JOB ADVERTISEMENT & INTERVIEWS Crown Institute of Business and Technology Harita Dave

1. JOB ADVERTISEMENT & INTERVIEWS Crown Institute of Business and Technology Harita Dave

2. “Good Is The Enemy Of Great” First Who….Then What. Expected New Vision And Strategy. Found They First Got The Right People On The Bus , The Wrong People Off The Bus, The Right People In the Right Seats-Then They Figured Out Where To Drive It. People Are the Most Important Assets, Turns out To Be Wrong. People Are Not Most Important Assets. The Right People Are!!! Good to Great-by Jim Collins

3. Obtaining approval to advertise a position • Required to Get the necessary approval from department head • Request To Hire Form, accompanied by an updated position description, is routed through the appropriate approval channels(Department head and sent to Human Resources

4. The requirements and specifications contained in the job posting or advertisement, include • Collective agreements and Terms of Conditions of Employment for • Non-Union Employees Policy; • Affirmative Action/Equal Employment Opportunity Policy • Bona fide job requirements, and • Experience in a related or similar job

5. Designing a job advertisement The best techniques for writing effective job advertisements are the same as for other forms of advertising. The job is the product; the readers of the job advert are your potential customers. The aim of the job advert is to attract interest, communicate quickly and clearly the essential (appealing and relevant) points, and to provide a clear response process and mechanism. Design should concentrate on clarity or text, layout, and on conveying a professional image. Branding should be present but not overbearing, and must not dominate the job advert itself.

6. Designing a job advertisement Job adverts and recruitment processes should follow the classical AIDA selling format: Attention, Interest, Desire, Action. This means that good job advertisements must first Attract attention (from appropriate job-seekers); Attract relevant interest (by establishing relevance in the minds of the ideal candidates); Create desire (to pursue what looks like a great opportunity), Should provide a clear instruction for the next action or response

7. job adverts no-nos • Over-designed graphics (distracts and slows reading) • Extravagantly presented layouts and words (distracts and slows reading) • Difficult to read quickly or at all for any reason • Font (type-style) too small or too large • Capital-letters (upper-case) • Lots of words in italics - they are a lot more difficult to read quickly • Strange-looking or fancy fonts • Printed in daft colours or tints against a coloured, patterned or picture background

8. job adverts no-nos • Color obscure headlines • Coded ever and idiosyncratic communications • Too much technical detail about the job or the company • Too many words - they are a real turn-off - keep it simple • Uninspiring, boring descriptions of roles and ideal candidates • Too much emphasis on the job and not enough on the person • Adverts in reverse (mirror) or upside-down (not permitted anyway by most media) • Weird advert box shapes, for example wide and flat or tall and thin • Huge half-page or whole-page or double-page spreads - a waste of money

9. Job advertisement checklist • job title • employer or recruitment agency/consultancy • job base location • succinct description of business/organization/division activity and market position and aims • to whom the position reports - or other indication of where the role is in the structure • outline of job role and purpose - expressed in the 'second-person' (you, your, etc) • indication of scale, size, responsibility, timescale, and territory of roleoutline of ideal candidate profile - expressed in 'second-person' • indicate qualifications and experience required (which could be incorporated within candidate profile)

10. Job advertisement checklist • salary or salary guide • whether the role is full-time or permanent or a short-term contract (if not implicitly clear from elsewhere in the advert) • other package details or guide (pension, car etc) • explanation of recruitment process • response and application instructions • Contact details as necessary, for example, address, phone, fax, email, etc. • job and or advert reference (advert references help you analyze results from different adverts for the same job) • website address • corporate branding • quality accreditations, • equal opportunities statement

11. Activity • Look through advertised vacancies in a newspaper or on a website • Analyze the job advertisements • Share your finding in Class

12. How To Prepare For Job Interviews Prepare yourself with effective interview strategies before you actually go to an organization and meet with the interviewer. Increase your chances of success by using these tips from the experts. FIND OUT DETAILS OF THE INTERVIEW When you are invited for an interview find out who will be interviewing you (name and title) and what style/format the interview will take. Ask if you are required to bring anything in particular such as an additional resume, portfolio of past work etc. Determine if you will need to arrive early in order to complete an application form or testing. GET GOOD DIRECTIONS Be sure you know exactly where to go, how to get there, and expected travel time. If possible, do a practice run before your appointment.

