Veteran Jobs
Interviewing Techniques for Military Veterans, Military Spouses, and Transitioning Military
Congratulations! You have made it through the recruitment process. After attending job fairs or career fairs and after applying to a few, or perhaps many, military jobs or veteran jobs, you have landed the interview. Now the work begins. You will find that preparation
and learning interviewing techniques is your key to success. Just as you can't win a battle without a great deal of preparation, you cannot expect to be successful in the interview process without doing your homework up front.
Review each of the links below to get prepared to perform at your best.
Building the Relationship
Your ability to successfully transition from the military will in large part depend on your ability to develop rapport quickly when meeting new people. There will be few train-up opportunities like we often had in the military. Employers are looking for job seekers with good interpersonal skills who can join their organizations, and quickly become productive members of their teams. A good indicator of whether a given job candidate can do this is the candidate's ability to build a relationship with the potential employer during the interview process.
The relationship will not be built overnight. Instead, it will be built in stages, beginning with pre-interview correspondence and progressing through the interview process. Depending on the type of job for which you are interviewing, you may be required to take part in one interview or a series of interviews. In either case, you should be aware of the progression of the relationship, and take the necessary steps to encourage its growth to create common ground quickly. First, share information about yourself in a clear, concise, professional manner when asked. Then, follow up with prepared, insightful questions to gain information for making an informed evaluation of the potential job offer.
Before the Interview
In today's competitive hiring environment, recruiters and hiring managers fully expect that all candidates will come to the interview prepared, having done their homework. Preparation involves researching the position, the corporation, and the industry. It also involves anticipating which attribute the interviewer may be interested in asking about, and composing answers that are clear, concise, and well thought out. In addition, it involves writing and memorizing questions to ask during the interview. As one corporate recruiter has stated, "I have hired more than one person because of the thoughtfulness of the questions I was asked."
Be sure to review the corporations's home page thoroughly. At a minimum, interviewers will expect you to be well-versed in the information there.
But don't limit your research to the Internet. Your best resources will be people within your professional network who work for the company or with companies in the industry with which you are interviewing. The best information will come from current or recent employees. Such individuals can give you information you cannot find on the Internet - or the annual report. Of course, you should augment the information you obtain with data from corporate literature, catalogs, and brochures.
Don't fall into the trap of memorizing the company's P/E ratio, price per share of common stock, or other gee-whiz numbers. An interviewer will see this tactic for what it is, just a flashy attempt to make an impression. Instead, search for useful information -- information that will help you get to know the company and will enable you to ask intelligent questions; and, when the time comes, to make an informed decision about whether this is the type of firm for which you want to work.
Many initial interviews with a potential employer are conducted over the phone. If this is the case, be sure to find a quiet place where you can give your full attention to the interviewer. If you have the feature call waiting on your telephone, you may experience an interruption during your call. It is best to turn this feature off. Check with you local telephone company for instructions on how to do this. In most cases it is as easy as pressing *70 before placing a call.
Before the call, review your interview preparation notes and have them in front of you during the call. Make sure you also have blank paper available for note taking. Additionally, if you receive a call from a potential employer at an unexpected time, it is absolutely appropriate to ask for a scheduled time for the interview. This will permit you to make the necessary arrangements for a successful interview.
If you are going for an in-person interview the following tips will enhance your chances for success:
- Plan what you will wear in advance (See Dressing for the Interview)
- Get directions and keep the directions in your Interview Preparation Folder
- Get a phone number to call in case of travel difficulty
- Double check your interviewer(s) - this is a quick call to the receptionist
- Be 10 to 15 minutes early
- Have an extra copy of your resume
- Collect information you may need to fill out an application
- Past employer information
- Reference information
- Past living addresses
- If college, GPA's
Opening the Interview
The first few minutes of the interview are among the most important. Studies show that you have 15 seconds to make a good first impression. In those first 15 seconds, the interviewer will make an assessment about what kind of person you are -- your socio-economic level, your education level, even your desirability as an employee.
For this reason, you need to give serious forethought to the opening of the interview. A major factor in making a good first impression is your attitude. The number one quality employers are looking for is enthusiasm. If you go into the interview with an attitude of being focused on the needs of the company, of projecting yourself as someone who will be committed and dedicated to giving your best effort for the good of the company, you will greatly increase your chances of being selected for the job.
