PART 2: Common Job Interview Mistakes
Continuing from last week, when PART 1 explored Preparation and Professionalism, this paper alerts recruit and the recruiter to common mistakes of job interviewing:
PART 2: Personal Integrity and Teamwork
6) Misrepresentation - Interviewees and interviewers who are economical with the truth about experiences and opportunities invariably fall foul of scrutiny. Telling it like it is allows both parties to probe work/career potential based on real experiences. As mentioned in PART 1, a keen attitude to becoming something better offers a growth asset to a team. So, never distort or fabricate information no-matter how good a candidate or situation may appear.
7) Bad Mouthing Past Situations – Everyone from time to time comes across a boss, colleague, subordinate or candidate who was a pain in the proverbial, which probably contributed to this face-to-face interview. But spending too much time complaining about the shortcomings of others reveals an intense lack of integrity – from either side. And, when specifically challenging prior relationships as a discussion point, keep comments positive by focusing on what was learned.
8) When To Lead / When To Follow – Unless you are applying for a solo round the world sailing voyage or seeking such an undaunted individual, no-one truly works independently on the job. Everyone has a boss and colleagues, and every boss works with colleagues and subordinates. Recognising and accommodating the primary personalities is key-critical to maintaining inter-dependent relationships, especially in times of disagreement. Effective inter-personal skills can only maximize productivity – the whole point of seeking the right person for the right position! Each party needs to match behaviour with accountability in the workplace.
9) Individual Personality / Job Personality – The goal of both candidate and interviewer is to find a fit. That sometimes-illusive perfect match of the right person doing the right thing, right. Both candidate behaviour-description and job behaviour-description highlight defined traits. Individual-behaviour dictates HOW someone will perform. Job-behaviour dictates HOW the work must be performed. This is where applied psychometric assessment fulfils a critical role that perception alone will not. And, remember, every organisation hires its problems.
10) Do You Want To Meet Again? – Choosing to meet again is a joint decision that brings everyone closer to a productive working relationship. Whatever the outcome, however, both parties need to feel the exercise was worthwhile; that it was a mutually beneficial experience. In this way, an unsuccessful candidate remains a center of influence to those s/he communicates with after the event, possibly introducing a friend as a further candidate. And the interviewer will keep on record a candidate that may become suitable for a position that is not yet available or has not yet been ‘invented’.
To explore PART 1 and/or PART 2 of this paper, or arrange your Selecting B4 Recruiting workshop, email firstname.lastname@example.org
Complicated IS Easy! Simple IS Hard!