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The interview process for both the candidate and the hiring manager is an experience filled with the unknown and anxiety. For the candidate, the individual is uncertain of the questions to be asked. Based on previous interview experiences, the candidate recalls the questions and tries to fine-tune possible answers. Based on experience, unfortunately, recruiters and hiring managers assume part of the application or resume contains falsehoods. Research shows that nearly 60% of resumes have a false or exaggerated statement. How do you, as a candidate, ensure they know what you are saying is who you are and will be on the job?
The interview process for both the candidate and the hiring manager is an experience filled with the unknown and anxiety. For the candidate, the individual is uncertain of the questions to be asked. Based on previous interview experiences, the candidate recalls the questions and tries to fine-tune possible answers. Based on experience, unfortunately, recruiters and hiring managers assume part of the application or resume contains falsehoods. Research shows that nearly 60% of resumes have a false or exaggerated statement. How do you, as a candidate, ensure they know what you are saying is who you are and will be on the job?More and more firms are using behavioral questions. Candidates need to understand the reason for behavioral questions and how to draw from their own life experiences to respond to them.
The traditional questions do not reveal much in-depth information to the hiring manager.
Success in the interview means knowing how to draw from who you are and formulating a response covering the essential points of a story. After all, the interview is an opportunity for you, the candidate, to become the storyteller of your own experiences. The interview response story has four elements you must share with the hiring manager. The session will cover the four and show how to create an answer story about how, if hired, you will perform on the job.
The interview should be a two-way exchange of getting to know one another. What are the questions the candidate needs to ask the hiring manager to ensure that the candidate is making a well-informed decision?
Why you should Attend: The most challenging part of work is finding work. For many, face-to-face or video interview is associated with high anxiety. That doesn’t have to be the case as long as you know how to respond to questions without fear of embellishment. Too many candidates try and overthink the answers before beginning the interview. Too many are so eager to find a job that they don’t consider if the company or the job is the right company or role for them.
Areas Covered in the Session:
- What is a behavioral question?
- Why are hiring managers asking behavioral questions
- The four points to integrate into a response to a behavioral question
- Why honesty is essential to on-the-job success
- How to turn a traditional question into a behavioral response
- What to consider before you go to the interview
- What questions do you need to ask to ensure the company is right for you?
Who Will Benefit:
- Anyone from first-time candidates to senior executives Anyone going for an interview
Dr. David S.Cohen Ed. D. is a seasoned management consultant passionate about building organizations through the successful alignment of their people to the corporate values and corresponding behaviors. He works with organizations and their leaders to ensure the clear articulation of the culture and the application of that knowledge to building integrated talent management processes and practices and improving employee engagement.
David has over 29 years of consulting experience working with organizations across all industry sectors. He has worked with companies one five continents.
He has extensive experience and success working on helping organizations build:
clearly articulated values, employee engagement, leadership development, structure behavioral interviewing processes, on-boarding, performance management programs, programs on accountability to meeting business commitments, succession planning processes, 360 Feedback systems, company wide behavioral competency models, career planning processes, and team building activities, organization culture initiatives
In addition to the above his clients call upon him to coach senior leaders.
David is also frequently called upon to present at conferences around the globe. He has presented on a variety of topics associated with talent management and organizational culture. His most recent presentations were in Singapore, Mumbai, Bangalore, Dubai, and Toronto.
Furthermore, David has authored to books including The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (John Wiley and Sons, August, 2001) which remains a valuable book and has been reprinted five times.
His second book focuses on corporate culture, organizational values and leadership and is titled Inside the Box: Leading With Corporate Values to Drive Sustained Business Success (Jossey-Bass September 2006).
In 2009 he received from the Asia Pacific HRD Summit their 'HR Leadership Award’ for thought leadership in Human Resources because of his work on the development of behavioral competencies and their application to building integrated talent management systems.
He holds a doctorate in humanistic and behavioral studies from Boston University with post-graduate work and teaching at the Harvard School of Education.
He is on the faculty for continuing executive education at the Schulich School of Business, York University, Toronto, Canada and on the faculty of Durham College in the School of Business, IT and Management where he teaches organizational behavior, succession planning and behavioral interviewing.
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