At the risk of upsetting "Fahrenheit 9/11" director Michael Moore, I'd like to propose that anybody about to write their CV should give a tip of their hat to Tony Blair and George Bush.
In recent times, prime ministers and presidents have placed great emphasis on the impact they can make during their first 100 days in office. It's a period of heightened interest for the media and the voters, and a good strong launch can create a positive impetus for the remainder of their term of office. The same principles apply when you’re putting together your CV. So, how do you go about grabbing and holding the reader’s attention in those first eight seconds?
IDEA 6
There's a simple but very useful spreadsheet you can use in this area. Put potential employers across the top of your table. Now give each criterion a weighting, again between 1 and 10, where '10' is a very important criterion and '1' a 'nice to have'. Mark each employer as usual on the scale, but add another column for each employer and use it to multiply the score by the weighting. This enables you not only to check each job but also to compare it with others in a logical manner.
Try another idea...
IDEA 14, Why do you want to work for this company? adds advice about the research you need to do in order to answer this question.
Defining idea...
"When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind." LORD KELVIN
How did it go?
Q OK, I've done all that and it was quite useful. The trouble is that I used the weightings as you suggest and one organisation comes up with a significant lead over the other; but instinctively the lower one feels right for me. It comes out OK in the exercise, just not as good as the other one. Should I let logic prevail or go with my gut?
A Go with your gut. The exercise has helped you think the thing through, but in the end if you go with the logic and then don't particularly like it you'll regret not taking the other decision.
Q I used your words about feeling that I could make a good financial contribution to the organisation and they came back with 'How?' I couldn't think of anything financial as I explained how well I could do the job. What is the answer to the 'How?' question?
A Either use your experience on a previous job, or explain that you have always looked for tangible benefits in a cost/benefit analysis as part of your planning process. Remember that you're leading with your chin if you say something that you can't substantiate.
IT
A Career in IT by the British Computing Society (BCS)
A Career in IT
The future for students wishing to join the IT profession looks bright provided they develop the skills in most demand in the workplace. According to a recent survey of 5,000 staff by the Association of Technology Staffing Companies, salaries for IT staff have risen an average of 15% over the last year due to increasing demand for senior project managers and business analysts. Demand for management information systems, IT managers, business systems analysts and project managers is also rising dramatically, however PC support and other lowlevel skilled roles are not showing the same growth.
Routes to Becoming an IT Professional
IT touches more areas of business than almost any other discipline. In today's business world many companies are interested in recruiting well-rounded
staff who have business focused skills and can demonstrate an understanding of how IT can benefit the business as a whole, and an understanding how
implementation of IT systems will impact on the organisation. People skills, self management and an ability to see IT as a means to an end, rather than an end in itself are all equally important as the traditional core IT skills.
There are currently several routes to a career in the UK IT industry including full time study, part-time study whilst in employment and on the job training.
The following are just some of the options open to those interested in an IT career:
- Graduation with a non-IT related subject
- An accredited degree
- Training in a specific IT skill which is in demand
- Transfer to an IT department within a company
- A year in industry/gap year experience prior to University Graduation with a non IT related degree
Many companies are happy to recruit graduates with non IT related subjects who are willing to undertake additional IT specific training through post-graduate or professional training courses such as those offered by Information Systems Examination Board (ISEB) - a BCS subsidiary, which offers qualifications in systems analysis and design and project management, among others. It is also worth considering undertaking a language; the IT profession is global and having additional language skills can be useful in gaining employment.
For students interested in a "client facing role" a more business orientated degree such as one in finance, management or another engineering subject may prove a better grounding than a pure IT degree, providing students with a good insight into business and a better understanding of the sort of problems their future client's are likely to face.
Whichever option taken, the key to improving the chances of being recruited is to achieve the best degree possible and take advantage of any work experience offered as part of the course or during the vacations.
Try another idea...
IDEA 14, Why do you want to work for this company? adds advice about the research you need to do in order to answer this question.
Defining idea...
"When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind." LORD KELVIN
How did it go?
Q OK, I've done all that and it was quite useful. The trouble is that I used the weightings as you suggest and one organisation comes up with a significant lead over the other; but instinctively the lower one feels right for me. It comes out OK in the exercise, just not as good as the other one. Should I let logic prevail or go with my gut?
A Go with your gut. The exercise has helped you think the thing through, but in the end if you go with the logic and then don't particularly like it you'll regret not taking the other decision.
Q I used your words about feeling that I could make a good financial contribution to the organisation and they came back with 'How?' I couldn't think of anything financial as I explained how well I could do the job. What is the answer to the 'How?' question?
A Either use your experience on a previous job, or explain that you have always looked for tangible benefits in a cost/benefit analysis as part of your planning process. Remember that you're leading with your chin if you say something that you can't substantiate.
IT
A Career in IT by the British Computing Society (BCS)
A Career in IT
The future for students wishing to join the IT profession looks bright provided they develop the skills in most demand in the workplace. According to a recent survey of 5,000 staff by the Association of Technology Staffing Companies, salaries for IT staff have risen an average of 15% over the last year due to increasing demand for senior project managers and business analysts. Demand for management information systems, IT managers, business systems analysts and project managers is also rising dramatically, however PC support and other lowlevel skilled roles are not showing the same growth.
Routes to Becoming an IT Professional
IT touches more areas of business than almost any other discipline. In today's business world many companies are interested in recruiting well-rounded
staff who have business focused skills and can demonstrate an understanding of how IT can benefit the business as a whole, and an understanding how
implementation of IT systems will impact on the organisation. People skills, self management and an ability to see IT as a means to an end, rather than an end in itself are all equally important as the traditional core IT skills.
There are currently several routes to a career in the UK IT industry including full time study, part-time study whilst in employment and on the job training.
The following are just some of the options open to those interested in an IT career:
- Graduation with a non-IT related subject
- An accredited degree
- Training in a specific IT skill which is in demand
- Transfer to an IT department within a company
- A year in industry/gap year experience prior to University Graduation with a non IT related degree
Many companies are happy to recruit graduates with non IT related subjects who are willing to undertake additional IT specific training through post-graduate or professional training courses such as those offered by Information Systems Examination Board (ISEB) - a BCS subsidiary, which offers qualifications in systems analysis and design and project management, among others. It is also worth considering undertaking a language; the IT profession is global and having additional language skills can be useful in gaining employment.
For students interested in a "client facing role" a more business orientated degree such as one in finance, management or another engineering subject may prove a better grounding than a pure IT degree, providing students with a good insight into business and a better understanding of the sort of problems their future client's are likely to face.
