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7 Ways Candidates Blow A Phone Interview

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I’m consistently amazed by how unaware the average job seeker is of how to establish a positive first impression on a phone interview. I hear the same frustrated complaints from employers of all industries and sizes – that candidates who voluntarily submitted their resumes in hopes of discussing a position they’re supposedly interested in just can’t seem to get it together. Remember when all you needed was a solid resume to be guaranteed a face-to-face interview? For the sake of saving time, resources, and money, recruiters have become much more selective on who they decide to meet in person. In an effort to weed out time-wasters and soft-skill-deficient candidates, recruiters are conducting phone screens to find out who’s off their game.

1. They’re unprepared to take the call.
If you’re 4 beers deep at a Yankees game or trying to wrestle a dirty diaper off a screaming baby, you probably shouldn’t answer a call you don’t recognize. Yet, most of the candidates my recruiting team speaks with are under the impression that it’s better to answer a call you’re not completely prepared for than to miss the call altogether. It’s not. If you find yourself in a situation that isn’t suitable for a professional conversation, don’t pick up. Instead, call back within 24 hours, after you’ve collected your thoughts, can speak confidently, and have locked down a quiet location.

Not to mention, they start timing you from the second they leave a voicemail, which brings me to my next point. If you’re actively looking, you should have a professional voicemail with specific instructions to avoid an unwanted game of phone tag. For example, “Hi, you’ve reached Mark Smith. If you’re calling in regards to my resume, please leave your name and number as well as the best times for me to reach you.”

2. They expect the recruiter to fill in the blanks.
“Hi, what job did I apply for again? What company are you calling on behalf of?” It pains me to admit this, but these responses are the norm when an employer reaches out to a candidate, even for high-level positions. You’re a job seeker, which means you probably apply to several jobs each week. We understand that it’s tough to keep track, but it’s essential – if only for the sake of a recruiter’s sanity – that you start taking notes. Just by picking up the phone and saying, “Hi Wendy, you must be calling in regards to the Customer Service position I applied for last week.” Mind blown.

3. They conduct an unorganized job search.
This goes hand in hand with my last point. Today, it’s not enough to print out a handful of resumes and call it a day. We always recommend that our candidates keep a spreadsheet of every job application they submitted with corresponding dates, company names, and relevant contacts. Or, if you’re a tech wiz, try these awesome job search apps. That way, when the phone rings, you’ll have a handy guide that’ll save you from playing guessing games. Also, it’s important to keep your background information and portfolios within arms reach to provide some quick material for preliminary questions. It says a great deal about your personal brand if you’re prepared to answer a challenging question, and even have some on-hand stats to back up your argument. And for bonus points, don’t forget to browse company websites and connect with HR personnel on LinkedIn. Taking that extra step makes a huge impression.

4. They don’t understand why recruiters really call.
More often than not, recruiters aren’t calling to simply schedule a personal interview; they’re calling to conduct a prescreen. In other words, to decide whether they want to move you forward. Remember all that research you were supposed to do when you applied for the gig? Use it to show recruiters you know something about how their company culture works and that you’re serious about the job.

5. They have a bad “radio personality.”
Phones are tough – all you have to make an impression is your voice. Candidates, especially introverts, often fail to heighten their energy over the phone. Nobody’s expecting you to sound like Ron Burgundy, but you should at the very least sound excited, confident, and prepared. Excessive “umms,” stammering, or sounding like you’re dead inside are huge turnoffs to recruiters. The only way to overcome this obstacle is through practice. Record yourself on any device you have handy, and ask yourself this difficult question: “Would you hire you?” Getting your career narrative down in a way that engages and connects with an employer is essential to winning that face-to-face meeting.

6. They have a weak or unprofessional online presence.
Chances are, if recruiters are interested in what you have to say, they’ll be googling you before then end of your conversation. A half-complete LinkedIn profile or a racy Facebook picture is all it takes to eliminate you from the game. Just last week, one of my recruiters found a candidate with a stellar background and scheduled her for an interview right away. But just minutes before their call, she discovered an R-rated photo online that involved a stripper pole. Needless to say, the recruiter’s mind was made up before the conversation started.