13. RESEARCH THE ORGANIZATION Nearly every organization has published information available. Business directories, newspapers, trade journals, annual reports are all good sources of information. Speak to anyone you know who works in the organization to see if they can provide an insider’s viewpoint. PREPARE YOUR INTERVIEW MATERIALS These would include extra copies of your resume, your reference list, letters of reference, copies of degrees, certificates, credentials/registration, etc. Organize these in a folder or document keeper which you can present neatly. As well, bring a copy of your cover letter and, if applicable, the job advertisement. Bring a good pen to complete an application form, and your prepared list of questions. DRESS IN A MANNER THAT SUITS THE JOB Strive for a business-like appearance. Most dress mistakes are those being under-dressed or too casual.

14. PAY ATTENTION TO DETAILS IN YOUR APPEARANCE Ensure that buttons are done up, your shoes are polished, your nails are clean. Avoid wearing heavy fragrances. Again, be job-appropriate. HAVE PLENTY OF TIME TO GET TO THE INTERVIEW Never be late. Ideally, you should arrive 15 minutes early in order to have time for one last check in the washroom mirror, and to feel relaxed. YOU ARE “ON” THE MINUTE YOU ENTER THE BUILDING Managers are influenced by the impressions of their assistants and support staff. If you are rude to the receptionist, that information will be relayed to the interviewer.

15. So You Have An Interview Coming Up GROOMING Shower Hair shampooed Clothes – clean, neat, appropriate for a job interview Shoes are cleaned and shined WHAT TO BRING Resume/Application form Pen Knowledge of organization to which you are applying ATTITUDE Be punctual, realistic, relaxed, courteous, enthusiastic Show initiative Smile, pleasant greeting, firm handshake

16. COMMUNICATION SKILLS Clear, concise, well organized thoughts Good listening skills (eye contact) Ask pertinent questions Use expressive effective vocabulary Participate in conversations and prepare closing question REMEMBER YOUR STRENGTHS Come with three stories that give examples of your strengths and skills Complete these statements: I have always been glad that I have the ability to… My greatest achievement this year was… One of my skills that I hope to use in my work is…

17. The Purpose of the Interview THE APPLICANT’S PERSPECTIVE The interview is the focal point of all your work search efforts. It represents your opportunity to sell yourself in person. An interview is a conversation between 2 or more people. Its purpose, from your point of view, is ultimately to get the job offer. You attempt to achieve this goal by: · persuading the prospective employer to hire you. · displaying confidence in your ability to perform competently. · demonstrating interest in the employers’ needs and interests. · demonstrating behaviors that are congruent and consistent with your advance “publicity” (e.g. resume, cover letter, promotional brochure, broadcast letter, letter of inquiry).

18. THE EMPLOYER’S PERSPECTIVE The purpose of the interview from the employer’s point of view is to assess/evaluate your suitability, relative to other applicants. For their needs by: · verifying information supplied in your work search documentation (e.g. application, cover letter, resume, broadcast letter). · asking questions, listening to your responses and observing your body language. · exploring your values, beliefs, expectations, skills, and qualifications as they relate to the type of work you are seeking. · gathering information about you to help in making an informed decision.

19. THE ROLE OF THE INTERVIEWER In an ideal situation, the interviewer will view him/herself as a “host” and will want to create a friendly, comfortable environment for the interview. She/he will have planned the interview structure and questions and will be comfortable with his/her ability to make effective selection decisions. The world being what it is, not all interviewers: · know what they are looking for. · know what they need. · know how to interview effectively. · recognize that the interviewee should be doing most of the talking. · know how to stress the candidate’s suitability.

20. Stages of the Interview OPENING Generally begins with a greeting from the interviewer(s). ESTABLISHING RAPPORT Means the small talk, the getting-to-know-you that begins, perhaps, as you’re walking with the interviewer to the interview room. SETTING THE AGENDA Your interview will often give you an idea of how long the interview will be and what to expect as you’re settling into your chair and the environment.