Whichever option taken, the key to improving the chances of being recruited is to achieve the best degree possible and take advantage of any work experience offered as part of the course or during the vacations.
IDEA 5
You can strengthen most of the questions you want to ask by using your research. If, for example, you've read the recent press about the company you can ask the competition question much better. I understand your main competitor is X. Is that right and who do you feel are the main players making progress in the industry?'
MORE ABOUT THE INDUSTRY AND THEIR POSITION IN IT
Start by illustrating your preparation. Use something as up to date as possible. 'I'd like to hear a bit more about the industry and your position in it. There was an interesting piece in The Times about this Christmas being the worst for the retail industry for ten years, despite the fact that overall sales increased by 2.5%. Can you explain that and how do you see the next few years for retail generally?' You may think that question a bit too specific if, for example, you think they might struggle with the first bit. So go even more open. 'This industry has been very successful for a while now. How do you see it maintaining that progress?' This should get one or two of them going and you will listen and show that you're learning.
Another good area to probe around at this time is their competition. It's good to join an organisation that recognises it's in competition and that most companies in their industry have strengths and weaknesses. (Be careful here. Don't let yourself down by looking as though you know nothing about their industry. If you've prepared this question, don't ask it if the ground has already been covered.)
'Who do you regard as your main competition and who do you see becoming a bigger threat in the future?' It's a great idea to ask a question that's broader than the job itself. For example, if the job's in Europe, ask something about the worldwide performance or strategy. The point is to show your interest in the future as well as the present.
Try another idea...
IDEA 14, Why do you want to work for this company? talks about the research you need to do before attending an interview.
AND SPECIFICALLY
Be careful. Silly as it may seem, this simple question has sunk more strong interviews than many more sinister-sounding salvoes. Don't focus too much on salary reviews, promotion prospects, type of car you get, parking spaces and so on. If there are important questions you want answers to, by all means ask them. Make sure, however, that you don't look as though these things are all that's important to you: ask some softer questions about the environment in which you'll be working. 'If you had to sum up in a few words the type of person who likes working here and the type of person who gets on well, what would they be?'
You can always turn a dual question back on them: 'What would you say are the main benefits of working for your organisation and the main frustrations?' 'Can I ask you if you have any reservations about my suitability for the job which we could discuss at this stage?' 'I am applying for other positions; but I'm particularly keen on this one. Is it possible to tell me when you'll make a decision?' Final note: don't look as though your one and only reason for wanting to join them is to make money!
Defining idea...
"Holding hands at midnight 'Neath a starry sky, Nice work if you can get it, And you can get it if you try." IRA GERSHWIN, US songwriter
How did it go?
Q This chapter emboldened me. It made me feel that in previous interviews I'd been too meek in questioning them about why I should go and work for them. So when they asked this question I simply said, 'Why should I come and work for you?' One person spluttered a bit and then went over some ground that we'd already covered. The other one said, 'Isn't that a bit of an arrogant question?' I backpedalled madly, saying that I hadn't meant to be arrogant and that maybe I'd phrased the question a bit wrongly. It was OK in the end, but I felt I'd given way when perhaps I shouldn't have. Anyway I got the job. What do you make of all that?
A You probably overstepped the line a touch by asking the question so brusquely. Always remember that they are in the driving seat because they're doing the hiring. Ask the same question with a softer touch: 'What would you say are the main reasons why people like working for your organisation?'
Q Listen, with the best will in the world I'm not going to read the Financial Times every day on the off-chance there will be something useful in it. What can I do instead?
A You can search the website of a financial newspaper or any investment website that tracks the performance of the company you're interested
Interview Tips
How will you know when you've found the right job?
This is a useful question for both sides. Preparing for it gives you a huge insight into what you're really looking for. The interviewers may see a deal breaker in your criteria; or they may give them clues how to present the job to its best advantage.
The work you do in this area will pay off, not only in answering this question, but also in weighing the merits of any offer that may come along later.
You need a comprehensive set of criteria for your decision as to which job you want to take. You can really impress an interviewer when you answer this question if you demonstrate that you've used a logical system to come up with the criteria. You should also show that you've talked to everyone useful in deciding on the importance of each criterion.
WHAT ARE YOU GOING TO MEASURE?
First of all impress them with your organisation and preparation: 'I've taken four headings as my criteria: the type of organisation I want to work for, logistics such as remuneration, the impact of my job on my family and last but certainly not least the job satisfaction I think the role offers me.'
'OK, what type of organisation are you looking for?' Because you've come this far, it's likely that the one you're talking to has a lot of the attributes you've identified. Keep to the criteria for the moment and fill in the details when they ask the supplementary questions that are bound to arise. So, don't offer a heading if you can't substantiate it. Here's an outline of a possible response: 'I have to easily identify with the objectives of the organisation and the sector they operate in. I believe very much in ìcultural fitî. I've found that there are some organisations that I can easily operate with and others that are more difficult. I also want to go where there is success. I also need to feel that I can make the sort of contribution to that success that will stand out in the crowd.'
'So how do we measure up against those criteria?' You might answer,'Very well. I like your long-term strategy of collaborative projects with other European companies and the fact that you're a leading light in theaerospace sector. From what I've gathered you operate a pretty free and easy, open and consultative culture. That suits my enjoyment of finding innovative solutions to problems. So, if I've read you right I think we could get on well and that I could really help the company to meet its financial and other goals.'
Now move on to the other three. Keep the logistics bit short at this time. Unless they want to go into detail, it's better to impress them with the other bits of your research:
'As for logistics, I do want to use this change of job to improve my remuneration. I want to do my share of the travelling your people have to do; but I want to be home most weekends, and I'd like to be based in an office within, say, a half-hour's journey from home. In terms of job satisfaction, I want a stretching challenge and to work in a team that's enthusiastic about getting the job done. I want to use my project management skills as well as my engineering training and experience.'
HOW WILL YOU MEASURE THEM?
Now compile your list in a table under the four categories. Measure the importance of each on a scale of 1-10.Only use 10 for real deal breakers. You should have about four criteria in each area marked as particularly important. However, try not to put everything down as high priority. Most jobs will require some sort of compromise on some criteria.
MORE ABOUT THE INDUSTRY AND THEIR POSITION IN IT
Start by illustrating your preparation. Use something as up to date as possible. 'I'd like to hear a bit more about the industry and your position in it. There was an interesting piece in The Times about this Christmas being the worst for the retail industry for ten years, despite the fact that overall sales increased by 2.5%. Can you explain that and how do you see the next few years for retail generally?' You may think that question a bit too specific if, for example, you think they might struggle with the first bit. So go even more open. 'This industry has been very successful for a while now. How do you see it maintaining that progress?' This should get one or two of them going and you will listen and show that you're learning.