The way you carry yourself speaks volumes about your attitude. The interviewer may not specifically be watching your body language, but your mannerisms will leave impressions either on a conscious or a subconscious level.
Another factor to consider is your voice. It is a communication tool we often take for granted. Be sure that you speak at a reasonable volume, loud enough to be heard but not offensively loud. If you speak too quietly you will be interpreted as shy and withdrawn. Too loud, and you will come across as boorish and self-absorbed.
Dressing for the interview is another factor in making a good first impression. Most people associate well-dressed individuals with intelligence and success. For this reason, well-dressed people are given more opportunities to prove themselves.
The opening of the interview has 3 basic parts, the handshake, a positive opening statement, and small talk. Each of these parts is important to getting the relationship off on the right foot.
Studies show that interviews are most often lost in the first 2 minutes. So as you prepare for the interview, don't overlook this period as being unimportant. Don't become overly focused on knowing how to answer interview questions or what questions to ask when given the opportunity. Those are also important phases of the interview, but try not to underemphasize the importance of making a good first impression.
Body Language
Simple guidelines regarding body language for the interview are:
- Maintain an open posture. Closing yourself off by folding your arms and/or legs may convey fear or insecurity.
- Face the interviewer squarely. This communicates your confidence and interest in the conversation.
- Lean slightly forward. This communicates that you are actively listening and are engaged in the interview.
- Make eye contact. This may be the most important aspect of body language. If you fail to maintain eye contact while listening, it can be interpreted as lack of interest or a short attention span. If you look away while you are speaking, it may communicate a lack of confidence in what you are saying.
- Relax. By maintaining a relaxed, professional appearance you invite conversation.
- Smile. Remember, this is not the military. A genuine, warm smile is extremely important because it encourages open and honest communication, and conveys an enthusiasm for the company.
- Sit and stand tall. A primary component of body language is posture. Your posture can convey your confidence and self-assuredness. Maintain an upright posture while remaining relaxed and natural.
Dressing for the Interview
There is not a lot of choice about what to wear when you are in the military. You knew when a situation called for your dress uniform, your class A, or your BDU. The world of business is not much different when it comes to what to wear to an employment interview. For almost every situation in which you are applying for a management position, the standard business suit is appropriate. (See the list below for specifics.) There are a few rare situations when a suit may not be appropriate. For example, if you are interviewing in manufacturing or construction a suit may not be appropriate for safety reasons. If you are interviewing in either of these industries simply ask in advance about appropriate attire.
If you happen to be applying for a non-management position, business casual attire is more suitable. In either case, if you are working with a recruiter, ask him what you should wear.
Men and Women:
- Conservative 2-piece blue or grey suit
- Conservative long sleeve white shirt
- Clean, polished, conservative leather shoes
- Proper grooming of hair and nails
- No gum, candy, or cigarettes
- Small briefcase or portfolio
For Men:
- Silk necktie with conservative pattern
- Dark shoes with laces
- Socks that match the color of your trousers
- Belt that matches your shoes
- Short hair
- Groomed facial hair
- No visible piercings
- Wedding and/or college ring only
For Women:
- Business suit, skirt no shorter than knee length
- Shoes - medium heeled pumps with no open toes or backs
- Pantyhose - skin colored
- Briefcase or purse - not both
- Minimal jewelry - rings, watch, earrings
- Hair up if longer than shoulder length
- Minimal makeup and perfume
Business Casual
Business casual attire is a lot like your old Class A uniform. The intent is to be a little less formal yet remain crisp and neat, and to look appropriate for a chance meeting with the company president or an important corporate client. Business casual is a classic look. It is not the latest in trendy fashions. See below for detail on business casual for men and women. Remember that all clothing should be clean and neatly pressed and not show signs of being old or worn.
