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Chapter 1
Prepare for Perfection:Before the Interview
Susan finally got her first job interview after an intense four months
of searching. Four months of searching to get a one-hour job inter-
view is a realistic statistic in these times. It could be another few
months, or more, before she has the next interview. This places im-
mense pressure on her and other job seekers to learn and apply ef-
fective interview skills.
Susan must convince the first interviewer, and possibly additional
five or ten interviewers, that she is the candidate who should receive
the coveted job offer. Read on to uncover the secrets of getting be-
yond the front-line human resource professionals and executive re-
cruiters (the gatekeepers) to the hiring manager and a job offer.
How Susan Got the Interview
One morning Susan received a call from a friend she contacted a
month earlier, “Hi Susan, it’s Tom. An acquaintance of mine is the
vice president of human resources at a local company, and they are
looking for a marketing manager. If you are interested, I will give you
the contact information.” She obtained the contact name, Scott
Gilbert, vice president-human resources and graciously asked Tom if
she could assist him in any way. Susan was excited when she hung
up the phone. She immediately reviewed the company’s web site and
called Scott to introduce herself as Tom’s friend. Scott’s administra-
tive assistant, Amanda, answered the phone and requested that Su-
san e-mail a copy of her résumé. Within an hour, Susan received a
call from Scott’s internal recruiting manager. The purpose of that call
was for the recruiting manager to ensure that Susan had the experi-
ence necessary to warrant an interview with Scott. The telephone in-
terview and other interview formats are discussed in Chapter 4. Su-
san made a compelling case for an interview with Scott, and she had
one week to prepare before the scheduled interview. This was the call
Susan worked so hard to receive. The following chapters walk you
through the steps she took to win the interview and a job offer.
Rules of the Game
Interviewing is like a board game—competing players all have the
same starting point and the winner is the player who accumulates the
most points along the way. The starting point for the interview game
is when a job seeker has a scheduled interview with a company ex-
ecutive or search professional who is trying to fill a specific job. The
game ends on the first day of a new job.
The rules are simple. An interviewer hosts the meeting in an office
setting where a friendly conversation takes place between two peo-
ple. The interviewer takes the lead role and asks candidates a series
of questions mainly about qualifications to perform the job. Other
topics include delving into personality and determining how likeable
the job seeker will be to the staff. The interviewer evaluates each re-
sponse and determines if the candidate will be invited back for an-
other interview. From the candidates’ perspective, they must respond
to each question with completely honest answers. Any lies appearing
in a résumé or told to an interviewer will automatically disqualify the
candidate at any time. If misinformation is uncovered after a new job
begins, the new employee will most likely be fired.
Job seekers must focus on the end game of getting a job offer.
Contrary to a commonly held belief, the best qualified candidate does
not always win this game. Although an offer can be attributed to
many factors, such as who a candidate might know, the winning can-
didate usually exhibits the following qualities:
? Possesses basic skills and experience required for the position.
? Satisfies the needs of the recruiter, human resources professional,
hiring manager, and other interviewers.
? Establishes rapport with interviewers and creates the perception
of being like them.
? Exhibits impressive displays of energy and passion.
? Demonstrates a personality compatible with the hiring manager
and the responsibilities of the position.
? Possesses qualities that differentiate the individual from compet-
ing candidates.
? Presents a detailed understanding of company products, culture,
industry, and politics better than most employees.
If you have these qualities, you are among possibly three to ten
competitors who are at the starting gate and waiting to be inter-
viewed by company management. Arm yourself with inner confi-
dence and knowledge of the interview journey that lies ahead.
Game Preparation
Winning players begin the game with an intense interview prepara-
tion. How the newly acquired knowledge gained as part of the inter-
view preparation is used during the interview separates the great
players from the rest of the group.
