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Crandall
Associates, Inc |
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Listen Carefully During An Interview |
Don't Get Trapped in the Wrong Job! Here's a handy guide for the job seeker . . . click any topic or scroll down the page: • You can't get trapped in the
wrong job when you ask the right questions. You can't get trapped in the wrong job when you ask the right questions. There's nothing employers enjoy more than a qualified candidate who asks critical questions. An interview is a two-way street and should give you as much insight about the job as you have given the corporation about yourself. As recruiters, it has been revealing to learn how many employers have turned down candidates, even at top levels, because the potential employee failed to ask enough, or the right, questions. It's one way employers know they have an eminently qualified person.
There's no such thing as the perfect job, but ideal jobs exist. A good working relationship depends on a balance of needs and goals. Once you've analyzed what you can offer and what you want to receive from a position, the questions you ask before, during and after the job interview will help you determine if the job is a good one for you.
Take an honest, realistic look at yourself and you needs . . . What do you really want in the short and long term? Do you want to supervise a large staff, or do you prefer secure, non-threatening situations? Are you a workaholic, or an involved parent who likes to leave on time each day? Do you like to travel, or do you loath it? How much do you need, or want to change your job?
Salary, while important, is only one factor to consider. If you're not happy, it won't matter how much you're being paid. Consider your career path first. For many people, particularly those supporting children, an extensive benefits package might be a deciding factor. And then, there's also the question of lifestyle. If you wouldn't like to have lunch with your prospective boss or colleagues, don't take the job. If company policy is three piece suits and you prefer the casual look, chances are you won't fit in. The key word here is comfort - if you and the company don't see eye to eye on lifestyle, you may be headed into a horror job.
The best way to find the right job is to start before you need one. Through your contacts in the field, try to meet with people at the company in which you are interested. Talk to a peer or to someone at the level you expect to reach in a job change. Ask direct questions about the company's plan and prospects as well as how you would fit into the organizational structure and atmosphere. Is the company liable to be affected by government regulations, cutbacks or postal increases? Is the company financially sound? Does it put enough emphasis on test marketing?
Research Methods Available To You If a company is publicly held, its annual report and other financial data will be on file with the Securities and Exchange Commission or, if traded in only one state, with that state's Secretary of State. Data pertaining to a firm's financial health may also be obtained in the business section of the public library. You can check Dun and Bradstreet, Standard and Poors, the Business Periodical Index, the F&S Index, and trade magazines, newsletters and newspapers. And, of course, the Internet. It's an unusual company in Direct Marketing or Telesales that doesn't have a web site.
You cannot do too much investigation before accepting a position. We recommend researching for as much financial information about a prospective company possible. Study it. If you can't make sense of it, perhaps you should have your accountant look at it. It's important to know the company's cash situation, its gross potential, where the profits will be invested. Are there expansion plans, or an employee profit-sharing program? The company's financial status has a direct bearing on you future.
If the company is in trouble, don't eliminate it, but talk to the head of the company to learn his or her philosophy on turning the situation around. It's very important to understand the drive and philosophy of your employer.
The company's own sales promotion literature can also be informative. It provides a good idea of the image the company wants to present.
You might want to speak to an industry expert, such as the presided of your local Direct Marketing association, the editors of trade magazines or a friend in a similar company. The business editors of the local newspaper or officers at the local Chamber of Commerce might be able to provide valuable background information about a company. Customers - sometimes listed in an annual report - and suppliers may also have valuable insights, but approach them with finesse. Competitive companies are a good source of information too - Smith is apt to be well aware of what Jones is up to. You'll find the names of competitive companies by reading trade publications. But it's critical to be delicate and diplomatic. The same goes for suppliers of complementary products; software companies have to adapt to frequent technological breakthroughs; list brokers know about major changes in the magazine industry. You banker, lawyer, or broker may be able to shed further light on the company. During your interview, you might want to ask where the company banks, and ask to speak to the bank executive in charge of their account.
You've heard it a hundred times, but it bears repeating: Interview the interviewer! The interviewer already believes you're capable of handling the job, or you wouldn't be there in the first place. The purpose of the interview is to explore whether you are right for the job and the job is right for you. Since you've already done some preliminary research on the company, you'll be able to ask meaningful questions about current operations and new directions. By far the most important information to elicit in an interview is whether the job suits your particular needs goals, and ambitions. The Key Questions To Be Answered About a Job . . . 1. Does a job description exist? 2. Can you fill the job to their
expectations? 3. Is your expertise similar to your
predecessor's? 4. Is the environment stimulating for
you? In general, you should be able to speak to the person who formerly held the position for which you're interviewing, and to other employees of the company. Unless you are being hired confidentially (i.e., the company is bringing you in from the outside without having announced the position internally), there is little reason for your request to be refused. If the company is unwilling to let you speak with current and former employees, think very carefully before accepting the position. After all, it's also to their benefit to hire people who will enjoy their new job and cohorts. When you speak to present and past employees, you will have the best opportunity to find out what the company is really like, and make a sound evaluation. The company is going to check your references; it's certainly not unreasonable for an individual to check the company's record. It's generally helpful to meet other employees beyond the personnel director and the head of the company. Talk to other top managers and department leads, perhaps in the less formal atmosphere of a luncheon meeting. On the other hand, questioning former employees has limited value. You don't know the circumstances of their departure or the effectiveness of their performance. You seldom will get a true picture from former employees. They will have left because they were unhappy at the job, or they were fired.
There are other clues to look for. Is there cooperation between the departments or are they competing? If you met six different people and ask the same question about the job, and you get different answers or reactions, you know you have to check further. In many interview situation, the interviewer does most of the talking. You can judge what's going on by what they say and how they say it. Are they enthusiastic, or are they cold, insecure and not welcoming you to the department? If you've walked into a situation that makes the Hatfields and McCoys look peaceful, chances are you'll have a horror job. If there's a power struggle going on and you pick the wrong side, your career will suffer for it. It is important to find out what the rate of turnover is for upper management. If your superior is moved or leaves in six months, his or her replacement may want to replace you or change your responsibilities. Furthermore, if the turnover is high, subordinates may be used to managing themselves and may resent you efforts as a manager. Check the rate of turnover of executives. If it's high, stay away; it's a red flag. If it's moderate, ask the reason for the turnover. Is it dissatisfaction with working conditions? Low salaries? Were qualified personnel hired and had to be fired? This information can probably be obtained by asking present and former employees.
It's critical to find out the promotion pattern. Do they promote from within, or do they bring in hired guns when they diversify? What you see is what you get. You may be told at an interview that a major reorganization is in progress, that the cubicle you're assigned to is temporary, that your starting salary could double next year. Promises are all in the far future. You want to know about management styles. Do they over-manage you, or let you sink or swim? You don't want to think you're going to have a great deal of authority and then find out you can't fire the incompetents. The company's attitude - whether long term or short term - can provide a good indication of the kind of job you'll have. Long term companies are more pleasant to work for. A job change should be a run up the career ladder. By carefully checking out the image, attitudes, management styles, financial data, personnel, and personalities involved through all available resources - contacts reference books, industry observers, friends, co-workers and former employees - you'll insure that you next step is the right step. And remember, there' s nothing employers enjoy more than a qualified candidate who asks critical questions!
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© Copyright Crandall Associates, Inc., 2007. All Rights Reserved. |
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