Put Your Interview Questions to Work pt. 1

PART 1 -  Candidacy Building

Conventional career transition resources tells us that asking questions during interviews shows genuine interest, and doing so, will have a positive impact on our candidacy.  What many of us fail to realize is that calculated questions add tremendous value to our candidacy, reflect the importance that we place in making career related decisions, give us a chance to articulate our own value proposition, and provide us an opportunity to make a more informed decision when offers are extended.

We all know that time management is critical prior to an interview.  Ten to twenty percent of our preparation should be spent researching the company’s website, connecting with current/former employees, etc.   The research can be used to help us to sell our candidacy and make informed decisions, through questions.  A viable question is, “I saw in the paper that your acquisition of ABC Technology is poised to ensure a smooth integration of your business development and marketing functions.  What impact would that have on this sales role?”  Another example of “selling” our candidacy through research is, “I spoke to a colleague who had worked here, and they mentioned that you train all managers on Six Sigma, is that still offered?”  The research you have done can also be applied while answering questions.  By doing so, we are able to add value to our candidacy and demonstrate that we have a clear understanding of the company and role.

Understand, interviewers have likely finished qualifying us by the time they ask if we have questions; however, asking the right questions allows us the opportunity to sell ourselves in ways that the interviewer may not have given us the opportunity to do, and therefore, can influence their initial decision if it was not a favorable one.  Consider the following.

While the interviewer is answering our first question, we need to reflect internally and determine if we’ve fully communicated our value proposition (while simultaneously using effective listening techniques).  If we have, it’s time to move on to a question that helps us make informed decisions.  If not, we need to ask a question that enables us to “sell” the portion of our value proposition that has not been communicated.  For example:  “One of the qualifications you’re seeking in an Accountant is analytical abilities.  My last manager said that my analytical ability is one of my top of strengths as a sales person.  How does your organization leverage individual strengths?”  Stating our value proposition in the third person is much stronger than saying, “A strength of mine is my analytical ability”, because it is their words, not ours.
The Three Steps of assuring that our value proposition is “sold” through interview questions are as follows:

Step 1 – Ask (A prepared question) when given the opportunity
Step 2 – Listen & Reflect (If your value proposition has been communicated)
Step 3 – Ask & Sell (An enabling question that sells applicable skills)

It is important to recognize opportunities to ask questions, and by adding “In our conversation earlier you mentioned that…., “or “it sounds like what you’re saying is….” we are demonstrating our ability to listen effectively, which, though taught the least, is arguably the most valuable of business skills.

We want to know that we’ve put our best foot forward after an interview has concluded, right?  Asking, “Is there anything else I can share with you about my background relative to the position?” ensures all bases are covered and the interviewer is clear on what we bring to the table.   If they say yes, pause, and answer accordingly.

Making informed decisions is an additional strategic measure to put our interview questions to work and will be discussed in part 2 of this segment.

Special thanks to Blair Milne (www.blairmilne.com) for her assistance editing this project