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Solution Tool 6: Craft a Good Answer
NOT ALL ANSWERS ARE GOOD ANSWERS
This is particularly true when it comes to addressing barriers. A good answer minimizes employers’ concerns while offering proof that you meet their needs. It tells employers why the risk they are taking in hiring you is outweighed by what they will gain. Side doors or a strong résumé can get you an interview, but your good answers get you hired! You need to craft a good answer for every issue that employers may discover during the hiring process—most other barriers will have been resolved by one of the five tools described already. If you don’t, you’re giving the employer a reason to screen you out. Our proven process allows you to honestly answer even the toughest questions.
Good answers are your chance to convince the employer you’re the right person for the job. As with all sales, what you say and how you say it often determines if the customer “buys.” We taught you how to effectively address issues of employer bias in the last chapter. Now we’ll show you how to craft good answers for the three other issues that often get job seekers screened out:
1. Nontraditional employment choices
2. Situations in your personal life
3. Patterns or mistakes in your past
Our approach reduces employers’ concern without giving the issue undue importance, and it redirects the employer’s focus to what they gain by hiring you.
WHAT ARE EMPLOYERS AFRAID OF?
It is important to understand the employers’ concerns. Here are a few reasons applicants are screened out, and what employers tell us they suspect: • Left a Good Job Without Securing Another Job. Was compelled to leave due to an issue that might also negatively affect my company.
• Changing Fields. Lack specific knowledge, transferable skills, and expertise needed in the new industry. Isn’t committed to the new industry and won’t stay.
• Long Stint of Unemployment. Doesn’t like working, has poor work habits or outdated skills and knowledge, will quit and return to previous activity, or other employers have noticed something wrong that the interviewer hasn’t yet discovered.
• Reentering After Retirement. Skills and knowledge are not current. Applicant is not used to the pace and expectations of work, lacks stamina, won’t fit in, or won’t stay.
• Parent Returning to Work. Focused on home not work, child care issues, outdated skills and network, won’t stay.
• Woman in a Trade. Won’t be accepted by male coworkers, won’t stay, or won’t have the physical strength and stamina for the job.
• Male as Child Caretaker. Not empathetic enough, too rough, will make parents uncomfortable, or there will be accusations or concerns of abuse.
• Underqualified. Can’t do the job well or at all, will require too much time and training to be effective, or lacks the commitment and follow-through needed to learn.
• Foreign Work Experience/Degree. Can’t communicate effectively, doesn’t understand the business culture or have the same work ethic, or isn’t familiar with the ideas, methods, and tools taught in this country’s universities.
• Advance Degree with No Experience in the Field. Expects top dollar without offering any evidence of ability to apply the knowledge, or loves learning rather than working.
CRAFTING GOOD ANSWERS FOR NONTRADITIONAL EMPLOYMENT CHOICES
Nontraditional employment choices include things like leaving a good job before you have another job, returning to work after a long period of unemployment, or pursuing jobs for which you are overqualified. These realities require good answers because employers need reassurance that your reason for making the choice will not negatively affect their business. In fact, to be hired, you must prove that your reason will benefit the company. For example, if you are overqualified, employers worry that you only want the job because you can’t find one at your level, and once hired you’ll quickly become dissatisfied with your lowly position, be difficult to manage, discover you are rusty at hands-on tasks, want to move up immediately, or leave as soon as you find a better job. Or they may wonder if you are moving down the career ladder because of a problem that could cost them a lot of money, like gambling, stealing, not keeping your skills current, or being unable to get along with superiors. However, employers love to get top skills for less money! To get hired, you must give them a reasonable explanation about why you are happy to use your talent in a lower-level job, and convince them you’ll stay.
Other nontraditional employment choices that may need explaining include changing fields, being underqualified, getting an advanced degree without gaining any actual experience, or choosing a job for which people of your gender, age, religion, or other group traditionally don’t apply.
