Page 57 - 101 Dynamite Answers to Interview Questions

50 Nail the Job Interview!

and does not ask questions. In other words, the candidate males
many of the mistakes outlined above because he or she failed to
anticipate what goes into a winning interview. Since you should be
communicating your very best self during the interview, failing to
prepare for it says something about how you deal with important
things in your life and work. In this case, the employer and job
were not important enough for you to prepare properly. That’s
okay. The employer now knows the real you.

Focus on Behavior and the 1nte.rnet

Within the past few years, the job interview - as well as the whole hiring
process - has changed in several important ways. These changes require
both interviewees and interviewers to
Employers are better prepare for the interview. Most
changes reflect the need of employers to
spending more time better define their hiring needs and then
screening candi- make more intelligent and cost-effective
dates for behavior hiring decisions. While employers used
to hire fast and fire slow, more and more
patterns in order to employers see the wisdom of doing

better predict their things differently: hire slow and fire fast.
This means more extensive screening of
future performance. candidates and focusing on patterns of

accomplishments in order to best pre-
dict employee behavior. Employers want a perfect “fit.” This also means
conducting a different style of interviewing. Rather than call a candidate
in for two interviews, an employer may interview a candidate four to
seven times before making a job offer. So, how do you handle your fifth
interview? Not surprisingly, many candidates have difficulty remaining
buoyant after the third interview!
At the same time, employers are talung more time to screen candidates
with everything from drug, skulls, and psychological testing to in-depth
background checks. Within the interview itself, more and more employers
are aslung behavior-based questions to ascertain a candidate’s ability to
male decisions and solve problems relevant to their organization. Conse-
quently, candidates who prepare for interviews with memorized or canned
answers to anticipated interview questions do not do well in such inter-
views; they appear coached and thus lack authenticity. Going beyond