Basics for Men:
- Khaki pants
- Silk necktie with conservative pattern - optional
- Leather shoes
- Socks that are dark or match the color of your trousers
- Belt that matches your shoes
- Proper grooming of hair and nails
- No visible piercings
- Wedding and/or college ring only
- Small briefcase or padfolio
Basics for Women:
- Casual pants or skirts, solid color is best (skirts at knee length)
- Tailored shirts, blouses, sweaters or sweater sets (sweaters should be modest in their coverage)
- Shoes - medium heeled with no open toes
- Pantyhose - optional
- Small briefcase/padfolio or purse, not both
- Minimal jewelry - rings, watch, earrings
- Hair up if longer than shoulder length
- Minimal makeup and perfume
Three Basic parts of the opening
1. The Handshake
A firm appropriate handshake can signal confidence and warmth. Remember to maintain eye contact and smile during this introductory phase.
2. Positive Statement
Next, make a positive statement about being there. Include an acknowledgement about the organization with which you are interviewing. For example, "Thank you for speaking with me today. It is great to be here and I am excited to learn more about Xyz Corporation, and to explore how I might contribute to your organization."
3. Small Talk
The last part of the opening is small talk. Look for a topic to mention. Cues might be in objects or pictures in the office. You might comment on a trophy, award, or picture. A recent news item about the company might be appropriate if it is of a positive nature. By bringing up an item of interest to the interviewer, you will begin to build rapport. While interviewers try to remain objective, they are only human. They will be drawn to candidates with whom they have made a connection.
Interview Questions
Dozens of books have been written on the subject of interviewing. They list virtually hundreds of "common questions" asked during interviews. Here's RecruitMilitary's take on the subject:
- Preparing to answer "common questions" is not about memorizing canned responses generated by someone else. Interviewers want to get to know you. Formulate your thoughts beforehand so that your answers "under the gun" are lucid and well thought out.
- The average interview lasts 30-60 minutes. Typically, half of the interview is spent by the interviewer telling you about his company. If you have practiced interviewing and can give clear, concise answers in 2 minutes or less to most all questions, you will only end up answering about 7 questions. This means you have 7 opportunities to tell your story and prove that you deserve the job, or at least a shot at going to the next step. Thus, rehearsal is not only prudent, but necessary.
There are two basic types of interview questions: Traditional and Behavioral. Traditional interview questions make general inquiries about your background and experiences. An example would be, "Could you tell me about yourself?" The process of behavioral interviewing is much more probing, and it works very differently. The basic principle of behavioral interviewing is this: The best predictor of future performance is past performance in a similar situation.
1. Traditional Interview Questions
Traditional interview questions make general inquiries about your background and experiences. Quite possibly the most often asked traditional question is, "Could you tell me about yourself?"
In answering traditional questions, be succinct and to the point. Be sure you understand what the interviewer is asking. The general rule of thumb for answering traditional questions is to respond in 20 seconds to two minutes.
Most traditional interview questions fall into one of three categories:
- Resume questions - these are questions generated by information in your resume. They relate to your education, skills, responsibilities, and personal interests. (See Sample questions #1 -
#8)
- Introspective questions - these are questions that will require you to comment on your past performance and assess your current abilities. Interviewers use introspective questions to translate your military accomplishments into the attributes that will benefit a civilian employer. (Sample Questions #9 -
#13)
- Stress questions - these questions are designed to evaluate your mental, emotional, creative, and intellectual balance. Often there are no
"right answers" to stress questions, but the intent is to see how you react to the question, not necessarily what you say. (Sample Questions #14 -
#18)
Sample Traditional Questions
- Tell me about yourself.
- Why did you choose your college? Your major?
- What was your GPA?
- Why did you join the military? Why are you leaving the military? (This is applicable to active duty and reserve time.)
- What was your favorite (or least favorite) job in the military? (This is applicable to active duty and reserve time.)
- What is your favorite hobby?
- What is your geographical preference?
- What are your salary requirements?
- What are your strongest personal qualities?
- What are your weaknesses?
- How would your peers describe you? Your boss? Your subordinates?
- What motivates you? How do you motivate others?
- Describe your leadership style.
- If you won $20 million in the lottery tomorrow, what would you do with your life?
- What one person, historical or contemporary, would you hold up as an example of who you'd like to be like?
- If you could create you own job title, what would it be?
- Why would we want to hire someone who has been pushing troops and tanks for the last six years?
- Tell me something impressive.