7. They fail to treat a phone interview with the same decorum as they would a personal one.
Just because you didn’t put on a suit or block out time in your day doesn’t mean it counts any less towards your chances of securing the job. Request follow up procedures, send personalized thank you notes, and be sure to highlight any takeaways to reinforce your sincerity. Take it from me, the small things really do matter.

photo credit: Phone Talkin via photopin (license)

Checking References And Getting The Info You Need

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For those of us in HR, the process of checking references on candidates is ingrained. We call, ask a few questions to verify dates and title, ask if the candidate is eligible for rehire, and, if we are lucky, we get some details about what type of employee the candidate was. In some ways the process is cursory and merely a way to show that we did our best to ensure we were not hiring a psychopath. Even though such an approach fulfills basic hiring practices, it does not always provide a useful tool for making a good decision about a a candidate.

In a time when many companies give out little more than an employment verification, it can be extra challenging to get a useful references. So, how can you improve your reference checks to get you the information you need to make a good hiring decision?

Just The Facts, Ma’am

There is an HR guideline out there that says that a best practice is to provide only basic information (e.g. dates of employment, last title held) when a potential employer calls to check on a former employee. The thought is that giving only objective information will minimize the risk of a former employee claiming defamation of character. For the reference checker, this unfortunately means that it may be difficult to get enough information about a candidate’s work history to make a good hiring decision.

If a company is being particularly tight-lipped about a former employee, try asking if the person is eligible for rehire. A simple yes or no can give you good information. Follow up by asking, “Why?” Although you may be speaking to someone who will be strict about answering this question, it does not hurt to ask to go beyond the basic facts.

It can be useful to have a section on the job application where the candidate gives you permission to check references. Sometimes a former employer will be more likely to speak freely if they have such a signed statement from the candidate. Former managers may also be more likely to speak if you assure them that their reference will be kept confidential from the candidate.

Rely on your network for references as well. It may be a challenge to go through formal company channels to get a detailed references, but people may be willing to speak more casually about a former employee when you do not take traditional routes. It can also be useful to have candidates provide a direct number to reach their reference. If you call someone on their personal number, they may feel more comfortable speaking freely than they would be through company channels.

Getting More Than Just Dates And Title

Verifying employment history can be an indication of whether or not someone is honest. If the candidate’s work history does not match up with the information from former employers, there could be other problems with what the candidate has told you about their skills and qualifications.

But often we need to go beyond a list of dates and titles. To get more information, treat the reference call similar to an interview. Ask open ended questions. Rather than asking if someone was good at customer service, ask, “How was this candidate when it came to customer service?” Follow up by asking for examples of how their customer service was good.

To Speak Or Not To Speak

When it comes to providing references on your former employees, consider giving out more information than just the basic facts—especially when it comes to good employees. Restrictive reference policies can sometimes hurt good employees because potential employers may have a hard time verifying what appears to be a glowing work history.

Make the decision that works best for your company when it comes to deciding what type of reference policy to create. Consider providing a few well documented and supported points about a former employee. When providing references for former employees applying to businesses you work closely with, be helpful by giving them enough information to make a good decision. Doing so will increase the chances they will be generous the next time you call to check a reference.

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Managing Your Career: What Would Richard Branson Do?

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Written by James Clear

In 1966, a dyslexic 16-year-old boy dropped out of school. With only a tiny bit of seed money and a friend’s help, he founded a magazine for students. Fueled by advertisements he sold to local businesses, he ran this bootstrapped operation from the crypt of a local church.

Four years later, seeking ways to grow the fledgling magazine, this enterprising young man started selling mail-order records to his student subscriber base. Within a year, record sales were sufficient to help him build his first record store. After two years of selling records, he decided to launch his own record label and studio.

The small recording studio rented space to local artists, including one named Mike Oldfield. This was where Oldfield created his hit song “Tubular Bells,” which became the record label’s first release. The song eventually sold more than 5 million copies.

Over the next decade, the fearless entrepreneur grew his record label by attracting bands like Culture Club, Sex Pistols and The Rolling Stones. Along the way, he continued adding businesses to his portfolio — an airline, railway, mobile phones, on and on. Almost 50 years later, his conglomerate included more than 400 companies.

