The Key Factors
The purpose of this book is to demonstrate a new technique: to think beyond the questions and answers as the only way to prepare for an interview. By learning to “read between the lines,” this book will show you how to think like an interviewer. You can stop worrying about the question being asked, and start thinking about the concern behind the question.
The methodology used in this book is a way of preparing for the interview by focusing on the required factors of the job as the basis for preparation rather than focusing on the questions that may or may not be asked. I have been using this method of interview preparation for the past 15 years with thousands of clients who consistently send me feedback on the great interview results they’ve had. The method is simple enough: instead of focusing on the questions, we focus on the key factors needed to do the job, and why the interviewer is asking the question. In other words, what’s behind the interviewer’s question? This method of preparation takes more effort because you will approach each job as a new project that has its own specific factors. By identifying these key factors and revealing what is behind the interviewer’s questions, you will have a better idea of what the interviewer is looking for in a candidate.
The best way to leverage these identified factors is by brainstorming and writing stories to use in your interview based on them. Ultimately, you will be more prepared and confident in letting the interviewer know not only that you can do the job, but that you are the right person for the job. The best and only way to let the interviewer know you can do the job is to first have an understanding of the job and what the interviewer is looking for in the ideal candidate.
In this book, we will look at the concerns from the interviewer’s point of view as well as from your point of view. The three main concerns listed below will be covered in-depth in Chapters 2, 3, and 4 of this book.
Concern 1: “Can he or she do the job?” Your job in an interview is to show the interviewer that you can “do the job.” There are three categories of skills you need to do just that: knowledge-based skills, transferable skills, and personal traits. Combined, these skills and traits identify you as an individual and are a part of your personal brand. They make you stand out to an interviewer as a person who has what it takes to perform the job.
Concern 2: “Do we like this candidate? Will he or she fit in?” Although this concern is somewhat out of your control, it is your job to believe in yourself as the best person for this job. There will be no place for false modesty here. If the interviewers do not get to know you, they won’t know if you are a person they want to be part of their team. Chapter 3 of this book will help you prepare to help the interviewer get to know you, “the person.”
Concern 3: “Can we afford this candidate?” Money is a factor in any business transaction, and the interview, or hiring process, is no exception. Salary issues during the interview and how to deal with the sensitive questions about money will be covered in-depth in Chapter 4 of this book.
Would you believe that many people don’t bother to prepare for an interview because they just don’t know what to prepare? They don’t know what to expect in the way of questions, so they don’t bother practicing or writing out examples. And, surprisingly, sometimes this works. But most of the time, “winging it” does not work. So, how can you prepare for this interview if you don’t know what’s going to happen when you get there? Let’s begin by thinking about what an interview involves.
Just what is an interview, anyway? You could, more than likely, find a number of answers to this question. Using Wikipedia as a source, it seems the definition of an interview depends on how specific you get with your question.
Wikipedia defines an “interview” as: “a conversation between two or more people where questions are asked by the interviewer to elicit facts or statements from the interviewee.” However, Wikipedia’s definition of a “job interview” differs: “a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm.”
So, according to Wikipedia, an “interview” is defined as a conversation to elicit facts and statements from someone, perhaps a news figure interviewing a celebrity. On the other hand, the “job interview” is an evaluation by an employer to see if the person being interviewed is the best person for the job.
If we work with these definitions, it makes a difference to the type of questions that will be asked in a job interview versus those asked in an informative interview. When you think of an evaluation you might think “judgment.” And, that’s exactly what is happening in an interview: you are being judged. The interviewer is asking himself: “Is this the person I want to work with? Is this the person we want on our team?”
Looking at the job interview in this light, you can see why people get nervous, their palms get sweaty, and they fail to be themselves in an interview. It’s absolutely natural to feel nervous if you are being evaluated or judged. To be extremely nervous or uptight is also the quickest way to fail an interview. One of the secrets of successful interviewing is to be “yourself.” You can’t be yourself in an interview if you are feeling like you might fail the test. As a result, the interviewer doesn’t have an opportunity to get to know “the real you”—who you are and whether you will fit into the situation. How can someone decide if he or she would want to work with you if he or she doesn’t get to know you? You can see how this is a “lose/lose” situation.