21. INFORMATION GETTING This is the focal point of the interview during which you are asked questions about your… Background, Interest in the position/organization, Specific knowledge Skills and abilities that make you a good candidate for the position Career plans, Reliability, Work habits, Attitudes Other information the interviewer deems important INFORMATION GETTING Most interviewers will ask you whether you have any questions. They may also give you an overview of the nature of the opening they’re filling and/or the company and it’s goal. CLOSING The interviewer will be likely advise you that the interview is over and let you know when and how you can expect to hear about the outcome. If not, you should ask, she/he should also thank you for your time and interest. You should do the same.

22. Introduction Practice your handshake with different people and ask for feedback. Get into the habit of shaking hands whenever you greet someone. Observe what you feel is, and is not, a good handshake. When meeting someone, listen to the other person’s name and state yours clearly. The sooner you can use the other person’s name the better.

23. Visualization Visualize yourself in the interview. See yourself- how you are dressed, how you are looking (confident, professional, enthusiastic). Watch yourself shake hands as you meet the interview panel, take your chair and poise and sit in a comfortable position eager to experience the meeting. Observe how well you are responding to the questions; questions you anticipated they would ask and have given some thought to. Notice how you are feeling as you have the opportunity to demonstrate that you’ve done your homework by analyzing what you have to offer and how it matches their needs.

24. Now move to the conclusion of the interview. Hear yourself reinforce your interest in the position and the organization, and summarize what you would bring to them. Conclude the interview, confident that you’ve made an impact; that you’ll be hearing from them soon with a job offer. By focusing on the image of the best possible scenario, you create a model in your mind’s eye - here’s what it would look like, be like, is like. You mentally prepare for the best you can do. Visualizing a positive outcome can be effective in that your attitude about yourself can influence your behavior. When you clearly form the intent to positively influence the outcome, you will experience more energy and be better able to focus and concentrate on listening and behaving in a congruent manner.

25. What To Wear Researchers tell us that over 55% of the impact we have in a personal meeting is our nonverbal presentation. This means the way we look in total. It includes dress, grooming, body language and facial expression. Dress Professionally Like you would if you were working in the position for which you’re being considered. In your employer research, observe the dress code. Dress includes your whole appearance from your shoes to your hair, and everything in between. CAUTION Wearing a new outfit for the first time to an interview is not recommended. Give it a test run. “YOU NEVER GET A SECOND CHANCE TO MAKE A FIRST IMPRESSION”

26. Body Language This refers to the way we carry ourselves and the nonverbal messages that are transmitted by our gestures or mannerisms. • Shake hands. Do not hesitate about taking the lead by offering your hand first. • Walk and stand straight – head erect and sitting squarely on your shoulders. • Sit upright (avoid slouching), feet flat on the floor or crossed at the ankles, whichever is most comfortable. • Sitting up and leaning forward shows interest and enthusiasm. • Make eye contact with all interviewers.

27. • Hands and arms should be in an open position, resting on your lap, arms at your chair or at your side. • Avoid fidgeting, squirming, rocking, or playing with objects, your hair, clothing, etc. • Wear a friendly, welcoming smile on your face. • Look confident.

28. Arrive five to ten minutes early allows you to do: * Get your bearings. * Learn more about the organization and the people who work there. * Make that last trip to the washroom. * Collect your thoughts. When To Arrive * Affirm your strengths and your ability to give a good interview. * Focus on what you’re about to do. BE SURE TO ALLOW YOURSELF PLENTY OF TIME TO GET THERE, ALLOWING FOR TRAFFIC, WEATHER, PARKING PROBLEMS, ETC. IT IS A GOOD PLAN TO DO A “DRY RUN” A DAY OR TWO BEFORE YOUR INTERVIEW.

29. What To Take ° A positive, expectant attitude. ° Belief that you have something valuable to offer to this organization. ° An awareness that you can handle anything that comes up in the interview. ° Knowledge that you’ve prepared well for this big event and you’re ready! ° Willingness to be yourself. ° Additional copies of your resume. ° A typewritten list of references with phone numbers.

30. ° Transcripts and an original of your degree/diploma/certificate. ° A portfolio (if applicable) ° A list of questions to ask about the organization and position. ° A pad of paper on which to make a few notes to yourself of key points you want to cover in the interview.