That young boy who left school behind but kept starting things despite his inexperience and lack of knowledge is now a world-renown billionaire — Sir Richard Branson.

How I Met Sir Richard Branson

When I walked into the Moscow conference room, Branson was sitting in a chair only 10 feet away. A hundred other people surrounded us, but it felt like we were having a private conversation in my living room. He smiled and laughed frequently. His answers seemed unrehearsed and genuine.

At one point, he told the story of how he started Virgin Airlines, a tale that seems to represent his entire approach to business and life. Here’s what he said, as I best recall:

I was in my late 20s, so I had a business, but nobody knew who I was. I was headed to the Virgin Islands and a very pretty girl was waiting for me, so I was, um, determined to get there on time. At the airport, the final flight to the Virgin Islands was cancelled because of maintenance or something. It was the last flight out that night. I thought, “this is ridiculous,” so I went and chartered a private airplane to take me to the Virgin Islands, which I did not have the money to do. Then, I picked up a small blackboard, wrote “Virgin Airlines: $29” on it, and went over to the group of people who had been waiting for the cancelled flight. I sold tickets for the rest of the seats on the plane, used their money to pay for the charter fee, and we all went to the Virgin Islands that night.

Successful People: What Habits Make a Difference?

After speaking with our group, Branson joined a panel of industry experts to discuss the future of business. As everyone around him filled the air with buzzwords and mapped out complex ideas for our future, Branson said things like, “Screw it, just get on and do it,” closely followed by things like, “Why can’t we mine asteroids?”

As I watched the panel, I realized the one person who sounded the most simplistic is the only one who is also a billionaire. So what sets him apart from the rest?

Here’s what I think makes all the difference:

Branson doesn’t merely say things like, “Screw it, just get on and do it.” He actually lives his life that way. He drops out of school and starts a business. He signs the Sex Pistols to his record label when everyone else says they’re too controversial. He charters a plane when he doesn’t have the money.

When everyone else balks or comes up with rational reasons why the time isn’t right to move forward, Branson gets started. He figures out how to stop procrastinating and he takes the first step forward — even if it seems outlandish.

Start Now — Even If You Don’t Feel Ready

Of course, Branson is an extraordinary example, but we can all learn something from his approach. If I summarize the habits of successful people in just one phrase, it’s this — successful people start before they feel ready.

I can’t think of anyone who embodies that philosophy better than Branson. Even the Virgin empire name was chosen because Branson and his partners were business “virgins” when they launched the company.

Branson has spearheaded so many ventures, charities and expeditions throughout his career — it would have been impossible to prepare fully before launching them all. In fact, he was likely not prepared or qualified for any of them. He’s a perfect example of why the “chosen ones” choose themselves.

The Truth About Getting Started

If you’re working on something important, then you’ll never feel ready. A side effect of pursuing challenging work is that you’re simultaneously pulled by excitement and pushed by uncertainty.

When you begin a new endeavor, you’re bound to feel uncomfortable and perhaps even unqualified. But let me assure you — what you have right now is enough. You can plan, revise and delay all you want, but trust me, what you have now is enough to start. It doesn’t matter if you’re trying to start a business, lose weight, write a book or re-energize a career. Who you are, what you have, and what you know right now is good enough to get going.

We all start in the same place — no money, no resources, no contacts, no experience. The difference is that some people choose to start anyway. And only those who start can reach the finish line.

So, what are you waiting for?

james-clear-circle-250(About the Author: James Clear is an entrepreneur who leverages behavior science to help you master your habits, improve your health and do better work. For useful ideas on improving your mental and physical performance, subscribe to his newsletter or download his 45-page guide on Transforming Your Habits. Connect with James on Twitter or Google+ or LinkedIn.)

(Editor’s Note: This post was adapted from Brazen Life, with permission. Brazen Life is a lifestyle and career blog for ambitious young professionals. Hosted by Brazen Careerist, it offers edgy and fun ideas for navigating the changing world of work. Be Brazen!)

