hiring more of me. To be specific I’m not great at fine detail; I can go through massive ugly spreadsheets but it’s not my strength. I hire people into my team who have those skills and I value them – partly because I admire the skills and partly because I’m so grateful. In addition for me it’s more fun to hear about Romanian culture, Spanish idioms and Turkish cuisine over lunch than all Dutch stories.

But you don’t have to take my word for it. McKinsey’s research reports a “diversity dividend” of 15% for companies that are gender diverse, and a rocking 35% for companies with ethnic diversity. Correlation does not equate to causation; it may be that high performing companies choose diverse workforces and executive teams rather than diverse teams causing improved performance.

Harvard Business Review unpacks behaviours around diversity a little further and reports on some behaviours that point to diverse teams being smarter. Apparently diverse teams focus more on facts, which contributes to better decision making. Diversity also contributes to innovation.

The studies mentioned so far focus on gender and cultural diversity, but we should look at other personal characteristics such as national origin, age, gender identity, sexual orientation, and ability/disability. I’ve also heard one argument that the NASA team responsible for the first moon landing was more diverse than today’s team; back then there weren’t specialised astronautical studies programmes so the team was the best they could find from a range of fields. Which suggests we should be open to different training and work experience backgrounds (when the role allows it; don’t hire a plumber to a medical team!)

Global PillageFor a very light-hearted look at diversity, in fact an experiment in diversity, listen to the Global Pillage podcast. Each episode takes on a theme and opens with contestants identifying the ways they are diverse – gay, transgender, brown, immigrant, multi-lingual, vegan, left-handed all get a mention. The format is then a quiz between two teams of two people, with the audience able to give their answer. Spoiler alert; the audience (a bigger and presumably more diverse group) usually wins.

To get a more diverse team you have to change how you hire and how you work. Here are some ideas to get you started.

  1. Writing the vacancy notice
    Use gender neutral words, define the role in human language, state your diversity policy (don’t have one? write one). More tips here.
  2. Place the vacancy where it will be visible to diverse groups
    Look for publications, online communities and organisations associated with a range of groups. Reach out to Women in Tech groups for example.
  3. Interviewing across cultures
    Take some time to understand what cultural differences might exist between you and your interviewees. Habits of eye-contact may differ, some cultures show more deference which may seem like a weakness through an anglo-saxon filter.
  4. Flexible working environment
    Are you ready to accommodate someone with disability needs? What about someone who observes Ramadan? Or who celebrates Easter a week later than your company does? Are you able to allow people flexible hours and working from home options? The more you can answer “yes” to these hypotheticals the easier it will be to hire a diverse team.
  5. Culture of inclusion
    It’s not enough to just hire a cast of diverse colleagues, you need a workplace culture that is inclusive – where, as a colleague put it, “everyone can be their best selves”. The more widespread this is, the better. But you can have it in place in your own team, after all, you’ve got to start somewhere.

I’ve lived in several different countries, I’ve learnt several languages, my influences are from different sources. For me diversity is an important part of the work environment and yet from the outside I appear to be of the majority. Maybe diversity practices are good for us all.

Image: WOCinTech Chat  |  WOCinTech  | CC BY 2.0 

 

How Dumb are Those Rules?

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I’m not a fan of bureaucracy, I try to avoid, reduce or eliminate it when it’s in my power to do so. However I’ve also worked for large companies where a certain amount of bureaucracy is inevitable and I’ve worked in regulated industry where the regulation is there there for a reason; to protect the health or the finances of customers.

So when I came across and article that talked about 10 dumb rules that make your best people quit I was initially cheering.  But some of those rules are there for a reason; sometimes the reason is the law and sometimes it’s a real risk and sometimes it’s just that not everyone is honest. So I decided to unpack the rules further think about the reason companies put such rules in place and discuss how there might be a different way to work with such rules.

1. Dumb rules for hiring.

This is a lament about the black hole a resume goes into when you apply for a job. I absolutely agree with this, the process used by many companies is so disrespectful. It is not difficult to make a humane process for handing job applications, whatever the size of your company.

