Would you agree that only interviewing candidates have to demonstrate their best behaviour when going to an interview? I disagree with this viewpoint ...
Interviewing is a two way process and both parties are responsible with their demonstrated behaviors. In many decades that passed, candidates were always coached on the best ways to interview with the prospective Hiring Manager and with the Interviewing Panel Members. Likewise, on many occasions during professional development of Hiring Managers (provided Hiring Managers have such a program in their organization) - they were taught the Do's and Don'ts of behaviors with the art of interviewing when they meet with candidates.
Let's take a look at the following experience of a candidate (named James) who went to an interview recently.
James walked into my office for his coaching module. We discussed his current goals for 2010. We looked at his short and long term goals between personal and professional categories. We identified areas of his strengths, areas that he will need to work on, and get focused on to achieve his goals. We reviewed his organizational goals and how can he provide better impact to his organization this year.
James is an experienced senior executive. He is on a new journey in his career. He has outgrown his current position and he has decided to move on to a new employer.
Early in January 2010, James received a call and was invited by a corporate recruiter to participate in an interviewing process at their HQ because he is a leading candidate wtih exceptional experience in the function that was being hired. He was notified that he would meet with four individuals of senior capacity involved in the newly created position that he was applying.Three of the individuals he met were pleasant and professionally prepared using a style of competency-based interviewing. The last person he met was the Hiring and Reporting Manager for the position.
Conversation including views and perspectives were exchanged ... at one point during the process of interviewing, the Hiring and Reporting Manager (let's call him Tim, EVP) moved backwards on his chair and raised both feet and put them on top of his desk in front of James. James was shocked! However, he kept his posture intact.
Tim continued to interview James. Tim had both his hands interlocked behind his head ... at some point he began arguing with the perspectives of James about the job function. James thought about leaving the interview because he felt the interviewer was insulting and displayed very unprofessional behavior. However, he kept himself focused on the topics and demonstrated confidence, depth of knowledge, experience and expertise. The hiring manager then asked James if he had any questions. James politely asked when they are looking to fill the position? Tim replied he cannot answer that question.
James left the interview location with distaste and disinterest with the position and environment. His original impression with the company, and three earlier professionals he met had completely changed after meeting in person with the Hiring and Reporting Manager.
Nevertheless, as a professional and experienced executive, he sent thank you e-mails with appreciation in providing him the opportunity to meet with them in person and understanding further about their company and their culture. Two among the three interviewers replied to his thank you email. But the HR Business Partner for this Unit did not care to at least acknowledge the email.
Two weeks later, the corporate recruiter offered the job to James. James reviewed the offer letter .. he slept on it .. ..to make a decision ..
He decided to decline the offer because of demonstrated behavior of the EVP and the HRBP. James decided that he would not jeopardize his professional stature to work with someone who does not have respect to individuals during the interview process. He folded the page and moved on to the next employment prospect. James concluded that there are other employers out there who have the right business practices and will provide the right respect to individuals in their organization.
Perspectives and Questions on Interviewers' Behavior:
1. Professionally, I have not met someone like Tim, EVP with that type of behavior particularly during the interview process. If I am in the shoes of Tim and being an EVP - I would not demonstrate such behavior.
2. Tim demonstrated arrogance and disrespect to the candidate.
3. What would be the other behaviors of Tim if he can arrogantly demonstrate his insecurities when conducting an interview? As a professional strategic consultant, I would love to open his can of worms.
4. Keeps me wondering if Tim gained knowledge about basic and professional etiquettes when making conversation with other people and when conducting an interview. James noted that Tim was an alumnus of one of the top US Universities (hmmm!)
5. Keeps me wondering if there are employees that work with Tim who have similar experiences?
6. What motivated Tim to demonstrate his insecurities to James? Only he can tell. My guess was that Tim felt intimidated with the confidence and expertise of James. Or Tim might just be testing the nerves of James.