Capable management consultants have a particular skill that is ex-
tremely relevant to interviewing. Sarah just joined the consulting staff
of a prestigious management consulting firm. She has an M.B.A.
from a top school and four years of information technology experi-
ence at a manufacturing company. She completed her company’s
consulting orientation program and was given her first assignment.
She had three days to prepare for an initial meeting with the vice
president-information technology at her first client. The company
manufactured battery products, and Sarah knew nothing about the
battery business. What was she to do? Sarah had been told that her
company’s clients expect consultants to know all about their busi-
ness, and she had to convey that impression at a meeting in just three
days. She spent most of her waking hours learning everything about
the company, industry, product lines, management, and customers.
Consultants do this all the time. In her first client meeting, Sarah was
able to create the perception that she had a good understanding of
the industry, its strengths, weaknesses, opportunities, and threats.
Why did Sarah go through this grueling preparation?
? To satisfy client expectations of understanding their
business.
? To instill self-confidence.
? To perform her consulting assignment in a stellar manner.
Job seekers should have the same motivation to convince inter-
viewers that they understand and value the company’s business. Hir-
ing managers prefer candidates with a passion for and an under-
standing of their business over candidates who have no idea what the
company does. Spend hours and days of research gathering infor-
mation identified in this chapter with the objective of learning more
than your competition. Use this knowledge to differentiate yourself
and to create a perception of extensive knowledge. Your goal in this
preparation is to know as much or more than most employees in the
company you are about to interview with.
All job seekers should have a good understanding of the industry
in which they work and the functions performed in the position for
which they are interviewing. Sufficient knowledge and background
information must be demonstrated to convince interviewers that you
understand the business and will have a very short learning curve to
become productive. Conveying information during an interview is
like answering a question on a final exam—it makes no difference if
you learned the answer the night before or the month before, as long