  • Respond to every application; since applications are made online this is an email. It can be a standard email for those who don’t make the shortlist.
  • When people make the shortlist or the short-shortlist and have been unsuccessful at the interview stage send a personal email saying what was missing.
  • Be clear about the decision timeline and stick to it.

My best recruitment experience was one where I did not get the job.  Since then I’ve tried to follow that example – that might be a separate post for a later date.

2. Dumb rules for performance reviews

“Performance reviews are a waste of time. Brilliant and talented people deserve better than being slotted into some bureaucratic five-point scale once a year.” begins the complaint on performance reviews. I agree, but performance reviews aren’t about feedback.

In a large company you need to find a fair way of distributing the rewards, aka pay rises, and the performance review system is what has evolved to fulfil that task. I have written about performance management before and agree that it’s a flawed system; it’s not always fair, and even when people get good reviews they don’t like the process. Some companies are testing other methods, moving away from rigid review and stacked ranking systems. However all companies need to find a fair way to judge the performance of employees.

I think it needs to change. In the meantime managers can improve the process for teams by giving feedback throughout the year, and by being honest about the purpose of the dreaded performance review.

The article ends this subject with “Trust them to produce, and if they are not producing let them go” it’s not that easy under EU law to just let people go, and I think if you’ve hired someone and they are not performing you have a duty to coach for improvements.

One last reason to have a system that attempts to be fair; lawsuits.

3. Dumb rules for onsite attendance.

Agree. With the tools we have available now onsite attendance can be optional in many jobs. I’ve always agreed to work from home agreements for team members. That trust has been more than rewarded; it’s meant that one team member avoided 6 hours of commuting per week, another could extend time with his family in his home country, and a colleague could help a sick relative. I have never seen any decline in work delivery – if anything the team members feel more dedicated.

I have often connected with the team member via some chat app. Not to “check up” on them, but to emulate the office situation and maintain a connection.

This came easily to me, perhaps because I’m used to working online, for many managers new skills might be needed.

4. Dumb rules for approvals

“Do you really want your best workers to spend their time chasing people for rubber-stamp approvals?”

Oh man. This is one of my biggest complaints. At one company I had authority to make spending decisions on items in the tens of thousands but would have to get a 20 euro expense invoice approved before it was re-imbursed. In another I had a team member based in another country – the CEO of that country organisation had to approve her expenses that were being paid from my budget. (He did, and after the first time it was no issue).

This comes down to regulation. If you’re in a publicly listed company accountancy rules come into play and the company has to double, or triple check expenses and spending to ensure there is no fraud. Even though the company knows you’re trustworthy they can’t actually trust you.

Although I understand the need the approval request systems make me grumpy.  my team used to make jokes and take me out for coffee after I’d been filing expense reports. Perhaps the answer is coffee vouchers for every approval request?

5. Dumb rules for time off

“If a dedicated employee doesn’t feel good enough to come to work, what’s the point in making them drag themselves out of bed to get a doctor’s slip?”

Here’s a win for the European way! I think it takes six weeks absence before a doctor’s note is needed. Absences are monitored, repeat absenteeism is a sign of stress or longer term health issues. But the Dutch system is sensibly generous about this.

6. Dumb rules for frequent flyer miles

The article assumes that this is a reward for work travel, and should accrue to the employee doing the travel. That’s the system I’m used to here, but I have also worked for a government department where we could not legally accept frequent flyer miles. But then no-one could which is annoying but fair. I also know of one company that collates them and reshares them across all employees. Work travel in that company is usually only by senior people and is widely seen as a benefit and the idea that should only accrue to senior managers seems unfair to them.

I’d stick to it as a reward for work travel if I were making the rules, but it’s not a deal breaker in the grand scheme of things.

7. Dumb feedback methods

“I have worked with companies that put complete faith in employee engagement surveys, but frankly I believe they’re a sham.”

Agree. Having worked for a financial services company right through the financial crisis and seen the outcome of annual engagement surveys I noticed that the engagement scores trailed the fall and rise of the share price.

screen-shot-2016-10-18-at-15-10-03Few companies consider the cost of conducting an big scale engagement survey. In a company of 100,000 employees it could be 15-20 full time employee equivalents to complete it (assuming 70% response rate), do you get a commensurate value of improvements?