Another good area to probe around at this time is their competition. It's good to join an organisation that recognises it's in competition and that most companies in their industry have strengths and weaknesses. (Be careful here. Don't let yourself down by looking as though you know nothing about their industry. If you've prepared this question, don't ask it if the ground has already been covered.)
'Who do you regard as your main competition and who do you see becoming a bigger threat in the future?' It's a great idea to ask a question that's broader than the job itself. For example, if the job's in Europe, ask something about the worldwide performance or strategy. The point is to show your interest in the future as well as the present.
Try another idea...
IDEA 14, Why do you want to work for this company? talks about the research you need to do before attending an interview.
AND SPECIFICALLY
Be careful. Silly as it may seem, this simple question has sunk more strong interviews than many more sinister-sounding salvoes. Don't focus too much on salary reviews, promotion prospects, type of car you get, parking spaces and so on. If there are important questions you want answers to, by all means ask them. Make sure, however, that you don't look as though these things are all that's important to you: ask some softer questions about the environment in which you'll be working. 'If you had to sum up in a few words the type of person who likes working here and the type of person who gets on well, what would they be?'
You can always turn a dual question back on them: 'What would you say are the main benefits of working for your organisation and the main frustrations?' 'Can I ask you if you have any reservations about my suitability for the job which we could discuss at this stage?' 'I am applying for other positions; but I'm particularly keen on this one. Is it possible to tell me when you'll make a decision?' Final note: don't look as though your one and only reason for wanting to join them is to make money!
Defining idea...
"Holding hands at midnight 'Neath a starry sky, Nice work if you can get it, And you can get it if you try." IRA GERSHWIN, US songwriter
How did it go?
Q This chapter emboldened me. It made me feel that in previous interviews I'd been too meek in questioning them about why I should go and work for them. So when they asked this question I simply said, 'Why should I come and work for you?' One person spluttered a bit and then went over some ground that we'd already covered. The other one said, 'Isn't that a bit of an arrogant question?' I backpedalled madly, saying that I hadn't meant to be arrogant and that maybe I'd phrased the question a bit wrongly. It was OK in the end, but I felt I'd given way when perhaps I shouldn't have. Anyway I got the job. What do you make of all that?
A You probably overstepped the line a touch by asking the question so brusquely. Always remember that they are in the driving seat because they're doing the hiring. Ask the same question with a softer touch: 'What would you say are the main reasons why people like working for your organisation?'
Q Listen, with the best will in the world I'm not going to read the Financial Times every day on the off-chance there will be something useful in it. What can I do instead?
A You can search the website of a financial newspaper or any investment website that tracks the performance of the company you're interested
Interview Tips
How will you know when you've found the right job?
This is a useful question for both sides. Preparing for it gives you a huge insight into what you're really looking for. The interviewers may see a deal breaker in your criteria; or they may give them clues how to present the job to its best advantage.
The work you do in this area will pay off, not only in answering this question, but also in weighing the merits of any offer that may come along later.
You need a comprehensive set of criteria for your decision as to which job you want to take. You can really impress an interviewer when you answer this question if you demonstrate that you've used a logical system to come up with the criteria. You should also show that you've talked to everyone useful in deciding on the importance of each criterion.
WHAT ARE YOU GOING TO MEASURE?
First of all impress them with your organisation and preparation: 'I've taken four headings as my criteria: the type of organisation I want to work for, logistics such as remuneration, the impact of my job on my family and last but certainly not least the job satisfaction I think the role offers me.'
'OK, what type of organisation are you looking for?' Because you've come this far, it's likely that the one you're talking to has a lot of the attributes you've identified. Keep to the criteria for the moment and fill in the details when they ask the supplementary questions that are bound to arise. So, don't offer a heading if you can't substantiate it. Here's an outline of a possible response: 'I have to easily identify with the objectives of the organisation and the sector they operate in. I believe very much in ìcultural fitî. I've found that there are some organisations that I can easily operate with and others that are more difficult. I also want to go where there is success. I also need to feel that I can make the sort of contribution to that success that will stand out in the crowd.'
'So how do we measure up against those criteria?' You might answer,'Very well. I like your long-term strategy of collaborative projects with other European companies and the fact that you're a leading light in theaerospace sector. From what I've gathered you operate a pretty free and easy, open and consultative culture. That suits my enjoyment of finding innovative solutions to problems. So, if I've read you right I think we could get on well and that I could really help the company to meet its financial and other goals.'
Now move on to the other three. Keep the logistics bit short at this time. Unless they want to go into detail, it's better to impress them with the other bits of your research:
'As for logistics, I do want to use this change of job to improve my remuneration. I want to do my share of the travelling your people have to do; but I want to be home most weekends, and I'd like to be based in an office within, say, a half-hour's journey from home. In terms of job satisfaction, I want a stretching challenge and to work in a team that's enthusiastic about getting the job done. I want to use my project management skills as well as my engineering training and experience.'
HOW WILL YOU MEASURE THEM?
Now compile your list in a table under the four categories. Measure the importance of each on a scale of 1-10.Only use 10 for real deal breakers. You should have about four criteria in each area marked as particularly important. However, try not to put everything down as high priority. Most jobs will require some sort of compromise on some criteria.
IDEA 4
This question really is one to prepare for carefully. The time will never be wasted, since this question will always crop up in one way or other. The best way to prepare is to find someone to roleplay the interviewer and then try out with them the actual words you're going to use. If you can get someone in the same industry that would be best, but anyone with good experience of organisations or business should be able to help.
AND WHAT'S IN IT FOR THEM?
Your unique selling proposition is you and your skills and experience. Try to work out a way of illustrating that everything you've done points at you being the right person for them. Perhaps start from specific experience. For a team leader in credit control: 'My experience in the credit control department of a builders' merchants was, frankly, a hard school. The building industry is always suffering from companies going under. I know about collection periods, credit ratings calculated from company reports and, of course, I've heard every excuse under the sun for not being quite ready to issue the cheque. I think that as team leader I would be able to help others to learn from that experience.'
Now relate the specific skills to the goals of the organisation. 'I understand the benefits to you of getting payment in on time or even before time because I've controlled cash flow for an organisation and seen the impact it can have on profitability.'
You can also be more open about your skills where you're sure they're appropriate. For a production manager: 'I've always scored well in problem solving and from what you've said you need to find some new ways of cutting down the waste at the end of the production line.'