In a recently conducted informal survey, it was found that most candidates’ number one fear in an interview is that they won’t have the answers to the questions they will be asked. The problem is how can you possibly know what questions will be asked?
Up until now, your focus in preparing for an interview may have been to read the job description and prepare possible questions and answers that may or may not be asked, and trying to memorize the best answers. If that has worked for you, then there is no need to change. But, if you want different results than what you’ve been getting, this book is for you. We will look at a new way to prepare for each job interview by studying the job description or job posting and then determining what it will take to do the job successfully. When you study the job description or posting, you will learn to look beyond what is written as the requirements needed and find the key factors it will take to do the job.
This book will focus on the job factors instead of focusing on the questions or answers. You will begin to think beyond the question and try to determine what the concern is behind the question. In other words, what is this interviewer after with this question?
Factor is the term that will be used in this book to describe the key skills, abilities, and traits needed to perform a job. You may have seen these factors referred to in other books or in job postings by other names such as core competencies, critical skills, or dimensions—to name a few. They all deal with the same principle; they just use different terms. Regardless of what they are called, these factors are the traits and skills that the interviewer is seeking. These factors are important to emphasize in your interview if you are to be chosen as a serious candidate for the job and ultimately receive a job offer.
Where do you find these factors? Factors will vary according to the situation. Sometimes they are spelled out for you in job descriptions and postings and are easy to work with. Other times you will have to dig to discover them, and sometimes you will be required to read between the lines to find them. Many of the factors will overlap or have more emphasis in one type of job than another. Nevertheless, it is important to identify all of the key factors for each job. Once you understand the technique of locating factors in a job description, you will learn to use them to your advantage.
There is no way to accurately predict the questions that will be asked in an interview, but you can be prepared to answer questions if you begin to think about the factors the interviewer is concerned about. By taking the time to prepare for each job individually, you will have a better idea of what’s behind the interviewer’s questions. You will be equipped with new techniques and tools to work with as well as the ability to be prepared to answer any question that may be asked.
There are some factors that are more commonly sought by many employers, for example, honesty, communication, and adaptability. There are also factors that are specific to the field of work or position you are seeking. There is no “one-size-fits-all” in the preparation for this type of factor. This means extra work on your part, but it will be worth the effort if you can improve your confidence and performance, as well as your chances of getting a job offer. If you can demonstrate through your answers that you have the desired qualities and abilities, and even some past experiences that required one of the factors, you will begin to be of special interest to the interviewer as the right person for the job.
In this section, we will focus on identifying the factors, discuss some of the more common factors, and explain how to find the factors if they aren’t spelled out.
Let’s begin with an example from a job posting that is very specific about the important factors. The factors in this particular posting are called core competencies:
Core competencies: action-oriented, adaptability, customer service, integrity and trust, listening.
If you look at each word or factor and think about what is behind the word, you will get a better idea of how this method of preparation works, as well as what the interviewer is seeking. By taking a look at the factors one at a time, you will find that there is a great deal of information available when you read between the lines.
For example, one of the core competencies in this posting is action-oriented. It is your job to identify what skills, behaviors, and overall demeanor the interviewer is seeking when the factor is action-oriented. Here are a few examples of some traits that you could identify as important and how you could verbally demonstrate that you are action-oriented.
Action-oriented (What will it take to demonstrate this factor?):
• Ability to handle stress in a fast-paced environment
• Ability to make things happen
• Ability to make quick decisions under pressure
• Ability to respond and adapt to situations under duress
Depending on the job you are seeking, you may be able to identify several more skills to show that you are action-oriented. The idea is to flush out what it will take to do the job. What does it mean when they say they want someone who is action-oriented? The more thoughts you can come up with, the more information you’ll have to work with. These ideas will help you develop your answers with examples and stories.