To craft your good answer, first think like an employer. Consider why your choice might concern her, how it could negatively impact her business, and how it actually benefits the company. Also, remember that employers don’t have all the information you do, so think about what they actually know or see. Joe recently left a good job because he hated his boss, but the interviewer only knew he’d left a good job. When asked about it, Joe didn’t mention his dislike for the boss. He stayed positive and shared a couple things he enjoyed about the job (the team, opportunities he had to learn or achieve), then he attributed his leaving to something positive (a desire to change fields, increase responsibility, learn something new) and explained how this next step in his career would benefit his new employer. He addressed the interviewer’s concern, not the question, allowing him to reduce the concern without telling on himself. Look at your nontraditional employment choices through the employer’s eyes, then use these three steps to reduce her concerns and focus her on what she will gain by hiring you:
1. Acknowledge the employer’s concern in a positive way. If the employer asks about it, acknowledge the issue, but put a positive spin on it. Rather than saying, It’s true. I am overqualified , say, I know I have worked at a more senior level, but . . . or It’s true. I’m a woman applying for a job usually done by a man becomes a lighthearted I enjoy being one of the guys, even if I am the only woman. This positive beginning is the first step in taking the edge off the issue. Keep your body language relaxed and engaged. Maintain a pleasant facial expression and good eye contact. When appropriate, include a touch of humor in your eyes.
2. Minimize the employer’s concern. Briefly explain why the employer’s concerns are not true about you. You can do this by giving a reasonable alternative explanation, or by sharing the steps you have taken to insure your choice will not negatively impact the employer’s business. Don’t use generalities. Instead, offer specific proof. And don’t lie. It will come back to haunt you. An overqualified person might say, I know I have worked at a more senior level, but I promised myself that one day, when the opportunity arose, I would work in this field. When I heard about this job, I felt the time had come. I know it is at a lower level than my previous job, but that means I can successfully do this job while learning the ins and outs of the new industry. And I look forward to a long and successful career with the company, just as I had with my previous employer.
QUICK TIPKeep your good answers focused and brief, thirty to sixty seconds total. Saying too much can make you look desperate. If they want more information, they will ask.
3. Tell employers what they gain. End your good answer by sharing what the employer will gain by your nontraditional choice, and by hiring you. Include your top selling points for the job and a unique quality, skill, or attitude you offer that few other candidates bring. Your goal here is to insure employers feel that what they gain in hiring you outweighs any risks they are taking.
Here are some sample good answers for nontraditional choices, along with step numbers to make them easy to dissect. Note how they are crafted, then develop good answers that are true for you.
Reentering After Retirement: (1) A few years ago, I retired early to spend time with my family. (2) If I had known then how much I’ d miss working, I never would have done it. I enjoy the thrill of solving problems and making things work. I got involved with some community projects that were rewarding, but the truth is I want more. I’ve stayed current on the industry through the Internet, news, and a couple of colleagues, and (3) I’m in the process of reconnecting and expanding my professional network, which confirmed within me that I want to spend the next five to ten years lending my knowledge and skills to help a midsize company like yours compete with the big boys.
Long Stint of Unemployment: (1) It’s been a while since I’ve been paid for full-time work, (2) but I have stayed busy and used the time well. After being laid off, I realized I’d be more valuable if I broadened my skills, so I began a combination of self-study and course work focused on . . . As I investigated jobs that use my skills in and outside my field, (3) I discovered that my ability to . . . is what’s needed in this job. And in this day and age when everything changes so fast, my newfound appreciation for keeping my skills cutting-edge can benefit us both.
Woman in a Trade: (1) I enjoy being one of the guys, even if I am the only woman. (2) I guess that comes from growing up with three brothers and all their friends. I knew how to tear apart and rebuild a truck engine before I learned to drive. My dad always said my small hands gave me an advantage, because I could reach into tight spaces more easily. And I am stronger than you might think, so I have no problem using that advantage. I know some guys don’t think women belong under the hood, but my skill and sense of humor won them over in the army and I know it will do the same here. (3) Besides, it always looks good to have an integrated shop when going for lucrative government contracts.
Changing Fields: (1) I’m fortunate to have had a successful career in the XYZ field, (2) and after more than ten years, I’m ready for a new challenge. With the downturn in my previous industry, now seemed like the right time to make the move. I’ve always had a fascination with ABC. In fact, I read several daily blogs and newspapers, including . . . which is how I discovered this opportunity. Also, I’m involved with several related community projects. On one, I . . . (3) I discovered that many of the skills and qualities that made me successful in XYZ are also valuable in ABC. For example . . . Most important, my contacts and understanding of how things are done in XYZ will give us an advantage in ABC because . . .