Something more personal can emphasise your uniqueness. For a training deliverer: 'The fact that I've done a bit of amateur dramatics helps me to understand the "performance" side of running a training course.' Now bring the three things together: ëSo you see why I was excited when I saw your job ad; you seem to need a person with pretty much the experience, skills and interests that I've developed.'
Try another idea...
If the job you're going for involves a degree of creativity you could use IDEA 28, Tell me of a time when you generated a creative solution to a problem to give you some more ammunition.
Defining idea...
"And so my fellow Americans: ask not what your country can do for you ñ ask what you can do for your country." JOHN F. KENNEDY
How did it go?
Q I've thought long and hard about this. There's rather a good job in a company that's not doing very well. I think part of the problem is that their values don't include a focus on teamwork. They have a reputation for ëhire and fire' and come over as a bit ëevery man for themselves.' When they ask this question should I point out that while I'm not sure I share their current values I think I can introduce some new ones that will help to improve their performance?
A Possibly. Our first reaction to this was NO, wait until you've got the job and then sell the changes that you think they need to make.' But on second thoughts you could be right. Depends if you think that someone in the room is thinking the same way as you, in which case go for it. You could get the pleasant surprise of one of them telling you that they know they need to change in this area ñ in which case your preparation is ideal. (Sorry to be sceptical, but you should also bear in mind the words in script font at the top of this Idea.)
Interview Tips
Is there anything you want to ask me?
This often comes near the end of the interview. If everything's gone well then make sure you don't at this point snatch defeat from the jaws of victory. On the other hand, if you think there's a problem, here's a good opportunity to go back into an area where you think they have doubts about you.
The worst answer here without any doubt is ëno.' It can look as though you're not much interested in the job, and it can indicate poor preparation.
By this time you ought to be having a sensible and interesting discussion with good rapport. So give two answers to this question: an open question that keeps the discussion going and a closed or more specific question that will elicit more insight into what it's like working for these people. After all, there are two decisions to be made here: they make the first decision, whether to offer you the job; then you have to decide whether to work for them.
AND WHAT'S IN IT FOR THEM?
Your unique selling proposition is you and your skills and experience. Try to work out a way of illustrating that everything you've done points at you being the right person for them. Perhaps start from specific experience. For a team leader in credit control: 'My experience in the credit control department of a builders' merchants was, frankly, a hard school. The building industry is always suffering from companies going under. I know about collection periods, credit ratings calculated from company reports and, of course, I've heard every excuse under the sun for not being quite ready to issue the cheque. I think that as team leader I would be able to help others to learn from that experience.'
Now relate the specific skills to the goals of the organisation. 'I understand the benefits to you of getting payment in on time or even before time because I've controlled cash flow for an organisation and seen the impact it can have on profitability.'
You can also be more open about your skills where you're sure they're appropriate. For a production manager: 'I've always scored well in problem solving and from what you've said you need to find some new ways of cutting down the waste at the end of the production line.'
Something more personal can emphasise your uniqueness. For a training deliverer: 'The fact that I've done a bit of amateur dramatics helps me to understand the "performance" side of running a training course.' Now bring the three things together: ëSo you see why I was excited when I saw your job ad; you seem to need a person with pretty much the experience, skills and interests that I've developed.'
Try another idea...
If the job you're going for involves a degree of creativity you could use IDEA 28, Tell me of a time when you generated a creative solution to a problem to give you some more ammunition.
Defining idea...
"And so my fellow Americans: ask not what your country can do for you ñ ask what you can do for your country." JOHN F. KENNEDY
How did it go?
Q I've thought long and hard about this. There's rather a good job in a company that's not doing very well. I think part of the problem is that their values don't include a focus on teamwork. They have a reputation for ëhire and fire' and come over as a bit ëevery man for themselves.' When they ask this question should I point out that while I'm not sure I share their current values I think I can introduce some new ones that will help to improve their performance?
A Possibly. Our first reaction to this was NO, wait until you've got the job and then sell the changes that you think they need to make.' But on second thoughts you could be right. Depends if you think that someone in the room is thinking the same way as you, in which case go for it. You could get the pleasant surprise of one of them telling you that they know they need to change in this area ñ in which case your preparation is ideal. (Sorry to be sceptical, but you should also bear in mind the words in script font at the top of this Idea.)
Interview Tips
Is there anything you want to ask me?
This often comes near the end of the interview. If everything's gone well then make sure you don't at this point snatch defeat from the jaws of victory. On the other hand, if you think there's a problem, here's a good opportunity to go back into an area where you think they have doubts about you.
The worst answer here without any doubt is ëno.' It can look as though you're not much interested in the job, and it can indicate poor preparation.
By this time you ought to be having a sensible and interesting discussion with good rapport. So give two answers to this question: an open question that keeps the discussion going and a closed or more specific question that will elicit more insight into what it's like working for these people. After all, there are two decisions to be made here: they make the first decision, whether to offer you the job; then you have to decide whether to work for them.
IDEA 3
It's probably best not to try the technique of mirroring for the first time in an interview. First of all, observe people doing it naturally at social gatherings. That gives you visual evidence that people do it, even in groups. Now try it in conversation with someone you know well, and then try it in a business context. Just a few practices should make you proficient enough to do it at an interview.
Try another idea...
The importance of eye contact is discussed, May I pass you over now to my colleague?
ANCHORING
You're never at your most confident when you're about to try to be tested, professionally and personally. Anchoring can be very helpful in removing the signs of nervousness and helping to give you the confidence to give of your best. Anchor yourself to a memory of a time in your life when you felt really confident. Before the interview, perhaps outside the door, pause and bring that experience of total confidence into your mind. Hold it there, remember how you felt and what you saw and said. This reminds your brain of how to feel and look confident. At timesof pressure in the interview, recall the situation again and you'll adjust your behaviour back to expressing confidence.
Defining idea...
"She is the mirror of alle courteisye." GEOFFREY CHAUCER
How did it go?
Q I was mirroring an HR person in an interview. After ten minutes he made three quite quick changes in the position of his arms and legs. I followed as slowly as I could. He then flung his arms back, stuck his legs right out until he was almost lying on the chair. I couldn't mirror this even if I'd wanted to, because I was wearing a skirt. What was going on?
A We think he sussed you. Your movements were not subtle enough, or he was expert in NLP and saw what you were doing. He was also probably teasing you; I suppose everyone has to have their bit of fun and lots of HR folk don't get out that much. You did right to abandon your deliberate attempt to mirror his body language.