7. Who would want to fill Tim's open position given the behavior that was demonstrated?
8. Two other interviewers demonstrated professional and collegial courtesy by responding to James' email after the interview.
9. The HR Business Partner for the hiring business unit (Tim's Unit) did not acknowledge receipt of the email of James.
10. What type of behavior did the HRBP demonstrate?
Time has changed a lot during the past decade. Professionalism has lost its integrity as a 'Trait and Character of a Professional'. Many individuals have chosen to disgrace their professional integrity because of irresponsible behavior that are dismissive and unethical. Values are running out ... how do we regain and sustain them?
It is always a good approach and professional practice to respond to candidate's communications particularly to someone who went to interview with your firm. It sends a powerful message about the importance of people and branding of your organization.
Perspectives about the Interviewee's Behaviors:
1. James exceeded his own expectations by identifying the real business culture and practices within the company he interviewed with.
2. James made an exceptional decision to not join the company purely because of his experience at the interview.
3. James likes to share his knowledge, experience and expertise to an organization that will demonstrate respect, integrity and care for people.
4. James demonstrated exceptional professionalism during the interview processes and after the interview by sending emails of appreciation.
As a candidate for a job, it is always great to make an extra effort in knowing your prospective employer. Be sharp in identifying signals that are present during the interviewing process. Take a mental note of these as they will be a useful driver in making your decision for a beneficial environment to work for.
For additional comments on the above article, questions and inquiries please send to: info@jntconsulting.com. Thank you.
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Showing posts with label candidates. Show all posts
Showing posts with label candidates. Show all posts
Tuesday, February 16, 2010
Tuesday, October 27, 2009
Leverage Your Competencies And Attract Employer
At the midst of the economic recession the number of unemployed individuals across the US is still climbing and this is true in many parts of the world. There are some signals of employment initiatives but many people are in pain because of the absence of real employment opportunity.
Reality Check:
a. Unemployment statistics are still rising, companies continue to close their doors
b. Very few employers are hiring on selective positions
c. At job boards, many job openings are being advertised but candidates who applied do not get any response, call back from recruiters or messages from the hiring organization
d. Advertised job descriptions bear a ridiculous functional requirements e. Position titles demonstrate a mid management role but its actual function is administrative function
f. There are so many senior level and experienced professionals who are out of job(managers, executives alike, notwithstanding with the junior individuals)
g. There are organizations that are still laying-off employees
h. Very few firms hire experienced professionals based on their experience because many do not like to pay a reasonable compensation to their experience and qualification but instead hire a junior individual but cannot execute the right function of the job
Where to find the right employment is the key question?
Current Paradigm Challenges:
The paradigm of current employment landscape has changed significantly and is absolutely different these days. Current hiring practices and procedures are influenced by the information technology driven applicant tracking system. You cannot speak live with a person who will hire a qualified person. Every candidate is required to complete their web-based application form. Unfortunately, there are web portals of these employers that are not user-friendly.
The ethics of the hiring process have changed. Corporate Recruiters do not have the basic etiquette and professionalism of communicating to their candidate. Many firms use the phrase 'customized service in doing business with them'. But when comes to hiring practices majority of these companies do not train their corporate recruiters to be pro-active and demonstrate the 'customised service'. Acknowledging an application with a personal email is not that difficult to do. It enables a certain degree of professional appeal and respect from the candidate and that action when provided it will reinforce and align to the branding of the firm.
What Are the Ten Pointers of the Job Seeker:
For individuals who are seeking employment, it may be necessary to look at your personal value and professional competencies. To gain better opportunities, consider the following options.
Make a simple personal exercise:
1. Reflect about your personal interest and vocation
2. Identify and explore your personal and professional values and competencies 3. Highlight these as valuable pieces when you are searching for employment
4. Demonstrate these values when you write your resume, gain additional development for your career 5. Demonstrate these values as not an option by the prospective employer
6. Seek for employers who value your abilities and competencies, research the background, business culture and organizational behavior of your prospective employer. Locate people that worked there and employ your investigative approach in learning about them.