Adaptability (What would it take to demonstrate that you are adaptable?):
• Flexible and open to new things
• Adjusts quickly to change
• Comfortable in new situations
• Willing to go above and beyond
Customer service (The job description will let you know who your customers will be.):
• Communication—relates well with others
• Able to handle difficult people and situations
• Able to make judgments and solve people problems
Integrity and trust (Most companies seek honest, trustworthy employees.):
• Honest in all dealings
• Able to make difficult decisions when tested
• Can be trusted with confidential or company information
• Will do the right thing, even when no one is looking
Listening (Communication is more than being able to talk. Are you a listener?):
• Able to “hear” what others are saying and read between the lines
• Listens to problems and hears all the facts before making a decision
• Ability to make others feel as though they’ve been heard
• Listens more than talks in appropriate situations
This list of factors will determine the type of person that the interviewer is seeking. If you can demonstrate with your stories and examples that you are good with people and have great listening skills, it will go far toward proving your ability to handle customers, as listening is a big part of customer service. You should also think about times when your judgment affected your integrity and whether this is an area that you are able to back up with a story or example. It is also very important in most jobs in this ever-changing world that you are flexible and adaptable, as the new rule to live by is “change.”
Can you see how much information is obtained from the factors or core competencies? These may be skills and traits that you have taken for granted in your preparation. Most people tend to focus on the “hard skills,” or knowledge-based skills, but there is more to the job than your knowledge. Several candidates in a row may have wonderful training, education, and even experience, but they may lack some of the factors that are identified as the core competencies in this job. Any employer who hires strictly on the basis of “being able to do the job” is usually making a big mistake. It is the person who will be part of the team—contributing and helping others—who will succeed. The person who has a flexible attitude, a strong work ethic, and a sense of integrity is the person to hire—at least for this particular job.
Having worked with thousands of candidates seeking jobs in a wide variety of positions in various industries, I have compiled a list of the most common factors found in most job postings or descriptions:
• Honesty and integrity: moral issues
To be trustworthy; to avoid deceit; to present issues frankly and fully; to make the right decision at any cost, choosing between right and wrong
• Communication: relating to others, convincing others
Oral: to speak concisely, grammatically correct, and in an organized manner; to be able to talk through problems with coworkers or customers; to negotiate situations in a calm manner; to follow instructions or directions; able to convince others to see things your way
Written: to write in a manner that is concise, well-organized, grammatically correct, effective, and persuasive
• Adaptable: open to change, flexible
A willing attitude; adjusts quickly to change; comfortable in new situations; willing to do what is asked; performs above and beyond what the job calls for
• Problem solving: analyze, evaluate, judgments/decisions
To discern what is appropriate; to make good judgments and decisions; to deal with facts and evaluate, research, and explore options; to look at all aspects of situations before jumping to conclusions
• Initiative: above and beyond, resourceful
To step forward; to formulate creative alternatives or solutions; to resolve problems thinking out of the box; to show flexibility in response to unanticipated circumstances
• Leadership: motivate, role model, team player
To recognize and assume responsibility for work that needs to be done; to persist in the completion of a task; to influence group activity; to motivate others to participate in an activity
• Plan and organize: prioritize
To prioritize and plan tasks effectively; to employ a systematic approach to achieving objectives; to make appropriate use of limited resources; to meet deadlines
• Accountable: results-oriented
Ability to “make it happen”; to meet deadlines; to consistently follow through; to use resources available to achieve results; time management and prioritization; to know when to ask for assistance
• Composure: to stay positive
To stay calm, poised, and effective in stressful or difficult situations; to think on one’s feet; to adjust quickly to changing situations; to maintain self-control
• Self-motivated: enthusiastic, passionate
Determined; ability to perform with little or no supervision; to make the most of what is available; to take the initiative and go above and beyond what is asked
These factors are broad, and many of the factors overlap, but they show a pattern of desirable traits employers want in candidates for most jobs. The factors will vary between jobs and industries, but there will be an overarching theme.