Parent Returning to Work: (1) It’s been a while since I was paid for full-time work, (2) but I assure you I have not been idle. I have spent the last several years improving my multitasking skills by raising three smart kids who are all in school now. I’ve loved spending time with my children, but I’m actually very excited about getting back to work. I keep my knowledge current by reading ABC industry magazine and have stayed connected with many friends in the field. That’s how I learned about this position. My family is very supportive, and I’ve organized great child care for the kids when they are out of school. And it will be a good thing for them to see that I, too, have “homework” many nights. (3) In addition to my skills and knowledge, I think you will find that my excitement and energy are two of my greatest strengths.
CRAFTING GOOD ANSWERS FOR SITUATIONS IN YOUR PERSONAL LIFE
Most employers know from experience that personal problems can translate into problems on the job. So issues you think are none of their business become their business. Chances are you’d feel the same way if you were interviewing someone to take care of something you value, like your child or your home. Employers may be sympathetic to your struggles, but they can’t allow it to hurt their business. Remember, they’re in business to make a profit, not create jobs. So keep your personal and professional lives separate—even after you’re hired.
If your personal problems come up in the interview, you must explain why they won’t impact your ability to be a great employee. Some personal issues that could get you screened could include: not having a plan to provide care for children or sick relatives who depend on you, living far from the workplace or not having a car, planning to get pregnant in the next few years, being currently embroiled in any legal action, such as a messy divorce, having a physical limitation or medical condition, having a bad credit history, or being new to the area. Employers are more likely to ask about some of these issues than others, so prepare the good answers you might need, and hope you won’t have to use them.
Again, start by thinking like an employer. Considering why the issue concerns employers, and how it could negatively impact their business, will reveal the specific concerns you must eliminate. Use these three steps to keep your answers short, sweet, and solution-focused:
1. Welcome the question or acknowledge the concern. This is important because it shows that you are up front, confident, honest, and concerned about the employer’s business, rather than defensive and problematic. If the employer asks a direct question, stay relaxed, look him in the eye, keep a pleasant facial expression, and welcome the question with something like, I’m glad you asked, because I wanted the opportunity to share . . . or It’s personal, but if I were you, I would want to know, too, so . . . Spend only two or three seconds welcoming the question. If the employer doesn’t ask, but you believe he will be concerned when he discovers the personal problem later in the interview or during a background check, it’s advisable to proactively acknowledge it yourself—for example, You may have noticed . . . or I wanted to let you know . . . Caution: If you know the employer is aware of the issue but he seems unconcerned about it, say nothing or subtly address it as Mo did in Chapter 15. Directly mentioning it could make the employer wonder if it’s worse than he thought, if you don’t maintain personal boundaries and will be talking about it at work, or if you have a chip on your shoulder about it.
2. Share your solution. Briefly share the steps you have taken to insure the issue will not be a problem for this employer. Don’t just say it won’t be a problem; spend five to fifteen seconds giving the employer specific proof. As you will see in the samples that follow, this statement does not need to be long, just specific. Too much information can give the issue too much importance or inadvertently cause you to tell on yourself. The employer can always follow up if he has additional concerns.
3. Tell employers what they gain. Complete your good answer by tipping the scales back in your favor. Remind the employer of what he gains by hiring you. You may even be able to turn lemons into lemonade by showing how the barrier is actually a selling point. Caution: When turning lemons into lemonade, be sure the selling point is something the employer values that is hard to find. Otherwise, your efforts might leave a bad taste in his mouth. Here are several sample good answers about personal issues. Again, don’t copy them exactly, but use the three steps to craft answers that reflect what is true for you.
Child Care: (1) I’m glad you asked. I am happy to share my plan. (2) I’ve arranged for child care with a center that picks the kids up from school and keeps them as late as seven o’clock. Plus, I have a neighbor who stays home and has agreed to watch them when I work late or if they are sick and my folks aren’t available. (3) If anything, being a mom has made me an expert at multitasking and planning ahead, which will be a valuable skill in this job.
Transportation: (1) It’s true that I don’t have my own car, but the nice thing about (2) using public transportation is that I can organize my day, catch up on my reading, and not worry about breaking down, finding parking, or fighting traffic. (3) Besides, I’ ll get to work twenty minutes early. You’ ll find that I’m a person who likes to give the extra.