7. Communicate affectively only to employers who acknowledge the value on your abilities and ignore anyone who do not. Be confident to say "NO"
8. Put an extra effort in searching that quality employer for long term gains not for short term convenience, use critical thinking in making sure you are applying to the right organization
9. Learn to interview interactively and strategically, get an interviewing Coach to experience important scenarios and learn the art of interviewing
10. Negotiate and offer what can you do in adding value to the hiring organization and not emphasizing your traditional skills
The identified ten pointers are not easy to tackle when someone has been out of job for over many months. But take it as a compromise to yourself. Performing an elimination process and selection is a valuable activity. You are giving yourself a credit and in many ways, you are building your confidence. At the end, it will give you a better optimism, greater fulfilment and energy when you will begin working with an employer that embraces you.
Useful Behaviors within the American Workforce are Missing:
The American workforce are missing social and communication competencies that are relevant and healthy to the organizational environment.
a. Majority of the workforce cannot demonstrate productive engagement of Critical Thinking. Workforce in Other countries are highly well-versed on this type of competency. US workforce are trained within the 'assembly line workforce approach' where every worker will follow what is being identified by the supervisor as his/her role.
b. Feedbacking as a means of healthty communication processes among workforce is not encouraged within the work environment. Many individuals within orgnaizations viewed this form of communication as a form of agression to another person. When professionals are trained in providing a feedback, they will behave ethically because they act as human beings and as an intelligent being.
c. Working styles that demonstrate greater possibilities of non-divisional workforce is not understood. This is an area where organizations do not like to invest because they do not understand what values these can add to their organization when they have human capital that knows how to work together as a team, collaboratively and strategically.
To become a healthier organization in the Twenty-first Century, invest on human capital and understand the behaviors of man that will utilize their level of intellect and professional abilities. Hire an experienced human capital consultant to guide you in achieving your business goals.
Questions or inquiries, please call (480) 656-2981 or send an email to: info@jntconsulting.com
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US-DOL Chart of Unemployment: Jan 1999 - Nov 2009 at 10.2%
Reality Check:
a. Unemployment statistics are still rising, companies continue to close their doors
b. Very few employers are hiring on selective positions
c. At job boards, many job openings are being advertised but candidates who applied do not get any response, call back from recruiters or messages from the hiring organization
d. Advertised job descriptions bear a ridiculous functional requirements e. Position titles demonstrate a mid management role but its actual function is administrative function
f. There are so many senior level and experienced professionals who are out of job(managers, executives alike, notwithstanding with the junior individuals)
g. There are organizations that are still laying-off employees
h. Very few firms hire experienced professionals based on their experience because many do not like to pay a reasonable compensation to their experience and qualification but instead hire a junior individual but cannot execute the right function of the job
Where to find the right employment is the key question?
Current Paradigm Challenges:
The paradigm of current employment landscape has changed significantly and is absolutely different these days. Current hiring practices and procedures are influenced by the information technology driven applicant tracking system. You cannot speak live with a person who will hire a qualified person. Every candidate is required to complete their web-based application form. Unfortunately, there are web portals of these employers that are not user-friendly.
The ethics of the hiring process have changed. Corporate Recruiters do not have the basic etiquette and professionalism of communicating to their candidate. Many firms use the phrase 'customized service in doing business with them'. But when comes to hiring practices majority of these companies do not train their corporate recruiters to be pro-active and demonstrate the 'customised service'. Acknowledging an application with a personal email is not that difficult to do. It enables a certain degree of professional appeal and respect from the candidate and that action when provided it will reinforce and align to the branding of the firm.
What Are the Ten Pointers of the Job Seeker:
For individuals who are seeking employment, it may be necessary to look at your personal value and professional competencies. To gain better opportunities, consider the following options.