2. Behavioral Interview Questions
Behavioral interview questions are being used by more and more companies in today's interviewing environment. The basic principle of behavioral interviewing is this: The best predictor of future performance is past performance in a similar situation.
Behavioral questions are easy to identify. The interviewer will ask you to tell about a past situation. For example: "Could you tell me about a time when you felt that a team member on a project wasn't pulling their weight?" Behavioral questions usually begin with phrases such as:
- "Tell me about a time...."
- "How have you handled...."
- "Describe a situation...."
- "What did you do when...."
- "Give me an example of...."
Always listen to the question carefully. Make sure you understand the real meaning of the question. For example, if the interviewer asks, "Tell me about a time when you had to negotiate with a disruptive member of your team," what skill is the interviewer asking about? It is appropriate to ask for clarification to make sure you answer the question completely and accurately.
Your response to questions needs to be specific and detailed. Frame your answer using the PRO(TM)
technique, a simple, understandable 3-step process.
PRO
The PRO(TM) technique is 3-step process used for framing responses to behavioral interview questions. PRO(TM) stands for Predicament, Response, Outcome. Think about a Predicament you were in, the Response you took to remedy the situation, and the Outcome of your actions.
P - Predicament: Briefly describe the circumstances surrounding a critical event in which you were a central figure. Identify a goal that had to be reached, including the most critical tasks you had to accomplish, or obstacles you had to overcome, to achieve success.
R - Response: Describe the specific actions you took as a central figure in reaching the goal.
O - Outcome: Conclude by stating the results of your actions. The outcome should clearly show the quality of your effort, but do not assume that the interviewer will be impressed by a qualitative answer. Instead, quantify your answer whenever possible.
Example of how to use the PRO(TM) technique.
Interviewer:
Tell me about a time when you were given a difficult task to accomplish and how you achieved success.
Job Candidate:
[Predicament] When I took command of my infantry rifle company, my battalion commander told me that one of my primary objectives was to improve the
company's operational readiness rate from 82% to the Army standard of 90% within six months.
[Response] I knew that I had to uncover why the company was failing to meet the standards. Then I had to develop an approach to improve readiness. I learned quickly that there was no process in place to monitor readiness. I also found that the first-line leaders were not aware of what the standards were or their role in achieving them.
I instituted a simple reporting document to identify and track all deficiencies in operational readiness. I also implemented weekly maintenance meetings and required first-line leaders to brief the status of their equipment. Finally, I conducted spot inspections and required folks to fix deficiencies on the spot.
[Outcome] At the six-month mark, I had raised the company's operational readiness rate to 90%. At the one-year mark, that rate had risen to 98%, the best in my brigade. As a result, I was awarded the Army Commendation Medal.
Sample Behavioral Questions
- Describe a problem employee you had and how you handled the situation.
- Give an example of a time you influenced someone to do something they did not want to do.
- Relate a time when you led a group of people to accomplish a goal despite being faced with hardship.
- Tell me about a time you failed at something.
- Describe a situation in which you used persuasion to convince someone to see things your way.
- Describe an instance when you had to think on your feet to extricate yourself from a difficult situation.
- Give me a specific example of a time when you used good judgment and logic in solving a problem.
- By providing examples, convince me that you can adapt to a wide variety of people, situations, and environments.
- Give an example of a time when you had to be relatively quick in coming to a decision.
Your turn to ask questions
In all likelihood, the interviewer will allow time for you to ask about two to three questions. Make the most of this time by asking high-quality, open-ended questions. A successful interview can sometimes hinge on the questions that you ask the interviewer. Yet, this is one area that most candidates struggle with. Consider these points:
- Why should you ask questions? Questions, when appropriate and thoughtful, demonstrate your interest in the company. Likewise, inappropriate questions will stop an interview dead in its tracks.
- When do you ask questions? You need not wait to ask your questions until the end of the interview when you will likely be asked if you have any. Rather, you should ask questions throughout the interview to maintain the dialogue and fill lulls in the conversation.
- What are the potential risks of not asking quality questions? The obvious answer is that you may never win the job offer or an opportunity to go to the next level. Another risk is that you will give the impression that you are unprepared or
don't have much interest in the company or job.
