PROFILE First Impressions Count Most by Fiona McNair In less than 30 seconds itis all over. A prospective employer has already decided if you are the right person for the job, warns Joanne Blake, a profes sional image consultant. “You have to cominuni- cate the right message and it is really serious business,” she says. “After all, you invest a loc in your education but you also need to invest in the tools which will actually help you get jobs.” ‘The information can be found in a recent study completed by the Harvard School of Business. It validates Blake’ belief thac personal presentation is jiistas important-as'a stellar work record or an impressive résumé. For the past few years, her com- pany, Style for Success, has been providing image enhancement workshops for students from local col- leges, individuals, and corporations. A former fash- ‘ion co-ordinator with a national clothing retailer, Blake says image is the one thing that can set a job- hunter above the competition. ‘Additional studies have proven that 55 per- cent of that first impression is based on appear- ance and 38 percent on body language, she says. Only seven percent is based on words. She says she has even heard of a person who was eliminat- ed from a prospective job opportunity because of poor table manners. A tight job market and increasingly tough consumers motivated Kim Blair, a local massage therapist, to seek Blake's help one spring. No matter what outfit she wore, the former florist says she did not feel comfortable and worried it might be affecting the number of clients drawn to her home-based business. “Massage therapy often has kind of a stigma attached to it so itis berter if ‘we dress more professionally and show that we fit into the business world more,” says Blair. Blair had been introduced to Blake ata luncheon. sponsored by Connecting Women, 2 business net- ‘working group. Immediately impressed by Blake's JOB SEARCH TOOLS 241 ‘own appearance and polished look, Blair decided to buy an individual consultation. “My wardrobe was going in so many different directions. Nothing I had matched at all. Twas dressed for business but I did not feel comfortable,” says Blair. ‘The session began with a raid of her closer, with Blake analyzing Blair’ figure type, finding her best colours, and demonstrating how to update five of her favourite outfits. It proved to be so productive that Blair decided to also hire Blake for a personal shopping trip. “Now I don't waste money. Thave a list of what I need and [stay focussed, Running from this rack to that rack isa thing of the past.” ‘Cool wools, knit tops, and rayon/cotton blends that do not require ironing now fill her closet. And the change in Blair’s appearance has not gone unnoticed. She still fields many compli- ‘ments about her outfits and has seen an increase in business and the number of people asking for her card. Focussing on appearance has almost become a politically incorrect thing to do, but Blair says itis still important. “It is unfortunate it is this way, but that is just the way life is. Unconsciously, people look at you and if you are not dressed up-to-date, they might worry your skills are not, either.” Barbara Thrasher, the executive director of Communicating Power, a marketing company that helps new entrepreneurs put their best foot forward, agrees that image is extremely impor~ tant. “The way they represent themselves as they ‘mature and grow as a company is vital to their success,” she says: 1. What message should your appearance commu- nicate to a prospective employer? 2. Why does image consultant Joanne Blake say that “In less than 30 seconds itis all over"? 3. list three possible job positions that could be available to you. What would you wear to each interview?242 WORKING IN THE COMMUNITY The Stages of an Interview An interview consists of four stages—the greeting, exchange, conclusion, and parting. The greeting is the initial contact between you and the interviewer. Since first impressions can be lasting impressions, this initial contact is impor- tant. The exchange is the longest part of an interview, during which the job, the company or organization, and your experience and skills are discussed. During the exchange, practise effective non-verbal communication as well as effective listening and speaking. Remember that you are determining whether the job is right for you, just as they are determining if you are right for the job. Avoid speaking for more than two minutes when responding to a question. Tiy to cre- ate a feeling of trust, and express confidence in the fact that you will be hired. ‘The parting, or way in which you leave an interview, cam affect your image as much as the greeting. Leave in a confident, positive manner. Once again, smile, make direct eye contact, and appear self-assured and friendly. Your part- ing statement is the last opportunity you have to promote yourself. You may say, “Thank you for your time. The position sounds very interesting, and I hope that I will be able to offer you the benefit of my skills and experience.” Offer to shake hands again, and remember to say goodbye to the receptionist. The follow-up is also an important Stage in the interview process. Immediately after the interview, send a thank-you letter expressing your appre- ciation of the interviewer's time, and emphasizing