Page 92 - 101 Dynamite Answers to Interview Questions

Answer Questions 85

You might, for example, notice a photo, framed degree, award plaque,
or an office decoration that may become the center for small talk. The
topic might lead to establishing common ground through an interesting
small-talk conversation. You might comment that you noticed the framed
degree from XYZ University. Perhaps you lnow someone who also
graduated from there and by chance the interviewer also knows that
person. Maybe you laow something about the scholastic excellence or
outstanding athletic program of the institution. A comment about an
award plaque could lead to an interesting conversation about the
interviewer’s community service work which you also may share.
Whatever you do, don’t neglect the small talk. It may well become the
most important conversation of the interview as you establish common
ground that binds you much closer to the interviewer than the 100+
questions he or she has prepared for you to answer.
TEAMFLY
The interviewer may next talk about the purpose of the interview as
he or she attempts to focus the interview session around both the
company and the position. At this point the interviewer may be very
persuasive, even attempting to “sell’’ you on the position. Most of the
interview time will be spent on the “drawing out information” phase -
which is the primary focus of the remainder of this chapter. The
remaining phases of the interview relate to questions you will ask
(Chapter 8) and the close (Chapter 9). A final type of question, which
actually constitutes a separate type of interview, relates to salary nego-
tiations. Questions of salary may be raised near the end of the first
employment interview or may be left for a later interview. Salary
negotiations are examined in two of our other books - Interview for
Success and Dynamite Sala y Negotiations.

Interviewer‘s Concerns and Techniques

Always keep in mind what interviewers are trying to achieve through the
verbal interchange. They laow hiring is a rislcy and expensive business.
They never lnow what they are really getting until the individual starts
performing in their organization.
The employer wants someone who can do the job well - someone
worth the salary and benefits. The employer also wants someone who will
be a good representative to others outside the organization. The person
should be able to get along well with supervisors and co-workers inside

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