Q I get terribly stressed out about interviews and never do myself justice. I tried anchoring and it worked quite well to begin with. Halfway through the interview, someone else joined us and I started to feel really nervous. I didn't have time to think about the anchor again and the rest of the interview suffered as a result. Is it really possible to bring a happy time back into your mind in such circumstances?
A Yes. Most interviewers will understand if you want to pause for breath. Generally, we're all too quick to reply to questions in this environment anyway. Practise taking pauses when you're in conversation. Pauses make you look thoughtful and pay an interviewer the compliment that their question was good enough to cause you to think.
Interview Tips
So, why do you want this job?
Turn a question like this into a selling opportunity by using a double answer ñ balance what you'll get out of the job with what they'll get out of hiring you.
It should be reasonably easy to answer this one as long as you're going for the right job. If it's very difficult, then ask yourself if this is the right employer for you before you go in.
An employer wants people to join them with enthusiasm for the challenges they're about to face. Similarly you want to get into an environment where your working life gives you joy rather than grief. Research and good self-insight will give you the right answer to achieve both aims.
WHAT'S IN IT FOR ME?
It's probably best to start the dual answer with the straightforward answer to the question. It's another question that depends on your research.
You've got to be able to reply in terms of the company's attributes as you find them. It doesn't really matter what the situation is; you can still paint it as ideal for you. 'Most people want to work for the market leader; I could use your name with pride' could equally be, ëI like the way you've made such progress in your industry over the last few years. A growing company like yours suits my energetic way of working. I really enjoy success.'
Now try to get in something about their reputation. ëI understand that you can offer me a stable, challenging and inspiring work environment ñ you certainly have that reputation. I think it's the sort of environment that brings out the best in me.'
Now compliment the company on what it actually does. 'Many people regard your products and services as the best around. It's a pride thing again; I like to work for someone who is passionate about service and quality. I think we share those values and that I would enjoy fitting into your team.'
Try another idea...
The importance of eye contact is discussed, May I pass you over now to my colleague?
ANCHORING
You're never at your most confident when you're about to try to be tested, professionally and personally. Anchoring can be very helpful in removing the signs of nervousness and helping to give you the confidence to give of your best. Anchor yourself to a memory of a time in your life when you felt really confident. Before the interview, perhaps outside the door, pause and bring that experience of total confidence into your mind. Hold it there, remember how you felt and what you saw and said. This reminds your brain of how to feel and look confident. At timesof pressure in the interview, recall the situation again and you'll adjust your behaviour back to expressing confidence.
Defining idea...
"She is the mirror of alle courteisye." GEOFFREY CHAUCER
How did it go?
Q I was mirroring an HR person in an interview. After ten minutes he made three quite quick changes in the position of his arms and legs. I followed as slowly as I could. He then flung his arms back, stuck his legs right out until he was almost lying on the chair. I couldn't mirror this even if I'd wanted to, because I was wearing a skirt. What was going on?
A We think he sussed you. Your movements were not subtle enough, or he was expert in NLP and saw what you were doing. He was also probably teasing you; I suppose everyone has to have their bit of fun and lots of HR folk don't get out that much. You did right to abandon your deliberate attempt to mirror his body language.
Q I get terribly stressed out about interviews and never do myself justice. I tried anchoring and it worked quite well to begin with. Halfway through the interview, someone else joined us and I started to feel really nervous. I didn't have time to think about the anchor again and the rest of the interview suffered as a result. Is it really possible to bring a happy time back into your mind in such circumstances?
A Yes. Most interviewers will understand if you want to pause for breath. Generally, we're all too quick to reply to questions in this environment anyway. Practise taking pauses when you're in conversation. Pauses make you look thoughtful and pay an interviewer the compliment that their question was good enough to cause you to think.
Interview Tips
So, why do you want this job?
Turn a question like this into a selling opportunity by using a double answer ñ balance what you'll get out of the job with what they'll get out of hiring you.
It should be reasonably easy to answer this one as long as you're going for the right job. If it's very difficult, then ask yourself if this is the right employer for you before you go in.
An employer wants people to join them with enthusiasm for the challenges they're about to face. Similarly you want to get into an environment where your working life gives you joy rather than grief. Research and good self-insight will give you the right answer to achieve both aims.
WHAT'S IN IT FOR ME?
It's probably best to start the dual answer with the straightforward answer to the question. It's another question that depends on your research.
You've got to be able to reply in terms of the company's attributes as you find them. It doesn't really matter what the situation is; you can still paint it as ideal for you. 'Most people want to work for the market leader; I could use your name with pride' could equally be, ëI like the way you've made such progress in your industry over the last few years. A growing company like yours suits my energetic way of working. I really enjoy success.'
Now try to get in something about their reputation. ëI understand that you can offer me a stable, challenging and inspiring work environment ñ you certainly have that reputation. I think it's the sort of environment that brings out the best in me.'
Now compliment the company on what it actually does. 'Many people regard your products and services as the best around. It's a pride thing again; I like to work for someone who is passionate about service and quality. I think we share those values and that I would enjoy fitting into your team.'
IDEA 2
Identify the key points you want to get across at an interview and take a mental checklist along with you to the meeting.
REFRESH YOUR KNOWLEDGE OF YOUR CV
All the achievement statements, for example, that make an appearance in your CV are entirely legitimate topics for the interviewer to explore, which means that if you want to impress the interviewer, you'll need to be able to expand on this information. So, refresh your memory about each achievement so that you have all the relevant details at your fingertips.
I've conducted interviews where the candidate has been asked about a particular project referred to in the CV. Hardly a trick question and yet people stumble over basic facts and figures. I remember one exchange that went something like this:
Candidate: The project started in April 1998 actually, it was July. Anyway, the project had three key aims (candidate only remembers two of hem) and it completed in May 1999.
Interviewer: Oh, you say in your CV that it finished in August 1999.
Candidate: Swipe me, you're right!
Now the odd slip of the tongue or the memory is understandable at an interview, as nerves often play a part. But let's face it, you were the one who mentioned the project in the first place, so it's hardly the interviewer's fault if they want to know a little bit more about it.
Defining idea...
"It's the first time I've opened a pier. Nothing can really prepare you, though last night I opened a tin of tomatoes and then declared my bathroom open." STEPHEN FRY, comedian, giving his backing to the principle of being prepared when he opened Cromer Pier in the summer of 2004
Try another idea...
Don't scupper your chances of interview success by sexing up your CV and being exposed as somebody who dresses up the truth. Read more about this in IDEA 13, Ditch the dodgy dossier.
