“不要羞于表達(dá)自己的熱情。”在5點(diǎn)鐘俱樂部從事職業(yè)顧問8年的57歲的Win Sheffield這樣說。他認(rèn)為，對(duì)眾多求職者來說，至關(guān)重要的一點(diǎn)是要讓面試官看到你有多渴望進(jìn)入他的公司。企業(yè)尋找的不僅僅是職業(yè)技能上匹配的求職者，尤其是當(dāng)下，企業(yè)比以往更加重視求職者對(duì)企業(yè)是否有熱情。
“Sheffield說的沒錯(cuò)?！?坐落在加州奧克蘭的禮品商店“鄉(xiāng)村英迪果”老板Cynthia Bragdon說道，“我不知道那些應(yīng)聘者為什么會(huì)選擇這里，可能他們覺得我的店急需人?！彼f有的應(yīng)聘者草率就給了我答復(fù)，“但是如果他們對(duì)于這份工作如此冷漠，我就不得不擔(dān)心了，因?yàn)槿魏喂ぷ鞫夹枰橥度耄绻诿嬖囍斜憩F(xiàn)得毫無(wú)熱情，那么很可能對(duì)我的顧客也同樣敷衍，這將是非常糟糕的事情?！?/p>
“你可以用很多不同的方式表達(dá)你的熱情?！眂oaches說。Sheffield建議求職者準(zhǔn)備好一系列能證明自身技能，優(yōu)勢(shì)和成就的實(shí)例，比起空泛的闡述自己的能力，具體的例子更有說服力。你也可以繪聲繪色地講述你是如何成功克服困難達(dá)成某項(xiàng)目標(biāo)，這樣做的好處在于，最后可以由面試官下結(jié)論而不是面試者自己。
除了闡述自身能力的實(shí)例，直白地向面試官表達(dá)你多么希望能為他和他的公司服務(wù)，告訴面試官你的其他OFFER，讓他知道他會(huì)是你的第一選擇。
大部分應(yīng)聘者都知道應(yīng)該在面試前做足功課，對(duì)應(yīng)聘的企業(yè)和職位做全面的了解。但是 ，Cynthia Bragdon 說，"許多面試者往往是到了面試地點(diǎn)還連基本情況都不了解。如果他們?cè)诿嬖囍袉栁夜ぷ鲿r(shí)間，那說明他們根本沒有為這份工作做好準(zhǔn)備，或者是不夠聰明，但是，聰明對(duì)我來說是很重要的一個(gè)素質(zhì)?！?/p>
可以提前準(zhǔn)備一個(gè)筆記本，記下你能用到的實(shí)例和三個(gè)針對(duì)該公司和這份職位的問題，面試開始后，請(qǐng)求面試官允許你面試期間記筆記，那么這個(gè)筆記本就成為一個(gè)小小的作弊本。
在面試結(jié)束前，問問自己，與其他應(yīng)聘者的表現(xiàn)相比，你在哪個(gè)位置，你的競(jìng)爭(zhēng)力在哪里，這些問題能夠讓你明白你有多想得到這份工作，并且有助于面試后及時(shí)采取相應(yīng)行動(dòng)。
”當(dāng)接到你沒能通過面試的消息時(shí)，還是要給予回復(fù)?！巴瑯幼鳛?點(diǎn)鐘俱樂部顧問的49歲的Robert Hellmann說他曾有一個(gè)客戶，通過真誠(chéng)和熱情的回復(fù)挽回了局勢(shì)，獲得了OFFER?！痹诿嬖囍?，面試官對(duì)缺乏分析專業(yè)背景這一點(diǎn)表示了他的擔(dān)憂，該面試者隨后在這封信中講述了其相關(guān)工作經(jīng)歷，并請(qǐng)求面試官能在銷售數(shù)據(jù)分析上給予考驗(yàn)。面試官簡(jiǎn)單地回復(fù)了她，但附上了一份數(shù)據(jù)表。她馬上對(duì)此進(jìn)行了分析并緊接著電話請(qǐng)求第二次面試機(jī)會(huì)，最終她得到了OFFER?！?Hellmann 補(bǔ)充說，“在面試中，有時(shí)最重要的是能獲得表現(xiàn)自己的機(jī)會(huì)?！?/p>
Do not curb your enthusiasm. Win Sheffield, 57, a coach for the last eight years with the career counseling firm The Five O'Clock Club, says a lot of job seekers forget that one of the most crucial parts of interviewing is convincing the hiring manager that you truly [...]
Do not curb your enthusiasm. Win Sheffield, 57, a coach for the last eight years with the career counseling firm The Five O’Clock Club, says a lot of job seekers forget that one of the most crucial parts of interviewing is convincing the hiring manager that you truly desire the job. Interviewers don’t just look for applicants who have the requisite skills and will fit in with a company. Now more than ever, they want candidates who want them.
Sheffield is absolutely right, says Cynthia Bragdon, owner of Urban Indigo, a gift store in Oakland, Calif. “I don’t know why some candidates miss this, ” she adds. “Maybe because they think it seems desperate.” She says the most eager applicants quickly make her A list. “If they seem aloof, I get very worried, because any job requires a full commitment, ” she explains. “And if they are aloof in an interview, they will probably be aloof to my customers, which is a very bad thing.”
In Pictures: How To Ace Your Job Interview
You can get across your enthusiasm in many ways, coaches say. Sheffield suggests that you prepare an arsenal of stories illustrating your skills, strengths and accomplishments. Rather than bragging in a general way about your abilities, describe specific experiences that show you putting those skills to use. You can speak animatedly about the pleasure and pride you took in overcoming obstacles. One advantage of storytelling over plain boasting, Sheffield says: “It’s the interviewer who draws the conclusion.”
In addition to offering stories that illustrate your strengths, use a direct approach and tell the interviewer how thrilled you’d be to work for her and for her organization in particular. Describe other offers or discussions you’ve got going, and let the interviewer know she is your first choice.
Most applicants understand that they should do their homework, learning as much as they can about a company and a job, before going in for an interview. But Cynthia Bragdon says candidates who haven’t done basic research still show up. “If they ask me what the store hours are in the interview, that shows me they don’t give a rip about getting the job, ” she says. “Or they’re just plain stupid–and intelligence is a big, big factor for me.”
Ahead of time, take a notebook, jot down a few points to help you remember your best stories and note three questions to ask about the specific job and the company. Then, when the interview starts, ask permission to take notes. Use your notebook as a cheat sheet.
Before the interview winds up, ask where you stand compared with the ideal candidate. Then ask how you compare with other applicants. These questions emphasize how much you want the job and help you take action after the interview.
Write a follow-up note that addresses any ways you were told you might not fit the ideal mold. Robert Hellmann, 49, like Sheffield a coach with The Five O’Clock Club, says a client of his turned a no into a yes through diligent, enthusiastic follow-up. In the interview, the hiring manager confessed concern about the candidate’s lack of an analytic background. The interviewee wrote a follow-up e-mail that described her relevant experience and offered to analyze some sales data. The hiring manager sent her a terse note with some data attached. She analyzed the data and followed up with a phone call requesting another meeting. She got the job, Hellmann says. “In the interview, ” he adds, “sometimes the most important thing you can do is get the information you need to sell yourself.”
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