Overweight Appearance: (1) I am sure you have noticed that I am a very large woman. I know that initially it can make some people uncomfortable, (2) but I find that my friendliness and openness helps others get comfortable quickly. Being on your team means I’ll interact with customers on the phone, so it won’t be an issue, and I am sure my positive attitude can win over your team, (3) just as it will win over your customers. I am really good at this job, and can make both of us a lot of money if given the chance.
Legal Problem: (1) There is a personal issue I think you have the right to know about. In fact, you may have already heard about it. (2) I’m currently involved in legal action with XYZ Company. I’m a manager, so I understand this may cause concern, and I welcome the chance to address it. I’ve never been involved in a lawsuit before. I see legal action as a last resort, not a starting point, and I never would have taken action if the company had just refunded my money when I asked. Instead, they told me that if I wanted it back, I would have to sue for it, and that the court backlog worked in their favor. I’m a reasonable and patient person, but I know where to draw the line. (3) In fact, that’s part of what makes me a great manager, along with my ability to inspire people to always do better than they thought they could.
There are some personal issues you can wait to discuss until after you’ve been offered the job, but before you sign the contract, such as a disability accommodation, a medical condition the company should know about in case of an accident (hemophilia or AIDS), or a physical limitation that could affect health and safety on the job, such as poor hearing for a machine operator. It’s best to talk with an HR representative about these issues because they understand the company’s obligations and resources, and can communicate with the right people. At this point it’s extremely unlikely the company would rescind their offer, because none of these issues stop you from doing the job. Waiting to mention the issue until after you’re hired could cause employers to feel deceived.
QUICK TIPIf you want to request time off for a previously scheduled commitment—vacation, appointment, or family event—ask after they offer you the job, but before you say yes. This ensures it’s not used against you in the screen-out process while making it part of your negotiations increases your chance of getting a yes. However, know that the company has the right to say no to your request.
CRAFTING GOOD ANSWERS FOR MISTAKES IN YOUR PAST
Employers assume if you’ve done it before, you’ll do it again—steal, quit, harass coworkers, or make the company a million dollars! If there is a dramatic onetime event or concerning pattern in your past that employers wouldn’t want you to repeat, craft a good answer that explains why it won’t happen again. Do this even if you think the issue won’t come up, wasn’t your fault, or isn’t legal for them to ask about. Dramatic events include a criminal conviction, having been fired, and suing an employer. Concerning patterns include repeatedly resigning without another job, relocating, quitting to return to school, and being laid off. The key word here is repeatedly. One time is understandable, repeatedly is a pattern. It’s perfectly legal for employers to ask about these patterns, so if they discover them, they probably will. Plus, if they’re interviewing you, they’re already interested, so it’s worth explaining.
Before you craft your good answer, examine the issue by asking yourself:
• What caused it to occur? If it was an action you took, why wouldn’t you do it again in a similar situation today? If you would do it again today, skip this section because our process won’t work for you. If it was something that happened to you, even through no fault of your own, consider if there were things you could have done to avoid it—not to assign blame, but to see if you have some control over whether it happens again.
• How big a problem was it? When did it last occur? Is there a pattern? It’s easier to explain if it happened only once, was a long time ago, or had only a minor impact on a past employer or your life.
• Why did it stop? Why would you not do it again, or why won’t it recur? Your answers to these questions are essential to reducing the employer’s concern.
• What has changed in your life that would make an employer believe it’s no longer an issue, or won’t recur? What steps are you taking, or have you taken, to ensure the issue doesn’t recur or negatively impact future employers, especially on this job? What proof can you offer?
With these details in mind, step into the employers’ shoes and consider when they will learn about the issue and what questions they might ask. It’s your job to use this information to craft an honest answer that reduces their concern and proves you are worth giving a chance. You will use five steps to craft good answers for these issues, and each step is critical. If you skip one, the good answer won’t work. Let’s take a quick look at the process, then we’ll give you several examples.
1. Welcome the question. Let’s face it. When these issues arise, the employer’s concern is at the front of her mind and you’ve got some explaining to do. This can be an awkward spot in the interview for both of you. In that moment, lots of job seekers get defensive, resentful, or just try to avoid the issue. Their body language, eye contact, facial expressions, and energy make the whole situation worse. Don’t let this be you. Don’t waste time wishing the issue wouldn’t come up or getting angry if it does, just be prepared. Craft a good answer, and start by welcoming the question. This two- to five-second investment sets a positive tone for the rest of your good answer.
