Interviewing as a Two Way Conversation by Barry Miller, Ph.D.
Joe Jones’s credentials could easily have won him a new position. Especially in this market where there is a great demand for accounting managers. The 55-year-old former corporate controller started his career as a staff accountant for one of the now Big Four accounting firms, He was quickly promoted to a senior accounting position before leaving to become an assistant controller for a New York- based Fortune 500 company. He later landed the controller’s job, which he held for five years until a merger caused the position to be eliminated.
Despite his track record of accomplishments and progressive promotions, however, Mr. Jones rarely reached first base when interviewing for a new position. Further, he was baffled when asked what was wrong with his interviewing style.
Just talking with this hapless candidate for a few minutes revealed the problem: When asked a question, Mr. Jones told long, rambling tales, often going off on tangents that left interviewers overwhelmed with unnecessary detail. He was so anxious to please that he gave too much information to prove his competence. Interviewers could only conclude that Mr. Jones was, at best, a poor communicator, and, at worst, quite boring.
If your performance during job interviews is more like a Shakespearian soliloquy, chances are that you, too are a boring interviewee. To you, your discourse may seem, talking for your own benefit, you aren’t addressing specific topics a lively, but to interviewers, it’s more unfocused and dull. If you’re employer wants covered. In fact, many employers complain that candidates don’t relate their qualifications to the position or company needs. Some candidates counter by saying that interviewers should take responsibility for having their questions answered successfully. In this employment climate, no job seeker can afford this attitude. A better approach is to assume that you are responsible for the success of your interviews and that interviewer’s assistance is an unexpected gift.
To avoid being boring during interviews the candidate should use a conversational interview style that allows them to probe for areas of interest to employers, and then discuss them. Begin this process before the actual interview by researching each company. This can help you form questions or comments about the organization and the available position. During the meeting, ask questions to determine what topics to cover. Finally, limit your answers to two sentences so you don’t ramble. The following explanation of the conversational interview style should provide pointers on how to approach your next interview.
Tell me about yourself. This is often the first questions employers ask because they want to know what you can offer them. Instead of reciting your life history or rehashing your resume, define yourself by the position you are seeking. Answer by giving a generic title of the position and listing four or five areas of competence. A sample response might be:
I’m a human resource professional, with more than twenty years of experience in industrial organizations. My background includes designing, coordinating and monitoring programs and systems for human resources planning, management development, performance appraisal and career planning. I’ve developed and implemented training programs at the corporate, division and plant levels, and counseled groups, managers and employees on individual assessment, assessment, career development and job search tactics. I’ve also researched and evaluated approaches and techniques for improving organizational effectiveness and managerial performance.
You’ve now defined yourself as a professional with a variety of experiences and skills. Next, ask the interviewer, “Which one of these areas would you like me to discuss first?” The interviewer’s response will help you hone in on areas that are most important to the position.
If the interviewer wants to know about your experience in designing management development systems, your response might be: I created a procedure to monitor and develop both key and high potential employees. Plans were implemented to prepare these employees to assume higher-level positions.
Note that your answer took only two sentences. By keeping the response brief, you can maintain a two-way conversation and find out more about the position. Next ask an “orienting” question such as” would you like any additional information?” Then if prompted to provide more detail about management development, say: Key employee were defined as individuals at director-level and above. High potential employees were rates as 5 on a 1 to 5 scale. The development plan were implemented and monitored on these people.
Then ask the interviewer another orienting question, such as “Is that sufficient information?” If the answer is no, ask if you can provide another example of your management development experience.
After a maximum of two examples, try to turn the conversation in a different direction. For example say: I’ve given you several examples of my management development experience. What are the management development responsibilities for the position we’re discussing?
This is an “open-ended” question, which can’t be answered with a”yes” or “no”. The interviewer’s response will give more details about the job requirements. You can then match your experience to the new information as follows:
You mentioned that part of my responsibilities would be the development and implementation of training programs. I’ve had a considerable amount of experience in this area. Would you like me to elaborate on it?
In this instance, you’re asking for permission to provide more detail. This stops you from giving the interviewer unwanted information and ensures that you have an active listener. Your question also shows that you respect the interviewer’s interests and time. The more satisfied the interviewer is with your responses, the more likely you’ll be considered favorably for the position.
Interpersonal Issues
Interviewers usually focus initially on matching your experience to a position’s requirements. Ideally, your conversation should go back and forth like a tennis match. Later interpersonal issues often arise. A typical question that arises at a critical stage of the interview is “Why are you looking for another position at this time?” This can be extremely stressful especially if you were terminated either due to layoffs or cause. It’s very important that you practice your response before the interview. If you are hearing it for the first time your body may give off non verbal signs of stress. The interviewer may interpret the signs of uneasiness as an indication that the candidate is hiding something.
After answering the question, quickly turn the topic to asking why the position is open. This can help you decide whether the position is right for you.
Continue asking the interviewer about position requirements or expectations concerning career goals, supervisory style, candidate strengths and weaknesses, preferred work environment or any other issues that surface. Before the interview ends, use the information to summarize the key points you’ve discussed. State clearly that you are interested in the position, if that is the case, and ask about the next step in the hiring process.
After Jones learned this approach, he became more confident and competent when interviewing. Within two months, he landed a controllership position at a salary and bonus that exceeded his previous earnings at a small, fast growing company. Learning the conversational, interview technique also helped him on the job, he says. Previously, he says, he “turned off” other managers when explaining his favorite projects because he failed to involve them in the conversations. Now, he says, he limits his comments and elicits responses from others.
An effective employment interview is a two-way conversation, with both parties learning from each other. This approach requires candidates to prepare thoroughly, but the payoff is worth it. Once you learn the technique, you can focus your energy on your interviewers, feed off their responses and give answers that support your candidacy.