DON'T CREATE HOSTAGES TO FORTUNE
Something you absolutely want to avoid is putting anything in your CV where you've slightly buffed up the truth to make your contribution seem more impressive than it really was. When you're sat at your computer compiling your CV and there's a job requirement mentioned in the advertisement that you don't meet as strongly as you'd like, it's quite tempting to deploy just a smidgen of exaggeration. After all, where's the real harm in that?
Well, the harm becomes very evident when you find yourself blathering and blustering at an interview because you can't back up the substance of your CV. And the trouble is that an interviewer who uncovers just one chink in your credibility will not be inclined to believe that the rest of your CV is a chink-free zone.
So far, I've concentrated on how your CV can influence your interview performance, because CVs are the focus of this book. However, you might well want to seek out some more comprehensive advice on preparation and performance to supplement this perspective. In the meantime, here are a few general tips for optimising your interview performance:
* Anticipate what the interviewer(s) might want to know about you.
* Prepare a few questions to ask at the end of the interview.
* Appear positive and enthusiastic. At the end of the interview, explicitly confirm your interest in the job.
Defining idea...
"I refuse to answer that question on the grounds that I don't know the answer." DOUGLAS ADAMS
How did it go?
Q I've tried to find out what I can about the company I have an interview with tomorrow, but there's not much to go on. Is there anything I can do at the last minute?
A Take a cultural sounding by arriving early, sitting in reception and observing what goes on. Were you expected? Did you get a friendly greeting and the offer of a cup of coffee? What sort of conversations did they have with colleagues passing by? Also, watch out for any company literature. A front page of the company newsletter devoted to a team of the month award, for example, will tell you something about the organisation's values and aspirations. On the other hand, if the front page is devoted to a dry-as-tinder address by the CEO exhorting the troops to tighten their belts, it's another clear, if less positive, indication of what you might be letting yourself in for.
Q What's the advice these days for handling the interview question that asks about weaknesses?
A When asked to describe a weakness, it's not clever to come back with ëI can't think of one.' You'll be marked down as lacking self-knowledge at best and as an arrogant so-and-so at worst. Once upon a time, the best answer was to offer a weakness that was a strength in disguise. For example, I'm not too good at time management as I'll always take time
Interview Tips
Please take a seat
Delivering great answers to the interviewer's questions is the main skill in impressing people and getting the job; but let's not underestimate the importance of the body language you use to get your nose in front.
Neurolinguistic programming can help you to develop rapport very quickly in an interview.
It includes techniques that can help you at the beginning of the interview when you're getting over your nerves and the interviewers are forming their first impression.
MATCHING AND MIRRORING
Interviews are like speed dating. You quickly eye each other up and decide whether or not you're interested in taking things further. So you need to be able to build rapport with your interviewer as quickly and effectively as possible. You never have a second chance to make a first impression.
The key skill to use here is mirroring. Mirroring body language is based on the theory that we are more at ease, subconsciously, with people whoare similar to ourselves. It's a bit like dancing. You can mirror most things:
Posture, for instance. If they're upright, so are you. If they cross their legs, so do you. If their arms are on the table, so are yours. If you're sitting opposite someone with their right leg crossed, you cross your left leg to make a mirror image. You're making the person feel comfortable that they're talking to someone with similar behaviours to theirs.
Listen to the tone and speed of their voice. If they talk quickly, try to answer at the same speed. Vary your tone in the same way they do. Is the language they use concise or detailed? If they ask long questions they're going to be more comfortable with you giving a detailed answer.
Pick up on their mood, whether it's humorous or serious. You will notice, of course, how formally or casually they dress and conduct themselves. You can mirror their use of gestures to accentuate a point. If they change their posture, you change yours. (People who are brilliant at thistechnique claim to match the speed at which a person's eyes blink, but beginners shouldn't try this lest they look like a mole emerging into sunlight.)
Don't mimic them or copy their gestures too quickly. Mirroring is a subtle technique and interviewers who are not NLP proficient should not consciously notice what you're doing. They will just get the warm feeling that comes from dealing with someone on the same wavelength.
We all use this form of body language when we're relaxed with our friends. Watch people in a restaurant or a pub and you'll see how mirroring helps the group to feel comfortable in each other's company. Or maybe it's the other way round: when you're with someone you're entirely comfortable with, it's quite hard not to do it.
REFRESH YOUR KNOWLEDGE OF YOUR CV
All the achievement statements, for example, that make an appearance in your CV are entirely legitimate topics for the interviewer to explore, which means that if you want to impress the interviewer, you'll need to be able to expand on this information. So, refresh your memory about each achievement so that you have all the relevant details at your fingertips.
I've conducted interviews where the candidate has been asked about a particular project referred to in the CV. Hardly a trick question and yet people stumble over basic facts and figures. I remember one exchange that went something like this:
Candidate: The project started in April 1998 actually, it was July. Anyway, the project had three key aims (candidate only remembers two of hem) and it completed in May 1999.
Interviewer: Oh, you say in your CV that it finished in August 1999.
Candidate: Swipe me, you're right!
Now the odd slip of the tongue or the memory is understandable at an interview, as nerves often play a part. But let's face it, you were the one who mentioned the project in the first place, so it's hardly the interviewer's fault if they want to know a little bit more about it.
Defining idea...
"It's the first time I've opened a pier. Nothing can really prepare you, though last night I opened a tin of tomatoes and then declared my bathroom open." STEPHEN FRY, comedian, giving his backing to the principle of being prepared when he opened Cromer Pier in the summer of 2004
Try another idea...
Don't scupper your chances of interview success by sexing up your CV and being exposed as somebody who dresses up the truth. Read more about this in IDEA 13, Ditch the dodgy dossier.
DON'T CREATE HOSTAGES TO FORTUNE
Something you absolutely want to avoid is putting anything in your CV where you've slightly buffed up the truth to make your contribution seem more impressive than it really was. When you're sat at your computer compiling your CV and there's a job requirement mentioned in the advertisement that you don't meet as strongly as you'd like, it's quite tempting to deploy just a smidgen of exaggeration. After all, where's the real harm in that?
Well, the harm becomes very evident when you find yourself blathering and blustering at an interview because you can't back up the substance of your CV. And the trouble is that an interviewer who uncovers just one chink in your credibility will not be inclined to believe that the rest of your CV is a chink-free zone.
So far, I've concentrated on how your CV can influence your interview performance, because CVs are the focus of this book. However, you might well want to seek out some more comprehensive advice on preparation and performance to supplement this perspective. In the meantime, here are a few general tips for optimising your interview performance:
* Anticipate what the interviewer(s) might want to know about you.