your interest in the position. Interview Questions ‘The questions asked during an interview offer you an opportunity to illustrate your ability to think clearly and to provide a picture of what you are like. The more frequently asked questions can be divided into five main types. Get Aquainted * Tell me about yourself * Describe a leadership opportunity you have had at school, in the community, or ata job. Previous Work Experience * How did you get along with your former co-workers? + What three points would your fellow workers make about you? + What would your employer say? * Were you often absent from your last job? + What traits do you appreciate in a supervisor? * Describe a time when you experienced pressure on a job. How did you handle it? * What have you done that shows initiative and willingness to work? Education * Which course did you like best in school? Why? * What future educational plans do you have? Suitability and Work Style * Why should you be our choice to fill this position? + What is it about this job that interests you? * Why did you choose this career path? + What kind of working environment do you prefer? Why?JOB SEARCH TOOLS 243 Personality/Human Relations + What is your greatest weakness? Strength? # What five words describe you best? « Describe the kind of people you like to work with. ‘* What would your last employer say about you? Acta ty Role-playing Interview Questions 1, Write your answers to the interview questions on pages 242-243. 2. Role-play an interview using the same questions. Look back at these questions. What do they indicate about the concerns of the employer? What opportunities do they offer you to profile yourself as a future valued employee for the organization? When asked about your relationships with others, you could discuss your flexibility and your respect for the rights of others as well as your ability to work as part of a team or independently. "Absenteeism is a major concern of employers. Stress your good attendance record and the importance you place on always being at work. If you were often absent from a previous job, briefly explain why and indicate that it is no longer an issue, Don’t lie—a reference check to your former employer will turn up a poor attendance record or a poor working relationship with others. ‘When asked about strengths and weaknesses, talk about your strengths Briefly mention a weakness, but stres its positive aspect. For example, “At times may not respond well to too much supervision because I have lots of ideas and like to take initiative.” Find an opportunity to respond with a summary you prepared. Begin with a brief personal history and then outline your career goals, skills, experience, education, and strengths. Conclude with a positive statement about your atti~ tude toward work, “Treat education questions with care. Perhaps the job offers an opportunity to put previous training into practice in a new setting, allows you to expand your knowledge, or presents new educational demands. ‘As the interview draws to a close, you will want to know when a hiring decision will be made or when a second interview may occur. Ask something like, “What is the next step in the hiring process and when do you expect to make a decision?” Behaviour-Based Interviewing Behaviour-based interviewing is a new interviewing trend that asks people about their past job-related behaviour and bases hiring decisions on their responses. “This approach to interviewing predicts furure behaviour based on past behaviour. Interviewers listen to the itnerviewec’ “stories.” Therefore, the more success sto- ries you have, the more likely you are to be able to support your claims.244 WORKING IN THE COMMUNITY Companies using behaviour-based interviewing to identify the behaviours that are a part of the position they are trying to fill and then design questions to identify these behaviours. For example, ifthe position requires the ability to think quickly, the behaviour-based question could be “Tell me about the last time you had to think quickly to resolve a problem without your supervisor's input” or “Describe a situation that illustrates you can think quickly under pressure.” All candidates are asked the same questions. You will know that you have been asked a behaviour-based question when you are asked to describe something you have done in the past. For example, “Think back to a time when . ..” or “Give me an example ofa situation when . ..” _projécts and extra-carriel + Remember that the interviewer is int Practising Storytelling Behaviour-based interviewing relies on story- * Describe a situation in which you had to give telling. Practise your storytelling using the fol- something up to help a fellow employee or lowing questions. Remember to profile one of classmate. your strong traits in your answer, * Describe a risk you have taken. * Tell me about a time when you proved the cus- © Tell me about a time when you turned a bad day ‘ ways right romer is always right into a good one. * Give me an example of your skills in the area of You may wish to file a video or audio record- time management. ing of your responses in your portfolio. / Reflecting on Your Past In his book What Color Is Your Parachute? Richard N. Bolles says that no employer cares about your past and that what appears to be a question about