Key Factors in Workplace Interviews
Successful workplace interviews come in several forums; all of which have common factors. Workplace interviews that are thoughtfully researched, carefully planned, skillfully executed, and effective communicated will result in greater success.
Informational interviews are a fact-finding mission of gathering pertinent, adequate, and credible facts and information from others. The context of this type of interview can be either informal or structured. An example of how to use an informational interview would be in exploring a new career. This fact-finding endeavor is not to get a job but to explore to see if you are interested in that type of career.
To be successful you need to solicit contacts in the area that you are seeking information. Good sources would be to ask people you know, ask for referrals, or contact a specific business or organization. This could be done through a mutual acquaintance introduction, a letter, or a telephone call. You immediately want to establish credibility by introducing yourself, identify the organization you are representing, and why you are requesting the interview. Once you are able to make a contact you need to arrange for the interview.
To be prepared for the interview, careful planning and knowing how to identify and research the information are key. Develop questions that are appropriate to the subject matter. For instance, if you are exploring a new career, questions about the job, the working conditions, and training involved would all be appropriate. Make sure questions are clear so the desired information can be obtained from the interviewee. Lack of research will limit the scope of questions as they will be based on only what you know or perceive to know.
You always want to make a positive first and last impression. Be sure to be dressed well, well groomed, be professional, and send a written thank you after the interview.
Employment interviews are a job seeking adventure to determine if you, the job, and the company are the right match. This type of interview will require that you be able to provide information about yourself, your skills, strengths, and goals. The interview will also provide an opportunity to learn about the organization and the job that you are seeking. This give and take in the interview helps both parties make an informed decision.
There is much preparation that is needed before you venture on an employment interview. First, arm yourself with an honest self-evaluation of your strengths, weaknesses, goals, and achievements. Solicit the help of a trusted friend, coworker, family member, or career counselor to practice interviewing. Role playing is beneficial to practice not only what you will say in response to questions but also to work on non-verbal communication.
Before the interview it is important to take time to research the company. This will show that you have interest and will help elicit information and promote active participation in the interview process. It is natural to be nervous; focus on being positive and confident. Answer all questions that are asked in a straightforward, honest, and confident manner. Be sure to have some questions prepared. “Ask smart questions. The questions you ask-or don't ask-in interviews can do as much for your candidacy as the answers you give. Don't discount the importance of asking questions that showcase your knowledge of an employer and in turn demonstrate your interest in the position” (Proper preparation turns interviews into job offers, 2008, ¶ 11). Dress appropriately and make sure that you are well groomed. Just as it is important to make a good first impression, your last impression is equally as important. End the interview on a positive note and follow-up with a letter of thanks.
Performance appraisals are often times an employer’s way of tying rewards such as bonuses and merit increases to a person’s rating in a performance appraisal. “Performance appraisal is a major subject of controversy in the management circles. While business leaders see the need for appraisal systems, they are frequently disappointed in them” (A New Concept of Performance Appraisal, 1959, pg. 229). Ideally they should be utilized as a development tool for determining performance and areas of improvement related to work performance. Often times performance appraisals are difficult discussions with much anxiety. A contributing factor to this is lack of communication skills on one, both, or all parties in the discussion. It has been reiterated to the workers where I am currently employed that what is discussed in your yearend performance review should not come as a surprise. All of these discussions should have already taken place during monthly one-on-one meetings.
According to David Russell, author of the Phrases for Performance Appraisals Resource Guide, employees should write their appraisals highlighting as many achievements as possible. Areas of weaknesses or areas where improvement is required should be downplayed. He states that there is no such thing as a perfect employee but most companies require their employees and managers to indicate at least a couple of areas of improvement and plans on how to achieve those goals in the next review period. It is important to write “areas of improvement” in such a way it does not have a negative impact on you professionally but almost puts you in a good light. The areas of improvement as suggested by him are: presentation or negotiation skills, increase proficiency in internal systems, and improve cross group collaboration. His three suggestions would be applicable to most any industry. (Performance Appraisals – 3 Areas of Improvement You Can Live With, 2009, June).
Complaint interviews deal with concerns, problems, complaints or other organizational issues. Complaint interviews can be broken down into two types, a grievance interview and disciplinary interview. Ineffective communication skills could derail or hinder conversations in either of these types of interviews. “Many people who communicate effectively under harmonious conditions lose the ability to influence others and contribute to good decision making because they communicate poorly during conflict” (Shockley-Zalabak, 2009, pg 302).