* Prepare a few questions to ask at the end of the interview.
* Appear positive and enthusiastic. At the end of the interview, explicitly confirm your interest in the job.
Defining idea...
"I refuse to answer that question on the grounds that I don't know the answer." DOUGLAS ADAMS
How did it go?
Q I've tried to find out what I can about the company I have an interview with tomorrow, but there's not much to go on. Is there anything I can do at the last minute?
A Take a cultural sounding by arriving early, sitting in reception and observing what goes on. Were you expected? Did you get a friendly greeting and the offer of a cup of coffee? What sort of conversations did they have with colleagues passing by? Also, watch out for any company literature. A front page of the company newsletter devoted to a team of the month award, for example, will tell you something about the organisation's values and aspirations. On the other hand, if the front page is devoted to a dry-as-tinder address by the CEO exhorting the troops to tighten their belts, it's another clear, if less positive, indication of what you might be letting yourself in for.
Q What's the advice these days for handling the interview question that asks about weaknesses?
A When asked to describe a weakness, it's not clever to come back with ëI can't think of one.' You'll be marked down as lacking self-knowledge at best and as an arrogant so-and-so at worst. Once upon a time, the best answer was to offer a weakness that was a strength in disguise. For example, I'm not too good at time management as I'll always take time
Interview Tips
Please take a seat
Delivering great answers to the interviewer's questions is the main skill in impressing people and getting the job; but let's not underestimate the importance of the body language you use to get your nose in front.
Neurolinguistic programming can help you to develop rapport very quickly in an interview.
It includes techniques that can help you at the beginning of the interview when you're getting over your nerves and the interviewers are forming their first impression.
MATCHING AND MIRRORING
Interviews are like speed dating. You quickly eye each other up and decide whether or not you're interested in taking things further. So you need to be able to build rapport with your interviewer as quickly and effectively as possible. You never have a second chance to make a first impression.
The key skill to use here is mirroring. Mirroring body language is based on the theory that we are more at ease, subconsciously, with people whoare similar to ourselves. It's a bit like dancing. You can mirror most things:
Posture, for instance. If they're upright, so are you. If they cross their legs, so do you. If their arms are on the table, so are yours. If you're sitting opposite someone with their right leg crossed, you cross your left leg to make a mirror image. You're making the person feel comfortable that they're talking to someone with similar behaviours to theirs.
Listen to the tone and speed of their voice. If they talk quickly, try to answer at the same speed. Vary your tone in the same way they do. Is the language they use concise or detailed? If they ask long questions they're going to be more comfortable with you giving a detailed answer.
Pick up on their mood, whether it's humorous or serious. You will notice, of course, how formally or casually they dress and conduct themselves. You can mirror their use of gestures to accentuate a point. If they change their posture, you change yours. (People who are brilliant at thistechnique claim to match the speed at which a person's eyes blink, but beginners shouldn't try this lest they look like a mole emerging into sunlight.)
Don't mimic them or copy their gestures too quickly. Mirroring is a subtle technique and interviewers who are not NLP proficient should not consciously notice what you're doing. They will just get the warm feeling that comes from dealing with someone on the same wavelength.
We all use this form of body language when we're relaxed with our friends. Watch people in a restaurant or a pub and you'll see how mirroring helps the group to feel comfortable in each other's company. Or maybe it's the other way round: when you're with someone you're entirely comfortable with, it's quite hard not to do it.
IDEA 1
Heres an idea for you - Read your profile statement out loud to yourself. Is the language as natural as possible? There’s a tendency for profile statements to be jam-packed with managerial gobbledygook and cliché. So, no "proactive self-starter" nonsense if you please. That said, you do want to be upbeat and positive about yourself.
The fact is, if you can't convince the reader that you’re well worth an interview by the time they're midway down page one of your CV, it's unlikely they'll read much further. Think of the first half of page one as your prime selling space. Your aim should be to try to feature all of your major arguments for being
interviewed in that space.
Writing a CV isn't like writing a novel where you slowly tease and intrigue the reader, building gradually to a compelling climax. With a CV, your impact must be front-end loaded. There's no point in introducing a new and compelling piece of information halfway down the second page of your CV, as chances are the reader won't reach that point and so it won't be noticed.
So, what's the best information to put on that first half page? Well, virtually all recruiters expect to see your name and contact details at the top of the first page. Not just your name, address and home telephone number, by the way. You should also include your mobile number and an email address, as these are good indicators of your technological literacy.
Defining idea
"When I’ve got say 50 or 60 CVs to look through, I simply don’t have time to go through them all in detail." JOHN VILLIS, recruitment
After your contact details, I'd recommend including a two- or three-line profile statement. Well go into more detail about profiles elsewhere, but for now think of it as a sixty-to eighty-word précis of what you have to offer that would make you a prime contender for the position you're going for.
By the time you've included contact details and a profile statement, you should still have around a half to two-thirds of that first half page still available to you. What follows the profile will vary according to what elements of your background and experience most closely match what the recruiter is looking for. If they’re trying to recruit somebody who can do A, B and C, then you'll need to show explicit evidence of your attainments and experience at doing A, B and C. If this evidence can best be shown in your current/most recent role, then you'll probably want to go straight into your career history. If, on the other hand, you need to draw on your broader career and experience to prove your competence at A, B and C, a section called something like Key Achievements or Key Skills & Experience would suit your purpose better.
The recruiter is only likely to read on beyond this first portion of your CV if they're convinced you explicitly meet the specification they're recruiting against. This is therefore not the time for subtlety. Above all, don't rely on the recruiter to draw inferences from the information you provide. Concentrate on filling that first half page with as much relevant information as you can, paying particular attention to addressing the job and person requirements that the recruiter has stated.
Try another idea
The profile statement is the single most important element of the first page of your CV, me in a nutshell, for some pointers.
Defining idea
"Time is precious, but truth is more precious than time."BENJAMIN DISRAELI
How did it go?
Given this, it goes without saying that to feature a piece of information that the recruiter is likely to regard as irrelevant is a definite no-no.
Q Is eight seconds for real? I didn't realise recruiters were quite that lazy!
A Pretty much. Some studies suggest that the figure could be as low as three seconds, but no more than thirty seconds max on average. It's pragmatism as opposed to laziness in my view. Do the sums. A typical advertisement in the Sunday papers pulls in around 500 applications. Realistically, if there's one post to fill, then eight to ten interviewees should do the trick, with maybe half a dozen candidates in reserve. The recruiter's challenge is therefore to whittle the applications down from 500 to fifteen as quickly and fairly as possible. Allowing two minutes per CV would mean over two days spent going through them all. Besides, when they're in a position to eliminate 97% of the applicants, they can set high standards for making the shortlist. They can also afford to reject candidates for relatively minor reasons.