your past is really about your future. Write about how the following memories from your past reflect your future. * Your early schoo! days * Your first hero or heroine ‘+ The best advice you ever receivedJOB SEARCH TOOLS 245 Competency the Key phrase. Like the notion of compe- a predictor of success,” Willett Factor in Skills tence, this looks for an underlying says. “But one thing those tools Assessment fitwith the needed abilities rather _ cannot predict is the ability for : than a categorical match of job people to interrelate.” ‘By Salers Alaton thocpion For example, veter- © Universal competence. This ‘Once upon time, the corporate an manager froma sector that for- is largely about a fit with the recruiter saw something in your merly called for quick, individual organization’ values. “When face or manner that looked decisions may not do well ina senior people do not fit, it often promising, and shortly thereafter company where teamwork and revolves around the corporate youhad ajob. Nowadays, your consensus are highlighted, even culture they have come from, expression, demeanor, and even though the technical skills on the _the universal competence your résumé itself hardly even résumé look fine. level,” Willett says. This com- comprise a starting point. Rather than simply targeting _petence is still largely looked Skills assessment in corporate the person.asa senior manager infor in the interview process, life has become an elaborate, some department, the question, _ where the object isto find that ‘considered process featuring not says Willett, becomes, “Give usa___ the person has worked well ina only a strong return to various specific example of something you similar context at some point. forms of psychological testing but have done in the past that would Interviews and tests will only ahost of new sofeware programs lead you to believe you would be go so far, of course. For lower- to aid the analysis. And this successful in our organization.” __level positions, some companies screening applies, incidentally, Willet identifies three main _opt to give the candidate some not only to new recruits but peo- competency levels taining and then allow them a ple secking mobility from within © Skills-job competency. The set amount of time in the job to the corporation. old model was to figure out show how they can handle the Formerly, your experience how long it took to doavery tasks. If they do not work out, and facility with a specific func- specific task. Now, the person they are let go. Willett notes, tion was your selling point. Now, __ is asked things like what makes however, that this is an approach if that function still exists, it may customers happy. The chal- that will not work in a union not within six months of your lenge, says Willett, is that context or where a senior posi- being hired. such testing is often going on tion is involved. “The big emphasis today is __for jobs that have never been There are important ineen- on competencies,” says Dwight done before. tives to hire right the first time, Willett, an organizational- * Organizational competency. believes Rebecca Richards, com- development specialist and part- ‘The current upswing in per-_ pany director and manager in ner at Ernst & Young in sonality tests, including newly human resources for the Fifth ‘Toronto. “Believing in the com- _interactive-software versions Option Outsourcing Inc. in | pany vision is nice but ultimately where the questions branch out Vancouver. Like Willett and | the issue is how people act. The _in certain directions according many professionals in the field, | measuring stick is behaviours.” to the answers, is because at Richards also puts some empha~ Indeed, “behavioural inter the managerial level “compa- sis on the use of “behaviour viewing” is something of a buzz nies are saying they want to see description” questions that focusCompleting an Interview Checklist ‘After an interview, use this checklist to evaluate your progress. / Before the interview, |. OD anived stighty early. | wes courteous to the receptionist. D1 had my résumé and other necessary items. OF cressed appropritely and wes well roomed. i i i | 1 used expressive, fluent speech. 1 showed knowledge of, and interest in, the ‘company. | explained my work experience briefly and clearly. asked pertinent questions about the company. i During the greeting, I. . (Dy asked for clarification about the job. Fused the interviewers name. 1 demonstrated a confident, positive attitude. shook hands firmly. ie Al OF waited to be invited to sit. ‘ollowing the interview, left suitable paperwork (résumé, reference list, During the interview, I. . and/or application form). GO satup straight and appeared self-assured. hanked the interviewer and shook hands firmly. ¢ GF maintained eye contact. 1 was courteous to the receptionist. 5 used a pleasant tone of voice Following Up on an Interview Following up on details is critical in the job search. Ie is important to keep all the participants (former employers, references, and family) informed of the ‘ progress of your job search, Itis also important to write a follow-up letter. It reminds the interviewer about you, and offers you an opportunity to make a | positive comment about the job opening and the company. Taking care of the details demonstrates that your are organized.