SHPE - Conference 2007 - (Page 14)

CAREERS & EMPLOYMENT 4. Give me proof of your technical competence. This question is worded vaguely on purpose. In any number of ways, your interviewer will likely ask you to prove your competence in some technical area important to the job, so you need to answer decisively. You could be given a hypothetical scenario, such as a case study or a technical problem to solve, or you could simply be asked to describe your level of competency in a specific skill. You need to demonstrate that you are purposefully and rapidly developing. If you are lacking in a specific area, you are better off being truthful than trying to fake it. 5. What negative thing would your last boss say about you? This is another way of asking about your weaknesses. A good approach is to discuss weaknesses you can develop into strengths. However, do not say that you work too hard or are a perfectionist. These answers are tired and transparent. Consider the following answer: “I don’t think she would have called it negative, but she identified that I needed to work on being more dynamic in my presentation skills. I have sought out practice opportunities and joined Toastmasters. I have seen some real improvement.” 6. What can you do for us that other candidates can’t? In asking “Why should we hire you?” they want you to compare yourself to other candidates and articulate why you are special. Your response should sum up your main selling points related specifically to the job requirement. Consider what you have to offer. Refer to past experience directly related to the job; specialized knowledge; relevant situational expertise and experience (growth, change, turnaround, startup); skills; networks; demonstrated commitment and enthusiasm for the business of your profession; and future potential. Create a list of four to six categories of reasons that best support and summarize your candidacy, and put them in logical order, along with supporting evidence for each reason. Most points should be backed up with follow-up information. 14 7. Tell me about a time you faced an ethical dilemma. We all have our ethics tested at some point, so the interviewer is looking for evidence of your high ethical standards and honesty. For example, you discovered wrongdoing, or someone asked you to engage in a cover-up. Your employer failed to deliver the full value and quality on products or services for which a client paid. A colleague cut corners on a project. Without naming names, describe the situation and how you dealt with it. The response may focus on you, or it may involve other people. Remember your political acumen is being tested; sometimes the best action isn’t blowing the whistle, but taking care of the problem yourself. 8. Why do you want to leave your current position? If you have past experience with other companies, the interviewer wants to make sure you’ll be satisfied in your new position. You have greater market value when you are looking on your own terms. Prepare a positive response with which you are very comfortable, preferably referring to fit, personality issues or new direction. Your goals and readiness for a new kind of role are generally safe terrain. Just be careful to emphasize benefits to the employer, not your personal aspirations. Tread carefully; you don’t want to badmouth your current employer or put yourself in a weaker position. You could say, “Actually, I’m happy doing what I am doing now; but recently, I have been keeping my eyes open for other opportunities. I don’t need to leave, but for the right opportunity, I would.” 9. How do you deal with conflict? Conflict is part of any workplace, and the reality is that you often can’t get ahead or perform well in your job unless you can deal with conflict at a basic level. Do you avoid or face it? Do you think it through, or are you emotional? Do you use constructive techniques to resolve the situation? Of course, there are different forms of conflict: the everyday interpersonal sort, disagreements in direction or strategy and conflict over resources. You should describe how you handle conflict at an appropriate level. Consider offering a specific example to demonstrate how you resolve conflict. 10. How would you tackle the first 90 days? This question is about thoroughness and process as well as appreciation for organizational complexity. In a second or third interview, the interviewer may also be testing how much you have thought about the job itself. You must go beyond simply saying that you would study the company’s business to speak to the job’s specific key challenges or goals. You also want to assure your potential employer that you would work with the team, your boss and any key influences to get up to speed as quickly as possible and that production will continue without interruption. Do not get specific on changes or initiatives you would make, unless asked. Instead, think of your response as an operating framework that demonstrates you have a solid, realistic understanding of what needs to be done and how. Ask yourself, “Do I really want the job?” Most employers know better than to believe that everyone they interview actually wants the position being offered. They understand some candidates are exploring their options, while others are using an interview with a company they don’t care about to hone their interview skills. If you really want the job, you need to show it through your thoughtful preparation and responses to their questions. Now that the hiring manager has asked questions, it’s your turn. Nothing impresses a hiring manager more than really good questions that not only show you’ve researched the company in general, but the specific job you’re hoping to land as well. It tells them that you have done your homework and not only know the company but how you fit into it. I Editor’s note: Fran Correa is a career consultant and CEO of Prosperity Network, a career consulting firm which offers services in all aspects of the job search process. She is a graduate of Harvard Business School. The author can be contacted at francorrea@juno.com SHPE R Conference 2007

Table of Contents Feed for the Digital Edition of SHPE - Conference 2007

SHPE - Conference 2007 Contents President’s Letter From the Vice President Calendar Browser The Top 10 Interview Questions A Federal Case for Education Reform Managing in the Multi-Generational Work Force Ahead of Their Times: An Engineering Progression The Place to Innovate Management Growth Training Executive LeaderSHPE Institute Programs & Services Welcome Letters Highlights Conference Schedule STAR Awards Company of the Year Professional Adelante and Student Chapter Awards Speakers Professional Development Strategy SHPE Academic Olympiad AHETEMS Design Competition Morgan Stanley Web Coding Competition The Ultimate SHPE Challenge Technical Paper Competition Pre-College Symposia Graduate Program Tours Hospitality Suites Advisors Workshop Quick Guide Workshop Descriptions Sponsors and Career Fair Exhibitors Hotel and Convention Center Maps IPC Update Regional Roundup Advertisers Index Inner Circle Employer Profiles

SHPE - Conference 2007

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