Q When companies are shortlisting on that basis, how can they be sure they're getting the best candidates?
A They can't. The process is designed to pick up those people who convey succinctly and explicitly how they meet the selection criteria. The candidate who might be the best in reality yet doesn't convey their proposition effectively is always in danger of missing out.
Interview Tips
Handling interviews
A CV has only really achieved its goal if you secure an interview, when you'll need to reinforce and build on its content. If your CV isn't securing you interviews, then you might as well wrap your old potato peelings in it and lob it in a bin for all the use it is to you and your career.
If you're invited to an interview, you'll normally have a week or two's notice. This period is a crucial part of the proceedings. Used effectively, you can give yourself a real chance to shine on the day.
At this point I'd like to remind you of something glaringly obvious, but hugely important. The reason you've been offered an interview is because somebody liked what you put into your CV. The content will have struck them as relevant, interesting and at the very least sufficiently intriguing to suggest you might have something useful to offer.
So, when you go along to an interview, be ready to expand on each and every element of your CV. Every line, every point you make, every comma is a legitimate subject of conversation with your interviewer (OK, maybe not the commas unless you've applied to the Society for the Prevention of Cruelty to Commas or similar).
The fact is, if you can't convince the reader that you’re well worth an interview by the time they're midway down page one of your CV, it's unlikely they'll read much further. Think of the first half of page one as your prime selling space. Your aim should be to try to feature all of your major arguments for being
interviewed in that space.
Writing a CV isn't like writing a novel where you slowly tease and intrigue the reader, building gradually to a compelling climax. With a CV, your impact must be front-end loaded. There's no point in introducing a new and compelling piece of information halfway down the second page of your CV, as chances are the reader won't reach that point and so it won't be noticed.
So, what's the best information to put on that first half page? Well, virtually all recruiters expect to see your name and contact details at the top of the first page. Not just your name, address and home telephone number, by the way. You should also include your mobile number and an email address, as these are good indicators of your technological literacy.
Defining idea
"When I’ve got say 50 or 60 CVs to look through, I simply don’t have time to go through them all in detail." JOHN VILLIS, recruitment
After your contact details, I'd recommend including a two- or three-line profile statement. Well go into more detail about profiles elsewhere, but for now think of it as a sixty-to eighty-word précis of what you have to offer that would make you a prime contender for the position you're going for.
By the time you've included contact details and a profile statement, you should still have around a half to two-thirds of that first half page still available to you. What follows the profile will vary according to what elements of your background and experience most closely match what the recruiter is looking for. If they’re trying to recruit somebody who can do A, B and C, then you'll need to show explicit evidence of your attainments and experience at doing A, B and C. If this evidence can best be shown in your current/most recent role, then you'll probably want to go straight into your career history. If, on the other hand, you need to draw on your broader career and experience to prove your competence at A, B and C, a section called something like Key Achievements or Key Skills & Experience would suit your purpose better.
The recruiter is only likely to read on beyond this first portion of your CV if they're convinced you explicitly meet the specification they're recruiting against. This is therefore not the time for subtlety. Above all, don't rely on the recruiter to draw inferences from the information you provide. Concentrate on filling that first half page with as much relevant information as you can, paying particular attention to addressing the job and person requirements that the recruiter has stated.
Try another idea
The profile statement is the single most important element of the first page of your CV, me in a nutshell, for some pointers.
Defining idea
"Time is precious, but truth is more precious than time."BENJAMIN DISRAELI
How did it go?
Given this, it goes without saying that to feature a piece of information that the recruiter is likely to regard as irrelevant is a definite no-no.
Q Is eight seconds for real? I didn't realise recruiters were quite that lazy!
A Pretty much. Some studies suggest that the figure could be as low as three seconds, but no more than thirty seconds max on average. It's pragmatism as opposed to laziness in my view. Do the sums. A typical advertisement in the Sunday papers pulls in around 500 applications. Realistically, if there's one post to fill, then eight to ten interviewees should do the trick, with maybe half a dozen candidates in reserve. The recruiter's challenge is therefore to whittle the applications down from 500 to fifteen as quickly and fairly as possible. Allowing two minutes per CV would mean over two days spent going through them all. Besides, when they're in a position to eliminate 97% of the applicants, they can set high standards for making the shortlist. They can also afford to reject candidates for relatively minor reasons.
Q When companies are shortlisting on that basis, how can they be sure they're getting the best candidates?
A They can't. The process is designed to pick up those people who convey succinctly and explicitly how they meet the selection criteria. The candidate who might be the best in reality yet doesn't convey their proposition effectively is always in danger of missing out.
Interview Tips
Handling interviews
A CV has only really achieved its goal if you secure an interview, when you'll need to reinforce and build on its content. If your CV isn't securing you interviews, then you might as well wrap your old potato peelings in it and lob it in a bin for all the use it is to you and your career.
If you're invited to an interview, you'll normally have a week or two's notice. This period is a crucial part of the proceedings. Used effectively, you can give yourself a real chance to shine on the day.
At this point I'd like to remind you of something glaringly obvious, but hugely important. The reason you've been offered an interview is because somebody liked what you put into your CV. The content will have struck them as relevant, interesting and at the very least sufficiently intriguing to suggest you might have something useful to offer.
So, when you go along to an interview, be ready to expand on each and every element of your CV. Every line, every point you make, every comma is a legitimate subject of conversation with your interviewer (OK, maybe not the commas unless you've applied to the Society for the Prevention of Cruelty to Commas or similar).
Here’s how to capture and keep the reader’s attention in those first vital moments.
At the risk of upsetting "Fahrenheit 9/11" director Michael Moore, I'd like to propose that anybody about to write their CV should give a tip of their hat to Tony Blair and George Bush.
In recent times, prime ministers and presidents have placed great emphasis on the impact they can make during their first 100 days in office. It's a period of heightened interest for the media and the voters, and a good strong launch can create a positive impetus for the remainder of their term of office. The same principles apply when you’re putting together your CV. So, how do you go about grabbing and holding the reader’s attention in those first eight seconds?
In recent times, prime ministers and presidents have placed great emphasis on the impact they can make during their first 100 days in office. It's a period of heightened interest for the media and the voters, and a good strong launch can create a positive impetus for the remainder of their term of office. The same principles apply when you’re putting together your CV. So, how do you go about grabbing and holding the reader’s attention in those first eight seconds?
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