31. Interviews can usually spot a “phony” easily. What they want is to get a sense of the real you. Their job of assessing your suitability is made easier when you present yourself as you really are. Ask yourself: “What are my strengths?” The five or six that describe you best are the ones you really want them to see. One of the best ways to ensure that is what they see is to affirm those strengths just before the interview. Your willingness to: BE SPONTANEOUS Say “I need some time to think about that.” How To Behave ASK FOR CLARIFICATION If you don’t fully understand the question…or to say “That’s a tough one - I honestly don’t know.” SHOW YOUR SENSE OF HUMOR To acknowledge that you’re nervous.

32. Reframing Awkward Questions There are a few questions that interviewees particularly dislike. TELL ME ABOUT YOURSELF? This question is often used as an opening question. The interviewer wants you to: • highlight and summarize your background (education, training, and experience) as it relates to the job you’re being considered for. The interviewer will learn: • how well you’ve matched yourself to the job. • how effectively you organize, summarize and anticipate what she/he needs to know about you. • how well you communicate.

33. WHAT ARE YOUR STRENGTHS? This one should be a snap since the whole purpose of the work search process is selling yourself, you should able to answer this one confidently, clearly and with real conviction. It requires the self analysis we’ve mentioned frequently and the practice of saying your strengths to yourself and to others until you get comfortable doing it. WHAT ARE YOUR WEAKNESSES? This question is difficult because most interviewees understand that their role is to convince the employer to hire them. To reveal weaknesses is to supply the interviewer with information and reasons not to hire. There is the conflict. EXAMPLE “One of my weaknesses is that my expectations of others are sometimes to high. I expect people to do their best and make good use of time and resources. As a supervisor or team member, I have to remember that we all have different strengths and different rates of speed in completing tasks. I’m working on being more tolerant and patient with others, recognizing my responsibility.”

34. Commonly Asked Interview Questions • Why do you want to work here? • How do you feel that you can help our school/company/organization? • What are your strengths? • What are your weaknesses? • How would you handle this (job related) problem? • Tell me about your greatest achievement/disappointment in life. • What did you like best/least in your last job? • What else do you think I should know about you? • Are there any questions you would like to ask about the school/job/company? • How do you spend your spare time?

35. Practice Interview Questions When the employer says… He/she is really asking… Tell me about yourself. What kind of person are you Are you going to fit into this company? Do you have the right personality? Why are you interested in this job? Are you just looking for any job or are you interested in this field? What are your strengths? How well do you manage yourself? How well do you manage your work with others? What are your weaknesses? What should I be concerned about? How would you like to grow personally? What would you like to learn? Give me 2 reasons why I should hire you. Are you confident? Can you sell yourself?

36. How To Avoid Being Hired Down below are the reasons to why employers rejects job applicants • Poor personal appearance. • Inability to express self clearly – poor voice, diction, grammar. • Lack of interest and enthusiasm – passive, indifferent. • Lack of tact, maturity, vitality, courtesy, and social understanding. • Little sense of humor. • Lack of knowledge of field specialization. • Lack of planning for career – no purpose and goals. • Overbearing, overaggressive, conceited, superiority complex, a “know it all”

37. Reference Checking Why reference check? • Verifies CV • Verifies interview • Protects against negligent hiring charges Why ask for written consent before reference check? • State/Fed guidelines including FRCA • Release of information

38. Reference Checking We reference check for a lot of reasons. • We may have picked up hints of an issue in the interview, the reference check allows us to check it out. • It allows us to ask people that know the candidate some pointed and specific questions that could help protect us against negligent hiring. • It allows us to check facts as well

39. What information? Persistence pays off • Who else do you think I should talk to?” LISTEN LISTEN LISTEN………… • How it is said • What isn’t said Keep written records Don’t release information to applicant

40. What information? Information must relate to position KSA’s and CSF’s Information re arrests/convictions • In Illinois arrest and expunged records cannot be considered • Conviction is not automatic disqualifier • HR performs sex offender checks (that WOULD BE an automatic disqualifier!)

41. Tips for effectively checking references: • Ask the provider about the candidates strengths and weaknesses. • Reassure the provider that what he or she says will not dictate whether you hire the individual. • Describe your vacant position and ask the provider how he or she feels the candidate would fit into the position. • Avoid discussing personal characteristics. • Disregard information about which the provider has no first-hand knowledge or that is unrelated to the applicants skills, performance, or qualifications. • ALWAYS check more than one reference. • Listen carefully to the reference providers tone.