2. Take responsibility for your actions and choices. If you don’t take responsibility for your part in the mistake or problem, employers believe you are powerless to stop it from happening again, which makes you a big risk! Howard said it wasn’t his fault he was fired; he was provoked by a bully everyone hated. Letty said she was unfairly let go; other people were taking things, too. Lisa said she couldn’t help the fact that she was laid off from her last three jobs; it’s the economy. There may be some truth in what they say, but they are less likely to get hired if the employer has other qualified candidates.
To take responsibility, determine what you could have done differently to stop the problem from occurring. Howard could have walked away and let HR deal with the bully. Letty could have refused when others suggested she steal. Lisa could have worked to make herself more valuable to the company or chosen a more stable industry. Briefly explain what happened and why. Don’t blame others, deny your role, or dwell on your mistakes, and don’t brag, smile, or make light of the situation. If you can do it honestly, attribute it to something you have already changed, like the wrong crowd, being young and stupid, or a bad decision you would not make today. Keep it short, five to fifteen seconds, so you don’t get into gory or distasteful details. Also, avoid using scary words.
Another important part of crafting this sort of good answer is to carefully choose how you refer to the past. Which sounds farther in the past, “in 2002” or “almost nine years ago”? For people over thirty, the “almost nine years ago” sounds farther back. If you want something to seem farther in the past (like being fired, entering the field, or immigrating to the country), state the number of years ago it occurred. If you want to make something sound more recent (like a course you took or an article you wrote), use the year.
WATCH YOUR LANGUAGE!
“Scary words” are anything that employers are not expecting to hear in your interview that startles them so much that they stop listening to the rest of your explanation. They become stuck at the scary word, and never hear how you have changed, where you’re at today, and why you’re great for the job. Here are some alternate words you might use, not to deceive employers, but to tell the truth in a less startling way so they hear your entire good answer before deciding if the gains outweigh the risks.
Fired: Contract ended; mutual termination; agreed I should leave
Quit: Chose to pursue other options or opportunities
Laid Off: Company downsized; elimination of department; company relocation
Harassment: Behaved badly; acted inappropriately
Mental Illness: Resolved or managed medical condition; chemical imbalance
Chronic Illness: Resolved or managed medical condition; successful medical procedure
Inmate: Resident; contact with the criminal justice system
Burglary: Went into a building I had no business being in; took some things
Assault and Battery: Harmed someone; physical altercation or disagreement
Drug Addict: Resolved medical condition; substance use
Alcoholic: Drank too much; social drinking that got out of hand
High School Dropout: Left school early; entered the workforce early
3. Share your moment of clarity. At this point, you have taken responsibility for your actions, but that is not enough to convince an employer you won’t do it again. And simply saying you’ve changed or learned your lesson won’t convince him either. You must let the employer see inside your heart and head. You must share your moment of clarity—the specific instance when you realized your mistake, regretted your action, and determined to change. It must give the employer a clear reason to believe you wouldn’t do it again. Bob, who was fired for embezzlement, said, It was the horror and sadness in my son’s eyes when he found out that broke my heart. I knew none of it was worth it.
The drama of your moment of clarity must match the weight of the issue. More serious issues require more dramatic moments of clarity to persuade the employer you have really changed. For lesser issues, your moment should be less dramatic, but still include the specific lesson you learned and your motivation for doing things differently in the future. Monica, who had been fired for being late, said, I’ ll never forget the shock I felt when she fired me right in front of my coworkers. I assumed that if I did a good job while I was there, I couldn’t get fired for being late. Man, was I wrong!
As you decide how to express your moment of clarity, think about what the employer values. Does your explanation make it sound as if you’re only sorry you got caught and are finding it hard to get a job, or that you regret the problems you caused others, as well as yourself? Keep it brief, five to ten seconds.