Grievance interviews can be either informal or formal. It is good practice to try and settle any grievance first informally with your supervisor and if resolution cannot be achieved then a formal grievance would take place. Formal grievance procedures should be in place to deal with the situations fairly and consistently. In either case, all parties should have the opportunity to state his or her case, there should be a clear purpose for the meeting, and irrelevant issues should not be raised. Some reasons why someone might need a grievance interview would be for harassment, unfair labor practices, health and safety issues, or equal opportunities.
A disciplinary interview differs in that it addresses a violation of company policy, unacceptable behavior, performance issues, misconduct, or other disciplinary issues. It usually takes place between a supervisor and the employee in a more formal fashion. Preparation is needed to research and gather facts, check the employee’s record, and checking the company’s policy for disciplinary procedures. In the interview, the employee should be given facts regarding the discipline; times, dates, violations, etc. The employee should be given a chance to state their position. A discussion should take place with a written action plan for resolution to the issue. Any actions involved should be agreed upon between the supervisor and employee. These actions should be written down and signed by both parties. A date should be set for a second meeting, if necessary, to review the action plan to see if any further disciplinary action is needed or if the situation has mitigated itself.
In the workplace, the counseling interview would be used to solicit advice or assistance from other peers. It is an opportunity to ask for another perspective on a situation such as performance issues, conflicts, or personal tribulations. “This subtle but critical relationship between supportive climates and the quality of human interaction is well described by Paul Keller and Charles Brown (1968) in their interpersonal ethic for communication. Keller and Brown suggest that people will be able to reach their potential only when they are psychologically free—not fearful of disagreement—and when their beliefs, opinions, and values are acceptable in their interactions with others” (Shockley-Zalabak, 2009, pg. 321). Counseling skills would include listening, understanding, communicating effectively, and evaluating situations and solutions. The goal in a counseling interview is to generate strategies and solutions to rectify the issue.
Media Interviews come in an array of formats. They may be done by phone, radio, face-to-face, or on camera. Their purpose is to represent the company or organization’s position in a statement to the press. Some key success factors in media interviews are preparation, be as direct, honest and candid as possible, explain your most important points first and avoid technical jargon, rephrase questions and answer the questions to your advantage, do not speculate or argue, use supporting data to back up your claims and facts. On camera, be mindful of facial expressions and body language. “Research out of UCLA found that when what is communicated is out of alignment with how it is communicated, the nonverbal cues, such as tone of voice, eye movement, posture, hand gestures and facial expressions, overwhelm what is verbalized. Albert Mehrabian's study found that nonverbal communication accounted for 93 percent of a presenter's impact” (Fundamentals of media interview skills: facial expression,
n.d. ¶ 2). Media interviews not only represent the organization or company but reflect on you as well. A skilled and impactful communicator has the ability to connect with the audience to get the message across in a positive manner.
n.d. ¶ 2). Media interviews not only represent the organization or company but reflect on you as well. A skilled and impactful communicator has the ability to connect with the audience to get the message across in a positive manner.
Not only do successful workplace interviews rely on competent communication there are other key success factors involved as well. Take the time to gain knowledge by the utilization of thoughtful research in fact-finding and obtaining additional information to compose meaningful questions for the interview. Consider careful planning to prepare yourself and any necessary information for the interview. Focus on effective communication to ensure not only that you understand but you are understood as well. A combination of these key factors will result in greater success in any type of interview.
References
Shockley-Zalabak, P. (2009). Fundamentals of Organizational Communication, Boston: Allyn and Bacon
Richards, K. (Jul., 1959). The Journal of Business, Vol. 32, No. 3 pp. 229. Published by: The University of Chicago Press
Binns, E. (2008, September). Proper preparation turns interviews into job offers. Student Lawyer, 37(1), ¶ 11. Retrieved November 8, 2009, from Research Library. (Document ID: 1593441561).
Russell, D. (2009, June). Performance Appraisals – 3 Areas of Improvement You Can Live With, Retrieved November 8, 2009 from http://www.articlesbase.com/
interviews-articles/performance-appraisals-3-areas-of-improvement-you-can-live-with-970893.html
interviews-articles/performance-appraisals-3-areas-of-improvement-you-can-live-with-970893.html
Keeney, D. (n.d.). Fundamentals of media interview skills: facial expression, Retrieved November 8, 2009 from http://www.evancarmichael.com/Public-Relations/213/Fundamentals-of-media-interview-skills-facial-expression.html