You will use these factors as a base to build your inventory of stories as a part of your preparation in Chapter 7.
Some job postings and descriptions will be more detailed than others. In fact, some will be overwhelming and full of information that you really don’t need to know. Other descriptions will be quite skimpy, and you will really have to dig and read between the lines to get those key factors.
Let’s look at a job description in which the factors or core competencies are not spelled out:
Duties include:
Conduct comprehensive evaluation for students’ special education needs; propose to teachers and parents methods of improving behavioral issues and academic achievement.
Counseling children with behavior problems; score and interpret psychological test results; certify pupils for placement in special education; serve as case manager at individualized education program meetings; communicate special education programs to parents and teachers; make referrals to community agencies.
It is clear that this job description is seeking someone with special education experience. What is not clear are the key factors or core competencies that are needed for a person to succeed in this job. This is a perfect example to work from. By taking the posting task-by-task, you will be able to form the key factors.
Using the 10 most common factors identified previously, try to select the factors for this position:
• Job description: Conduct comprehensive evaluation for students’ special education needs.
Key factors: problem solving, analyze, evaluate, judgments/decisions
• Job description: Propose to teachers and parents methods of improving behavioral issues and academic achievement.
Key factors: communication, relating to others, convincing others
• Job description: Counsel children with behavior problems.
Key factors: leadership, motivate, role model, team player
• Job description: Score and interpret psychological tests results; certify pupils for placement in special education.
Key factors: problem solving, analyze, evaluate, judgments/decisions
• Job description: Serve as case manager at individualized education program meetings.
Key factors: leadership, accountable, results-oriented
• Job description: Communicate special education programs to parents and teachers.
Key factors: self-motivated, enthusiastic, passionate
• Job description: Make referrals to community agencies.
Key factors: relate to others, convince others, evaluate, judgments/decisions
To summarize the factors or core competencies of this job:
• Excellent communication skills with the ability to convince others
• Ability to evaluate and make judgments with recommendations
• Sense of team and leadership
• Self-motivated and enthusiastic
There are no wrong answers in this exercise, and many of these factors do overlap, but this gives you an idea of what you’ve been missing if you’ve only been reading through the job description or posting once. By not reading between the lines, you may have missed some key factors that the interviewer is seeking.
If you were applying for this particular position, you would first take the time to study the job description and the factors. When you identified these factors, you would then do an exercise by writing the factors against your fit for those factors. Once you have the idea of using the factors, you would use this as the basis for writing your stories and examples to show that you have experience and knowledge as well as outstanding success in these areas. Your stories would be about a time when you convinced others that your decisions were based on solid reasoning and judgments and backed up by facts and data. You would need examples of times when you motivated others—in this case, students and teachers. Showing the interviewer that you believe in this program by examples of your enthusiasm may be the key to convincing the interviewer that you are the right person for the job.
Some jobs won’t have a job description, or the posting may be vague. Maybe it’s a start-up company, or a small business that doesn’t have job descriptions. What do you do then? How can you identify the factors if there is no job description? You will improvise!
Using the example of a customer service representative, the first questions to ask are: What does good customer service involve, and what factors would it take to do this job well?
We can start with what we know: no matter what the job title or the industry, a customer service job involves working with people. People’s attitudes can range from nice to downright nasty. So there could be stress involved in this job, or a need for communication and tact.
This person would more than likely have to be adaptable and flexible. When you work with customers, there is no telling what your next call will bring. The job would probably involve good listening skills; it feels good to customers when someone acknowledges their problem. The job would more than likely involve problem solving, and that would mean making judgments. There might be a sense of team that will be important to your success. Or, this might be a solo job, where you will have to work independently.
What factors would you identify as key factors for this type of job?