(Also Note: To discuss World of Work topics like this with the TalentCulture community, join our online #TChat Events each Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter and G+ conversation anytime. Learn more…)

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When to Walk Away From a Job Offer: 7 Red Flags

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If you’ve been job-hunting for a while now, you may want to jump at any job offer you can get. However, it’s important to evaluate the offer before making any rash decisions. Consider any red flags that may have come up during the process to determine whether the job is right for you. Here are a few to watch out for:

It’s a big step down. In today’s economy, you might think that taking a job that you’re overqualified for isn’t so bad. But it can make employers think that you’re not resourceful enough to find an appropriate job for your experience and qualifications. You might have to be flexible in your salary requests, but don’t accept a title well beneath your qualifications. Know your worth and determine your bottom line before heading into an interview.

The company offers you the job—immediately. This may be an indication that the organization has experienced a lot of turnover in the position and desperately wants someone to fill the spot. While waiting for the right job offer can be frustrating and costly, it’s often worth the time to be at a company that’s the right fit for you.

The hiring manager seems to be concealing information. If you’ve asked questions about your daily responsibilities or your supervisor and have received the run-around, the hiring manager might not be telling you everything you need to know about the opening. Some employers might do this in fear that you’ll find the position unattractive—so be sure all of your questions are answered before signing a job offer.

You can’t see yourself working in the environment. If you can’t see yourself working in a particular company’s culture, it might not be the best fit for you. You’ll be spending much of your time at the office and you need to feel comfortable in order to put your best foot forward.

Something inside of you says it’s not a good idea. Your gut feeling is often the best indicator of when something is right for you. If you’re feeling uneasy about any step of the process, step back and re-evaluate the offer before putting anything in writing. Do this by asking more questions of the employer, doing some additional research or talking with former and current employees if possible.

There aren’t any available growth opportunities. No room to move up at the organization? You might want to continue looking if the employer says that promotions are atypical. Ask questions about how the hiring manager moved up in the firm and how promotions are typically handed out to determine the company policy.

You don’t think you would get along with your potential colleagues. Conflicting personalities and work styles can make for an unpleasant workplace to say the least. Observe the culture of the company when you head in for an interview and evaluate how well you get along with the hiring manager initially. If you feel that you might be uncomfortable or unhappy in this work environment, it’s probably best to look for a better opportunity.

What else should job seekers watch out for before accepting a job offer?

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Closing the Deal: Interviews as Influential Sales Conversations

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It is no secret managers, human resource professionals and recruiters often receive stacks and stacks of resumes for each available position and that their main objective is to slash those to a manageable pile for interviews. In other words, disqualifying candidates is their first objective, in order to manage the overwhelming number of resume submissions.

What I want to encourage job seekers to realize is that once your resume HAS reached the short-stack, your opportunity for further qualifying yourself and closing the job deal skyrockets. So rather than feeling at the mercy of what sometimes feels like a merciless job interview process, once you have inched your way past the excruciating screening, exploit the opportunity!

In the worst-case scenario, an interview is a stress environment where the interviewer assumes and maintains charge, relentlessly hammering the candidate with questions with nary an opportunity for the interviewing job seeker to interject his value. However, in many cases, a consultative sales environment ensues, and the job seeker who is prepared for a more proactive, collaborative conversation gains an advantage.

Preparing oneself for this conversational process is necessary to ensure you are equipped with the right words to influence, connect, cajole and even disarm the hiring decision-maker and influence them that YOU are the best-fit candidate.

In a recent exchange on Twitter, Mike Haberman (@MikeHaberman) said,

“The consultative sales call approach works for both parties in the interview, but may be interchangeable based on interest.”

As such, when you are afforded the opportunity to perform in this consultative role, be prepared to maximize every word, every communication nuance.  Moreover, in some instances, with an unprepared or inexperienced interviewer, you may even be in the driver’s seat, steering the conversation. In any of these instances, you must be equipped with an arsenal of easily retrievable, memorable scripts and talk points.

A few tips to prepare for and act upon this opportunity:

1. First, realize that being consultative means that before proffering your solution to what ails your client (the hiring manager, the human resource pro, the recruiter), you must be equipped with ample research and a few smart questions.