- What are quality questions? Quality questions illustrate your knowledge of the company, demonstrate understanding of the company's needs, and indicate concern for helping meet the company's objectives. Quality questions focus on three subjects:
- The position - These questions should be your first priority. They should focus on the position and the traits of the most successful people currently in that position with the company. Ask the interviewer why these people are doing well. The answers the interviewer provides to those questions will be important. When you make your final comments and close at the end of the interview, you should paraphrase the answers to explain why you are a perfect fit for the job.
- The company - These include questions about the corporate culture, business practices (their current clients and industries in which they work), and what the future may hold for the company.
- Its products/services - These will be questions about the company's products/services, competition, and industry.
Sample Questions
- Could you tell me about a person who was considered to be successful in this role?
- What traits would a successful candidate for this job possess?
- What are the strengths and weaknesses of the person who last held this job?
- What are some of the challenges that the company faces today and how is the company dealing with them?
- What do you see as the biggest challenge for the person who takes this position?
- What new markets does the company plan to enter in the next three to five years?
- Why is this job available? Is it a new position created by growth or because of the termination or promotion of the person who held the job previously?
- Does the company have a leadership mentoring program? If so, what are the requirements to be a participant in the program?
Closing the Interview
All too often a person has a great interview, thanks the interviewer for her time, and then walks out of the interviewing room without asking for the job or asking to go to the next step. Why? A misperception exists that if a person asks for the job or "closes" that she will be perceived as "pushy" or that she is not following "proper interview protocol."
We can emphatically tell you that interviewers want to know that you are interested! They want to hear you ask to go to the next level. Frankly, if you do not "close," you will raise a doubt in the interviewer's mind as to your interest level. There are some positions which absolutely require a strong close. For example, if you are interviewing for a sales position you must model good sales techniques.
There are 2 basic ways to close an employment interview. Ask either a Next Step Question or a Next Call Question.
Next Step Question
A Next Step Question asked at the end of an interview will enable you to ascertain what happens next in the interview process. In a professional manner, state your feelings of excitement for the job and your interest in going to the next level. Then simply ask what the next step is. Do not let the interviewer say "We'll get back to you." Instead, ask when you might expect a call. It is also fair to ask if there is work at this company for which you would be considered. If things did not go well, it's best to find out now. In addition, it is also appropriate to ask the interviewer for his or her business card so that you can professionally follow up.
EXAMPLE:
"Thank you for your time, I greatly appreciate it. I am very excited about this opportunity. What is the next step in the process?" You may also want to add: "Before I leave, is there anything that I have not covered that would help my chances in going to the next step?" Or "Do you feel comfortable recommending me to your colleagues?"
But the interviewer should understand that you are excited and that you want to go to the next step. Asking Next Step Questions may even give the interviewer a chance to clarify an answer that you gave.
Next Call Question
Another approach to closing an interview is to ask a Next Call Question such as, "When would be a good time for me to check back with you?" Asking this kind of question is a tactful way of maintaining some control over the interview process.
Do not simply accept the statement, "We'll get back to you." The interviewer may have every intention of getting back to you, but don't leave the matter in the interviewer's hands.
In the end, what you are trying to do is convince the interviewer that you have the skills to do the job, and that you are a great cultural fit for the company. We sometimes hear feedback from interviewers telling us: "I really liked ____ but he did not ask any questions that indicated that he was interested in the job, and he did not ask to go to the next level. Is he really interested in us?" This is not a good impression to leave with an interviewer.
If nothing else, remember the old sales phrase: "I would rather stink than not smell at all!" By all means leave the interviewer with some sort of impression (hopefully positive) that you are interested!
After the Interview
After you leave the interview, the first thing you will need to do is probably the most overlooked step in the entire interviewing process: send a thank-you note. Send it on the same day as the interview to all persons with whom you interviewed. In general, a handwritten note is most often preferred. However, a typed thank-you is also acceptable. An E-mailed thank you note, while acceptable, is the least preferred.
In the days that follow the interview, keep any commitments that you made to the interviewer. Let the interviewer know that you are a person who follows through on commitments.
Next, update your Interview Preparation Folder. Write down what questions were asked and your answers to the questions. This will help you improve in your next interview. Also jot down any new information you learned about the company - information that will help you to decide when the time comes whether you want to work for this company.
|
|