• Customer service: working with customers
Key factors: communication, listening skills
• Handle difficult situations
Key factors: adaptability, adjust quickly to situations that need de-escalation
• Make judgments when needed
Key factors: initiative, willing to go above and beyond, whatever it takes
• Treat customers without favoritism or prejudice
Key factors: integrity and trust, past record of making the fair and honest decision
You can see that there is a lot of “meat” in these few words. Just knowing what it takes to be a good customer service representative allows you to see what the interviewer is seeking, even when you do not have a detailed job description.
It is important that you appreciate the importance of the job description or posting to your preparation. One way to get the very most out of these exercises is to read the job posting three times:
1. Read the first time for content.
2. Read the second time for words or vocabulary.
3. Read a third time, and this time read between the lines. What would it take to get this job done? What are they looking for?
Once you’ve read through the description and identified what the employer is looking for, you can begin to prepare for the interview. By familiarizing yourself with the language of the job posting, you will not only be able to read the words used in this job, company, or industry, you will also be able to read between the lines and select the key factors.
The methodology for a position at a higher level with more responsibility would basically be the same as what we have covered so far.
Job description: Marketing managers are responsible for the gross profit in assigned markets, and will own inventory, cost, pricing, and merchandising decisions for that market.
Responsibilities:
1. Develop and maintain supplier relationships at the property and chain level through daily contact.
Key factors: communication skills; interpersonal sensitivity; create a motivational environment; informing
2. Analyze contracts and execute pricing.
Key factors: strategic decision making; big picture perspective; negotiation
3. Implement Extranet rate and inventory revisions, ensure suppliers understand Extranet, and increase supplier usage of Extranet.
Key factors: flexibility; informing; customer focus; motivate; accountable
4. Conduct weekly competitive analysis for key markets, report findings, and make adjustments.
Key factors: analytical thinking; big picture thinking; development orientation; adaptable
5. Monitor, evaluate, and report on individual accounts and markets’ progress toward achieving weekly, monthly, and annual targets.
Key factors: hold people accountable; analytical; decision maker, goal-oriented, big picture perspective
6. Understand key market hard/soft periods, know destinations and trends, create and maintain event calendars for key market locations, and plan courses of action required to meet supply, demand, and necessary sales.
Key factors: business savvy; visionary; trend knowledge; organized; planner; implement action
7. Execute annual contract negotiations.
Key factors: leadership; strategic; communication; deal-maker; closer; negotiation skill
Suggested key factors for this management position:
1. Communication: build relationships
2. Leadership: accountability to self and others
3. Analytical thinking: analysis of data
4. Visionary: big picture thinking
5. Ability to influence: motivate, sell, negotiate
6. Business savvy: understands and uses current business trends
Once you have read through any job description or posting you can select the key factors, regardless of the level of the job. It is important to be on the same page as the interviewer regarding the responsibilities of the job and what skills and traits it would take to successfully perform the job.
It’s not about the questions, but the concerns behind the questions. Behind every interview question, there is a concern or another question. Your job is to process the question, thinking about what the interviewer’s concern might be. In other words, why is the interviewer asking you this question? Can you identify the factors the interviewer is seeking?
Question: What kinds of people do you have difficulties working with?
(Interviewer’s concerns: Team player? Able to adapt to new situations? Troublemaker?)
(Factor: ability to communicate and relate with others; adaptability to work in a diverse environment)
Question: When have you been most satisfied in your career?
(Interviewer’s concern: What motivates you? Or demotivates you? Do you get bored easily?)
(Factor: motivation; job satisfaction; adaptable)
Question: How do you keep current and informed about your job and the industries that you have worked in?
(Interviewer’s concern: Once you get the job do you continue to learn and grow? Do you stay challenged and motivated?)
(Factor: motivation; keeping abreast of current events; continued education or classes)
In Chapter 9 of this book, there is a final quiz to help you evaluate how well you can identify key factors after reading this book.