2. Though sometimes a job interview situation may arise without much advance notice, performing a laser-strike study of the target company and/or target hiring manager for which you will be working is needed to position yourself apart from the pack of interviewees. Even with a fairly short preparation window, you can, and must, investigate.

3. Dip your research ladle into the endless well of Internet resources:

  • Hoovers.com: to search people and companies (limited “free” information); e.g., for company information, you’ll find address, phone numbers, rankings in FT Global, Fortune 500 and S&P 500.
  • ZoomInfo.com: a business information search engine that provides company search, people search and job search. It constructs profiles on people and companies.
  • Manta.com: the largest free source of information on small companies. This is a very cool site that has key information on over 60M companies, allowing you to drill down by industry, by location, by size, etc., and then find a profile (address, phone, website, company contacts) as well as reports; map; and web results (i.e., they do a Google search for you, providing a quick snapshot of search results!).
  • Forbes.com: home page for information on the world’s business leaders and includes nine editorial channels on business, technology, markets, personal finance, entrepreneurs, leadership, ForbesLife, opinions and lists.
  • Business articles at Bizjournals.com or Wall Street Journal (online.wsj.com).
  • LinkedIn: Follow companies and read their profiles and goings-on.

4. Prepare your challenge-action-results (CAR) stories that align with the target company’s pain points. Consider how you have solved problems related to the types of problems this company is and will be facing.  Write those stories out (note: if you’ve already navigated the introspective resume writing process, which involves ferreting out the most critical stories and areas of value you offer your target audience, then use your resume as a launch-pad.

  • Beyond the challenge, action and result, describe the strategic impact of the initiative. Outside feathering your career cap, how did the result reverberate into the company’s greater goals? Some call this answering the “So what?” by adding relevance to your achievement.
  • Consider what leadership or other problem-solving and solution-building talent you leveraged to move through this C-A-R. Write those out. For example, negotiation and influence, analysis, forecasting future market needs, etc.

5. Prepare responses to some of the most typical interview questions. Here are a few to get you started:

  • Tell me about yourself.
  • What is the greatest value you can bring to us?
  • How long do you intend to stay?
  • Why do you want to leave your present position?
  • What is the most stressful situation you have experienced at work within the past year, and how did you handle it?
  • What would your current (or past) employer say about your work?

6. And here’s where the consultative process really takes flight: YOU get to ask THEM questions, not only to display your interest in the company, but also to garner information by which you can further wrap your value proposition around their needs. Further, as your mind intuitively weaves your story to align with their responses, you are drawing upon the research notes you discovered during the company research prep phase (step 3) and weaving that information into the interview fabric. And as they respond to your questions, you also have a chance to knit in your C-A-R stories (step 4) to fortify that you can meet their impending needs. A sampling of questions YOU may ask THEM:

  • What are the greatest challenges you’re facing in your industry?
  • Is your industry/business growing?
  • What main factors do you attribute to your growth?
  • What do you attribute to the success of your company?
  • What makes you better than your nearest competitor?
  • Can you tell my why this position is open?

7. AFTER the interview is an opportunity to mine for gold. Think: What went well at the interview, what didn’t go so well, and what areas were left untapped? Address those in a sales letter that not only expresses appreciation for the interview (the “thank-you”), but also squarely addresses and overcomes potential weaknesses that were spotted and/or bridges gaps in presenting your value that you simply did not have time to address during the interview.

8. Moreover, after you have undergone a second (and perhaps, third, fourth) interview, with key influencers in senior management, executives or board members, consider writing a powerful influence letter. In this sales market document, headline your message with, “Why I should by Hired by ABC Company” and then assertively, confidently and passionately sell your VALUE to them. At this point, your humility should be set aside, and you should be laser focused on closing the deal.

Bottom Line: Interviewing is a consultative sales call and sometimes requires multiple contacts and conversations to “close” the sale. As humans, though we don’t always want to be “sold,” per se, we want to be convinced that we are making the right buying decision. It is YOUR job as the job candidate to influence the hiring management that THEY would be making the BEST decision for them, for their department and for their company by investing in YOUR talent.