I’ve worked through the feedback process numerous times, and it becomes so complex and unwieldy that little is really achieved. I think you could do more by talking to people, using smaller targeted surveys, asking for feedback on your sites, and making smaller – more useful – changes.

8. Dumb rules for cell phones

Apparently some companies make staff check their phones in as they enter the company. I haven’t encountered this, although I have been asked not to photograph or record in certain areas of a company. I can understand the need in, for example, the design lab at Apple. But it’s not a rule that shows trust in employees, for most companies it’s overkill.

9. Dumb rules for internet use

I’ve seen Facebook and LinkedIn banned, and in fact blocked from company computers out of a fear of what employees might post. Well it just shifts the problem to out of work hours. A better solution is to talk to employees, make it clear what can and can’t be posted online. Employees can understand that discussing client information, sharing company results early, or dissing their manager might be a problem. Even better give them some good news to share!

10. Dumb probationary rules

Many organizations still have the throwback rule that employees have to be in a position for six months before they can transfer or be promoted”

While I’ve never come across a defined limit I can understand that in general as a manager you want people in the job you hired them for, it’s a pain in the neck to re-hire people all the time. My personal attitude is that if a person wants to move then it’s time for them to move – regardless of my assessment of their abilities or performance. I’m far more likely to recommend someone who has performed well for 18 months, than someone who’s been in the role for 3. But the roles I’ve managed have expertise levels that require a bit of learning. I might feel differently about managing wait staff in a restaurant for example where the skill set is simpler and success is more a question of personality.

I don’t love the bureaucratic rules, but having worked in regulated industries I grudgingly admit that I can usually understand the business need. That makes it possible for me to adapt and find the smartest process that will work for everyone – most of the time. Of course I still get frustrated, but then I take a coffee break and move on to the real work.

Image:  Law books  |  Waikay Lau  |  CC BY-NC-SA 2.0

More than a Tweet; People

It takes more than a tweet to make a company social. This is part 5 of a 7 part series.

There are two aspects to explore in relation to people, one is finding the right people, the second is creating a culture that supports your strategy. There will be some links to help you go further, and we’ll see how the NewArt Museum faced the people questions.

Inspired team

I have this weird idea that when people like what they’re doing and are inspired about it they’ll do a much better job. This is even more important on social media – after all it’s increasingly where our customers first meet us. For the team working on social media there is a diverse set of skills needed. Here are my top five;

  1. Communication skills
    The social media team will be talking, albeit in text form, to customers and stakeholders. They need to be skilled communicators, able to understand online comments, and react in a productive way.
  2. Writing skills
    Someone needs to create all that great content, that person needs strong writing skills.
  3. Design skills
    Increasingly social media is a visual medium, with images used on many tweets and almost all Facebook posts, so you’ll need some design skills in your team (note; installing photoshop on your computer doesn’t make you a designer).
  4. Analytics
    Improving your performance in social media relies on someone crunching some numbers. Major platforms give you feedback on likes, shares etc, but you will want to analyse which posts perform best.
  5. Company knowledge
    Your social media team need to know your company, the history and the brand (beyond the visual identity). They need to know your audience and what will work for them, and they need to understand how the social media strategy connects with the company’s vision and strategy.

You’re unlikely to find all of these skills in one person, but equally I’m not suggesting you need to hire five people. If you have the luxury of a bigger team look for people with a mix of skills that overlap. If it’s just one person – you –  then focus on the first two skills, force yourself to learn enough analytics and outsource the design. If you cultivate a good relationship with a freelance designer they’ll soon understand your brand and deliver great graphics. Even larger companies often end up outsourcing a chunk of the design work.

Hire interns. In the past I’ve seen excellent contributions from interns as designers, content creators, and community managers. I would advise against simply handing over social media accounts to interns and giving them free rein – interns new to the company are unlikely to have the company knowledge needed. But equally the interns I’ve seen have come with great ideas and given solid input, so don’t assume they’ll just be posting automatons for your social media plans.

Personally I want to work with people who are self-motivated, interested in what they do, forward looking and positive;  I do recruit for attitude. In addition for social media roles I look for an opportunist mentality, someone willing to experiment.