as you have the correct answer. To ensure that a comprehensive ap-
proach is taken to conduct the required research, organize this pro-
ject around the company and its industry, the profile of the people
you might meet, and the pertinent aspects of the position for which
you are interviewing.
{dy}章
有备无患：面试之前
<O</O
在四个月的辛苦奔波和疯狂海投后，苏珊终于得到了她{dy}次面试机会。四个月的苦苦搜寻换来仅仅一个小时的面试，却是现今这个艰难时世里再正常不过的。说不定下一次面试要等上更久呢。这无疑使她以及众多和她一样的求职者身上背负了巨大的压力。是时候学一下有效的面试技巧了！ 为得到这份觊觎已久的工作，苏珊必须赢得{dy}个面试官和之后可能出现的五到十个面试官的青睐和认可。 <O</O
请继续阅读，揭秘求职跨栏技巧，看如何过人事，斩猎头，最终直面招聘经理，赢得无上美差 <O</O
苏珊如何得到面试机会 某天早晨，苏珊接到了一个电话。是一个朋友打来的。苏珊上个月刚跟他联系过。“苏珊啊，我是汤姆。我有个朋友，是本地一家公司的人事副总监。他们正在招一名市场经理。如果你有兴趣的话，我把他的联系方式给你？”苏珊一听，急忙记下了联系人的名字，斯科特﹒吉尔伯特，人事副总监。她向汤姆道谢后兴奋地挂上了电话。马不停蹄的，苏珊奔向了电脑，点开了那家的公司的主页，一番浏览后，她拨通了斯科特的号码。接电话的是斯科特的助手，阿蔓达。在知道了苏珊的来意及是汤姆的朋友后，她让苏珊先电邮一份简历。不到一小时，苏珊便接到了斯科特手下招聘主管的电话，目的是确定苏珊确有足够的资历，值得劳动上司进行那一小时的面试。 电话面试及其他面试形式将会在第四章中具体讨论。 苏珊争取到了斯科特的面试机会。她有一个星期的准备时间。这就是苏珊如此努力赢得的电话。接下来的章节，我们将和您一起见证苏珊每一步的付出和谋略，直到最终如何赢得面试，获得工作。 <O</O
游戏规则 面试就像一场游戏——起点都一样，从求职者得到公司人事或猎头的面试时间开始，到得到新岗位{dy}天上班报道告终，期间得分最多的玩家，便是游戏的胜出者。 游戏规则也相当简单。面试官找一间办公室，和求职者开始谈话。问题主要xx于求职者是否能胜任某项工作，有时也会涉及到求职者性格，看是否能和谐地融入整个队伍。面试者对求职者的回答进行评估，然后决定是否让其进入下一轮面试。而从求职者的角度而言，他们必须xx坦诚地回答每个问题。任何在简历上或面谈中弄虚作假的行为都会让求职者瞬间失去资格。即便能暂时蒙混过关，一旦工作后露出破绽，职员也有可能会被立即开除。 <O</O
求职者必须看重游戏的完结 与通常预想的相反，最出众的求职者并不总是游戏的赢家。尽管决定成败的因素很多，譬如求职者是否有后台等等，但通常而言，得到工作的胜出者往往有以下一些特征： ? 具有职位要求的基本技能和经验 ? 符合人事招聘方的需求 ? 能与面试官拉近距离，建立自己是其一员的亲密感 ? 展现出充沛的精力与激情 ? 展现出能和上司xx配合并符合岗位特征和工作责任的性格特质 ? 拥有与其他竞争对手所不同的特质 ? 展现超于普通员工的对公司产品，公司文化，及公司所在行业和环境的理解 如果你拥有这些特质，你可能就与其他三到十个正等着面试的求职者一起，站在游戏的起跑线上了。要继续下面的征程，你可要用xx的自信和技巧来武装自己！ <O</O
游戏准备 游戏的赢家会在上场前做好充足的准备。怎样把准备时获取的那些技巧现学现用是决定成王败寇的关键。出色的管理顾问有针对面试的特殊技巧。莎拉是一名刚加入一极负盛名的咨询公司的管理顾问。从一所{dj0}学校拿到工商管理硕士学位后，她在一家制造业公司的IT部门工作了四年。在完成公司的咨询入职培训后，得到了分给她的{dy}项任务。她的客户是一家电池产品制造公司的IT副总监。她有三天时间准备{dy}次会谈，而她对电池行当一无所知。该怎么办？莎拉已被告知她的客户期望一个对他们所从事领域十分熟稔的管理顾问，而莎拉也必须在短短三天后给他们一个无所不知的印象。除了睡觉，莎拉的时间便全被用来熟知关于客户公司的一切，所属产业，生产线，管理层，还有客户等等。这就是管理顾问所要做的。在{dy}次会谈上，莎拉成功地展现了她该有的形象，对整个产业的强项，弱点，机遇与挑战夸夸而谈，赢得了客户的认可。为何莎拉要承受如此痛苦的准备呢？ ? 了解客户，满足客户的期望 ? 增强自信 ? 以xx的姿态完成她的咨询任务 求职者也是一样，应该有足够的准备使面试官信服你确实了解并认同公司的所作所为。招聘经理倾向于选择那些对公司所做充满向往及十分了解的求职者，而非那些一知半解甚至毫无所知的人。要抱着比其他竞争对手知道更多的目的，花上几小时到几天来搜寻本章所提及的那些信息点，并以此使自己脱颖而出。你的目标是通过准备，了解应聘公司大部分员工所了解的，如果不能知道更多的话。
所有的求职者必须对应聘公司的行业及自己所应聘岗位的职责有明确清晰的了解，并通过充足的专业知识和背景信息说服面试官他们并不需要花太长的时间对你进行培训而可以直接获取效益。在面试中传达信息无异于填写期末考试的答卷——你是前{yt}晚上开夜工背下的还是原本就成竹在胸并不重要，只要你有正确答案就行。为保证这项重大工程没有任何遗漏，所需搜寻的信息应从以下几方面入手：公司及其所属行业，面试官的档案，应聘职位的相关领域。
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