4. Paint a new picture. Now it’s time to bring the employer from the past to the present. Paint a picture of your life today. Share what you have done or are doing to insure the mistake will not recur. Perhaps you have changed your thinking, become a parent, finally grown up, have a new group of friends or a new faith, learned a new skill, or caught a new vision for your life. Take fifteen to twenty seconds to help the employer see that where you are today is very different than your past. Every change you mention must be demonstrated in your actions and attitudes throughout the job search, and once you are hired.
5. Tell employers what they gain. The first four steps reduce the employer’s concern in just thirty to forty-five seconds. In this final step, you redirect the employer’s focus away from the risks and toward what she will gain if she gives you a second chance. You want to end your good answer by reminding the employer why she should hire you. What unique qualities, skills, or attitudes make you worth the risk? Be sure the employer feels like she can follow up with clarifying questions. For example, Bob, the man fired for embezzling, should expect employers to ask how much he took, over what period of time, how he got away with it for so long, and how he paid it back. What follow-up questions might an employer ask you? Prepare and practice your responses before the interview.
Here are several sample good answers for past mistakes, including the step number so you can easily dissect them and develop answers that are true for you:
Bob was fired for embezzlement. (1) I’m embarrassed to have to tell you this, but you have a right to know. (2) It happened several years back, after my son was accepted to an Ivy League school and the tuition was more than I could afford. I thought the easiest answer was to give myself a small loan from the company. I was such a fool. Once you start taking shortcuts and lying to yourself, it just snowballs. In some ways, I was relieved when I got caught, (3) but it was the horror and sadness in my son’s eyes when he found out that broke my heart. I knew none of it was worth it. (4) I wish we had just sold our home, gotten a smaller place, and paid for his schooling in the right way. I know I will spend many years proving to everyone, including you if you hire me, that I’m worthy of a second chance. I’ve made amends to my former employer and paid every penny back. I’ve also worked very hard to earn my family’s forgiveness. I know firsthand the cost of taking shortcut, and will never make that mistake again. Hiring someone with a past is a risk, but I know my determination to be worthy of a second chance makes me worth it. I’m not asking you to trust me with your money, (5) just to let me use my education and experience with complex contracts to insure you maximize your profits. When I took over the XYZ contract for ABC company, I was able to reduce their expenses and increase profits by . . . (Bob couldn’t expect to be trusted with access to funds, so he targeted positions that require his advanced math skills to conduct complex statistical and costing analysis.)
Jeff was terminated for fighting on the job. (1) Thanks for asking. I wanted a chance to explain. (2) I loved that job, and I’m sorry I let it slip through my fingers. I was on a great team. Most of us got along really well, but there was one guy who was a real bully. He took credit for other people’s ideas, stole sales, was inappropriate with female staff, and bullied people into keeping quiet. One day, I saw him corner a new girl, about the age of my daughter, and I stepped in and told him to back off. He shoved me, and without thinking, I reacted. The company had a policy that any physical altercation resulted in termination, so we were both let go. Soon after, on the recommendation of that boss, I started my current job. (3) At first, I didn’t think I’d done anything wrong, but one day a friend told me how he would have handled it. The moment he said it, I knew he was right. He would have made his presence known without getting within arm’s reach, and the bully would have had to back off. He couldn’t do anything with witnesses around. Then he would have walked with the employee to HR, where they could both have reported it. (4) These days, I still look out for the little guy, but I use the chain of command. This incident was over three years ago, and nothing like it has happened since. I’m not a hothead, (5) but I am a very good at ABC with a proven track record for XYZ, which can benefit your company by . . .
Lisa has been laid off from her last three jobs. (1) I’m not surprised you ask. It’s been an interesting ride. (2) For the last twelve years, I have been a manager in manufacturing, and loved it. But as you know, companies are struggling to maintain profits. Two of my last four employers offshored their manufacturing, and the company I worked for most recently found it impossible to maintain a competitive edge and a decent profit in the increasingly global market, so they had to close their doors. The first two times my job was eliminated, I considered leaving manufacturing, but chose to stay because I enjoy it so much. Perhaps I should have made the move sooner. (3) At a recent change management seminar, I met several managers who work in the ABC field and it sounded interesting. I realized my talents could be of use here, and I could get off this roller coaster. (4) After the seminar, I did some field research to determine my best fit, joined a regional industry association, and began a course in . . . to gain more industry-specific knowledge. I really enjoy it! (5) I am confident that my twelve years of managing diverse teams and exceeding targets, and my drive to excel in this new field will make me an asset to your team. In fact, my last employer said . . .