Make a simple personal exercise:
1. Reflect about your personal interest and vocation
2. Identify and explore your personal and professional values and competencies 3. Highlight these as valuable pieces when you are searching for employment
4. Demonstrate these values when you write your resume, gain additional development for your career 5. Demonstrate these values as not an option by the prospective employer
6. Seek for employers who value your abilities and competencies, research the background, business culture and organizational behavior of your prospective employer. Locate people that worked there and employ your investigative approach in learning about them.
7. Communicate affectively only to employers who acknowledge the value on your abilities and ignore anyone who do not. Be confident to say "NO"
8. Put an extra effort in searching that quality employer for long term gains not for short term convenience, use critical thinking in making sure you are applying to the right organization
9. Learn to interview interactively and strategically, get an interviewing Coach to experience important scenarios and learn the art of interviewing
10. Negotiate and offer what can you do in adding value to the hiring organization and not emphasizing your traditional skills
The identified ten pointers are not easy to tackle when someone has been out of job for over many months. But take it as a compromise to yourself. Performing an elimination process and selection is a valuable activity. You are giving yourself a credit and in many ways, you are building your confidence. At the end, it will give you a better optimism, greater fulfilment and energy when you will begin working with an employer that embraces you.
Useful Behaviors within the American Workforce are Missing:
The American workforce are missing social and communication competencies that are relevant and healthy to the organizational environment.
a. Majority of the workforce cannot demonstrate productive engagement of Critical Thinking. Workforce in Other countries are highly well-versed on this type of competency. US workforce are trained within the 'assembly line workforce approach' where every worker will follow what is being identified by the supervisor as his/her role.
b. Feedbacking as a means of healthty communication processes among workforce is not encouraged within the work environment. Many individuals within orgnaizations viewed this form of communication as a form of agression to another person. When professionals are trained in providing a feedback, they will behave ethically because they act as human beings and as an intelligent being.
c. Working styles that demonstrate greater possibilities of non-divisional workforce is not understood. This is an area where organizations do not like to invest because they do not understand what values these can add to their organization when they have human capital that knows how to work together as a team, collaboratively and strategically.
To become a healthier organization in the Twenty-first Century, invest on human capital and understand the behaviors of man that will utilize their level of intellect and professional abilities. Hire an experienced human capital consultant to guide you in achieving your business goals.
Questions or inquiries, please call (480) 656-2981 or send an email to: info@jntconsulting.com
# # #
Sunday, March 1, 2009
Global: Facts That Make Our Consulting Practices Successful
Our successful staffing practices!
As Seasoned Consultants, We demonstrate the professional essence of what we do and expected from us. We provide a consultative listening ears to the needs of our clients. Then execute strategic planning, design, development, implementation, evaluation and management of solutions that will increase productivity of our clients.
The following are the three dimensions of our success...
Observations:
When your organization has shortage of competent professionals regardless of industries, the consulting competencies of JNT Consulting LLC will be your guide in augmenting those needs. We will implement the search of qualified professional and facilitate organizational compliance and requirements. Hiring the right professional through JNT Consulting LLC is our Expertise. All you need to do is call us and we will deliver the rest.
Inquiries and questions please send to: info@jntconsulting.com
As Seasoned Consultants, We demonstrate the professional essence of what we do and expected from us. We provide a consultative listening ears to the needs of our clients. Then execute strategic planning, design, development, implementation, evaluation and management of solutions that will increase productivity of our clients.
The following are the three dimensions of our success...
- Demonstrating the core competencies and qualities of our deliverables
- Demonstrating applicable solutions to the requirements, concerns and issues of our clients
- Demonstrating strong partnership and relationship with our hiring colleagues and business partners in both internal and external organizations to accelerate significant and realistic results
Observations:
When your organization has shortage of competent professionals regardless of industries, the consulting competencies of JNT Consulting LLC will be your guide in augmenting those needs. We will implement the search of qualified professional and facilitate organizational compliance and requirements. Hiring the right professional through JNT Consulting LLC is our Expertise. All you need to do is call us and we will deliver the rest.
Inquiries and questions please send to: info@jntconsulting.com
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