Your résumé has opened the door. But recruiters point to the traps that candidates fall into, and offer tips for making a better impression.
Marie Leone, CFO.com | US
October 26, 2007
Readers, here are two very specific queries regarding a personnel issue. What do you think?
Posted by Marie Leone | November 05, 2007 07:07 am
Excellent article, two quick queries -- (a) how would you recommend engaging interviewers who DO NOT like to be asked questions. My background is HR and administration/operations. I once had an interview with a c-level finance person for a director of administration position, this individual would have been my direct report. This individual made it very clear early on that they did not answer questions and did not like having to dodge them under any circumstances. Since I level the playing field to conversation rather than inquisition when interviewing, I quickly modified the way in which the q was presented so it was less direct and more collegial/subtle, but that didn't work. As well, I was already familiar with this entity from past relationships with previous employers and clients and my own efforts to follow their work so it was very easiy to be both team oriented and individualistic in the value I could bring and in what my contributions would be. Feedback from the recruitment firm that set this up revealed that they were only impressed with candidates who quoted the website and were unaffected all together with those who did not. Which led me to inquire why they wanted an audience with me to begin with given my cover letter specifically noted those relationships and the events that supported my interest in joining them vs. admiring from afar. Qualifications were not an issue, I exceeded by far their minimum requirements both on experience and education, and apparently I was the only candidate for several weeks slated to be interviewed -- I also came from out of town following a number of phone convesations. So clearly actions wwere based upon other factors. Which brings me to my second query -- how can one determine when the interviewer/potential employer is genuinely interested in you as a candidate and not just on a fishing expedition which equates to free consultation -- with this particular interview, I was there nearly jus tover 1.5 but not quite 2 hrs. With another I did 4 interviews, each a minimum of 1.5 hours and my feedback said it wasn't a good match -- it doesn't take 4 1.5 hour meetings with the same core group of folks to make that level of assessment. Thanks
Posted by Jdt Thomas | November 02, 2007 12:24 pm
Very informative article. I believe a strategic follow–up letter rather than a thanks for your time post–interview letter is a winning approach. Leveraging this last opportunity to hit key points from the interview can help an A–player distinguish himself from the other candidates. Cindy Kraft, the CFO–Coach
Posted by Cindy Kraft | October 29, 2007 08:36 am
This is the best article I've read about interviews; a "must-read" before starting a job search.
Posted by Bradford Phillips | October 26, 2007 02:34 pm© CFO Publishing Corporation 2009. All rights reserved.