Corey had a pattern of quitting jobs after working less than a year. (1) I’m glad you asked, because I wanted to explain. (2) The truth is, I was never big on long-term planning. I have always done what interested me, and moved on when I got bored. I thought that doing an excellent job while I was there was all that mattered. (3) It wasn’t until I was talking with a friend who owns a business that I realized how much it costs a company to replace me when I leave—not just the time and cost of recruiting and training someone new, but also getting customers comfortable with a new rep, especially when they really liked me. I’ve worked for great companies, and never would have hurt them if I had known. (4) So I’ve decided it’s time to choose a challenging job in a field that fascinates me so I have challenges that stretch me. I know I’ ll want to develop my career within your company (5) and make us both happy I stayed. As discussed, my past successes prove I am very good at . . .
WHAT’S LEGAL, WHAT’S NOT
We are often asked what employers can legally ask about and consider when hiring. In the United States, the broad answer is: anything that they can prove affects your ability to do the job or impacts the safety of others. This includes experience, education, certificates and licenses, health and ability, criminal convictions, age (under forty), transportation, workers’ compensation claims, lawsuits, credit history, and more.
It’s illegal for employers to consider gender, race, color, national origin, religion, age (over forty), disability, marital status, sexual orientation, or pregnancy. Some employers perceive that these issues have a potentially negative impact on their business. While most are careful not to ask about them when hiring, others are ignorant of the law and don’t realize they are over the line when they do, and some employers know the law, ignore it, and use these issues to screen out anyway.
If interviewers can get you to volunteer information that is illegal to ask about, they remain within the law. The question, “This is a demanding job. Do you have your family’s full support?” can result in you revealing details about your marital status, sexuality, number and ages of your children, ties to the community, and other details. We heard of an employer who complains of a sore back during interviews, and casually asks candidates if they know of a good chiropractor, prompting them to give details about their health and fitness. An interviewer may apologize for being late and express the woes of managing child care to see if you join in.
Unfortunately, reminding employers that a question is illegal or refusing to answer it usually results in a shortened interview and no job offer. This is why it’s so important to prepare good answers before you start interviewing, so you have a plan for presenting yourself as an asset who will benefit their company. Chapter 18 will more offer more help. For more information about what is and isn’t legal in hiring, visit www.eeoc.gov.
TIPS FOR MAKING YOUR GOOD ANSWERS MOST EFFECTIVE
• Be Honest.Developing good answers is not about fooling the employer long enough to get the job, but about helping him understand and see beyond issues that could distract him from hiring you. Don’t lie just to get hired—you’ll both be sorry.
• Consider Your Audience. Good answers only work if the employer listens and accepts them. Consider which employers are most likely to listen to your story, see beyond the issue, and hire you. It may have to do with their gender or age, or the industry or company culture. Watch each interviewer’s eyes as you deliver your good answers to see if he remains interested or is screening you out. Use the ideas in Chapter 18 to tip the scales back in your favor, or at least to choose a more sympathetic employer next time.
• Know the Question. Before the interview, think about how the employer might ask about the issue, or how you want to start the conversation. Will he ask a direct question, or an open-ended question hoping you divulge the information? If you’re going to bring the issue up, first tip the scales in your favor by establishing your value. Once the employer is aware of the benefits of hiring you, give your good answer. Also, practice discussing follow-up questions in case they come up.
• Make It Natural. Use your own words, as long as they’re not scary. Practice each good answer until it feels and sounds like you, fits with your overall presentation, and is a natural response to questions on the subject. Natural is beyond memorized, so practice delivering your good answers in the mirror and making sure your facial expressions match what you are saying.
• Don’t Give Up. Realize that not every employer will be sympathetic to your issue, or willing to give you a second chance. It’s a numbers game. Expect to share your good answer a half dozen times before you get a yes. Don’t give up after the first interview. Watch the employer’s reaction to your good answers. If he appears to stop listening, note exactly what you are saying when you lose him, so you can improve your answers.
Our twenty years of experience have proven that investing time in crafting good answers will increase your confidence and shorten your job search! We’ve taught you our six solution tools for minimizing or eliminating any barrier. Let’s return to your PADMAN Plan and overcome yours.