In my experience the good ideas for content creation and use cases for new platforms don’t come out of long meetings, they come out of a conversation that sparks and idea.  The good ideas and the exploration of new platforms comes naturally to those who are inspired by working in social.  I accidentally caught two of my team making a vine about the circular economy; it took about fifty post-it notes and an afternoon but no out of pocket costs. Just their willingness to try something.

Committed Leadership

It’s almost impossible for a project to succeed in an organisation without the support of the leadership.

Commitment is different. Think of a plate of bacon and eggs; the chicken was supportive, the pig was committed.

So the leadership not only need to support the execution of the project they need to be visible on social media as well. This could be a small role – eg short video interviews onto Facebook and twitter, or it could be a highly visible role – eg; Richard Branson. But their presence on social media removes a lot of internal discussion, and it is a credibility point for the organisation externally.

Organisational Culture

The organisational culture needs to support the use of social media. There needs to be a culture of openness and sharing with collaboration as the norm for the “social” part of social media to really fly. The social media manager cannot create content in a vacuum, and the community manager cannot respond to customers without the support of the organisation.

This means as few rules as possible, make it easy for people to share content within the company, celebrate and reward great uses of collaboration. Find some ways to cultivate the building of a social media presence – it’s probably going to change how you work inside the company.

CASE STUDY; NewArt Museum

So far the social media accounts have been looked after by the communications manager with a little secretarial support. For a relaunch and the campaign they’re planning this is clearly not going to work.

Two interns are chosen; one from a design course to focus on visual elements and developing assets for social media, and one from a journalism course to focus on the written content and doing some community management work. The interns are both avid social media users themselves and the designer has a reasonable following on instagram already. Some analysis of the accounts of other museums and the NewArt Museum’s own accounts gives them ideas to share and their enthusiasm energises the other content developers who have struggled to see how social media content can be developed.

They start brainstorming about running events; supporting “wiki loves Art“, holding a “Night at the Museum” event with instagrammers, inviting influential instagrammers to curate the museum’s instagram account, children’s art classes, a “child artist” lecture series. They’re looking forward to the next content development meeting to discuss all these ideas.

Job Interview

The basics of interview technique are pretty well covered; arrive on time, dress appropriately for the job, research the company, don’t take calls during the interview (wait – people need to be told that?).  These are the things that you need to get right to stay in the running for the job. I’ve just been through a round of recruiting and found a great person to hire. Here are some of the things candidates did that made them stand out.

  1. Show Some Personality
    In how you dress, how you speak, how you behave, and in the stories you tell.
    One of the questions we asked related to working with people resistant to change.  Most people gave a textbook answer about change management. The stand out answer was from the person who began “It cost me a lot of pizza” with a laugh.
  2. Be Enthusiastic
    About the company, the role, what you can bring to it, what it can bring you.This goes beyond research the company, find a way to connect something personal or from your work history to the company. And for goodness sake know which products or services you use. We asked everyone we interviewed what products they had in their home from our company – I didn’t have a predefined “perfect answer” for this, but the guy who recalled seeing an old radio from our company at his grandfather’s house scored bonus points for showing some knowledge of the company’s legacy
  3. Interview the Company
    Think of an interview as a date in that both sides need to learn about each other – you both need to know that this is a relationship worth pursuing. I was at an all day interview a while ago, half way through the day I realised that this was not the right company for me. Frankly it was a relief when they turned me down. Ask questions about work expectations, career advancement, company  values by all means. But ask more, ask your future boss how she (or he) likes to work, ask about the company’s most recent success, ask how they correct mistakes. As about the ambitions of the company, the department and the team you’ll be joining. You’ll learn more about whether this is a match for you from those answers.

You’re going to spend a lot of time with the company working with the people there, it needs to be a match.

As the candidates had been screened based on their CVs and an initial phone interview the people I met were all strong candidates. Following the interviews there were several I would have been happy to bring on board, and one outstanding candidate who starts next month.

The candidates who stood out in the interviews I’ve conducted in the last six weeks showed something beyond a professional confidence – they dared to be themselves.

Image; Beast of a Job Interview / Mike Licht / CC BY 2.0