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Business Communication Today

Fourteenth Edition

Chapter 19

Applying and Interviewing for Employment

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Learning Objectives (1 of 2)

19.1 Explain the purposes of application letters, and describe how to apply the AIDA organizational approach to them.

19.2 Describe the typical sequence of job interviews, the major types of interviews, and the attributes employers look for during an interview.

19.3 List six tasks you need to complete to prepare for a successful job interview.

Learning Objectives (2 of 2)

19.4 Explain how to succeed in all three stages of an interview.

19.5 Identify the most common employment messages that follow an interview and explain when you would use each one.

Submitting Your Résumé

LO 19.1 Explain the purposes of application letters, and describe how to apply the AIDA organizational approach to them.

VMWare’s experience with social recruiting (profiled in the chapter-opening Communication Close-Up) gives you an idea of the investment that leading companies put into the recruiting process in order to find and land the best employees. To find and land the best job, you need to approach the process with a similar level of preparation. Your résumé (see Chapter 18) is the centerpiece of your job-search package, but it usually requires support from several other employment messages, including application letters, job-inquiry letters, application forms, and follow-up notes.

Writing Application Letters

Solicited	Prospecting
Advertised Job Opportunity	Unannounced Opportunity
Clear Job Qualification	Unclear Job Qualifications
Increased Competition	Fewer Competitors

Whenever you mail, email, hand-deliver, or upload your résumé, you should include an application letter, also known as a cover letter, to let readers know what you’re sending, why you’re sending it, and how they can benefit from reading it. (Even though this message is often not a printed letter anymore, many professionals still refer to it as a letter.) Take the same care with your application letter that you took with your résumé. A poorly written application letter can prompt employers to skip over your résumé, even if you are a good fit for a job. Staffing specialist Abby Kohut calls the application letter “a writing-skills evaluation in disguise” and emphasizes that even a single error can get you bounced from contention.

The best approach for an application letter depends on whether you are applying for an identified job opening or are prospecting—taking the initiative to write to companies even though they haven’t announced a job opening that is right for you. In many ways, the difference between the two is like the difference between solicited and unsolicited proposals (see page 404).

Figure 19.1 shows an application message written in response to a posted job opening. The writer knows exactly what qualifications the organization is seeking and can “echo” those attributes back in his letter.

Writing a prospecting letter is more challenging because you don’t have the clear target you have with a solicited letter, and the message is unexpected. You will need to do more research to identify the qualities that a company would probably seek for the position you hope to occupy (see Figure 19.2 on page 548). Also, search for news items that involve the company, its customers, the profession, or the individual manager to whom you are writing. Using this information in your application letter helps you establish common ground with your reader—and it shows that you are tuned in to what is going on in the industry.

Tips For Writing Application Letters (1 of 2)

Avoid Gimmicks and Impress With Qualifications

Address to Individual Manager

Clearly Identify the Opportunity

Show Your Understanding of the Company and the Marketplace

Avoid Volunteering Salary Information

For either type of letter, follow these tips to be more effective:

●● Resist the temptation to stand out with gimmicky application letters; impress with knowledge and professionalism instead.

●● If the name of an individual manager is findable, address your letter to that person. (And if it is findable, make sure you find it, because other applicants will.) Search LinkedIn, the company’s website, industry directories, Twitter, and anything else you can think of to locate an appropriate name. Ask the people in your network if they know a name. If you can’t find a name, addressing your letter to “Dear Hiring Manager” is perfectly acceptable.

●● Clearly identify the opportunity you are applying for or expressing interest in.

●● Show that you understand the company and its marketplace.

●● Never volunteer salary history or requirements unless an employer has asked for this information.

Tips For Writing Application Letters (2 of 2)

Keep It Short

Show Some Personality

Project Confidence, Not Arrogance

Don’t Repeat Information from your Résumé

●● Keep it short—no more than three or four brief paragraphs. Remember that all you are trying to do at this point is move the conversation forward one step.

●● Show some personality while maintaining a business-appropriate tone. The letter gives you the opportunity to balance the facts-only tone of your résumé.

●● Project confidence without being arrogant.

●● Don’t just repeat information from your résumé; use the conversational tone of the letter to convey additional professional and personal qualities and the reasons that you’re a good candidate for this particular job (see Figure 19.3). Because application letters are persuasive messages, the AIDA approach you learned in Chapter 12 is ideal, as the following sections explain.

Using the AIDA Method for Application Letters

Getting Attention

Building Interest

Increasing Desire

Motivating Action

Because application letters are persuasive messages, the AIDA approach you learned in Chapter 12 is ideal, as the following sections explain.

Getting Attention: The opening paragraph of your application letter must accomplish two essential tasks: (1) explain why you are writing and (2) give the recipient a reason to keep reading by demonstrating that you have some immediate potential for meeting the company’s needs.

Building Interest and Increasing Desire: The middle section of your letter presents your strongest selling points in terms of their potential benefit to the organization, thereby building interest in you and creating a desire to interview you. Be specific and back up your assertions with convincing evidence. In a solicited letter, be sure to discuss each major requirement listed in the job posting. If you are deficient in any of these requirements, stress other solid selling points to help strengthen your overall presentation.

Motivating Action: The final paragraph of your application letter has two important functions: to ask the reader for a specific action (usually an interview) and to facilitate a reply. Offer to come to the employer’s office at a convenient time or, if the firm is some distance away, to meet with its nearest representative or arrange a telephone or Skype interview. Include your email address and phone number, as well as the best times to reach you.

Following Up After Submitting a Résumé

Making a Positive Impression

Adhere to Employer’s Instructions

Be Aware of Job Closing Dates

Deciding if, when, and how to follow up after submitting your résumé and application letter is one of the trickiest parts of a job search. First and foremost, keep in mind that employers continue to evaluate your communication efforts and professionalism during this phase, so don’t say or do anything to leave a negative impression. Second, adhere to whatever instructions the employer has provided. If a job posting says “no calls,” for example, don’t call. Third, if the job posting lists a close date, don’t call or write before then because the company is still collecting applications and will not have made a decision about inviting people for interviews. Wait a week or so after the close date. If no close date is given and you have no other information to suggest a timeline, you can generally contact the company starting a week or two after submitting your résumé.

Asking Follow-Up Questions

Has a hiring decision been made yet?

Can you tell me what to expect next in terms of the hiring process?

What is the company’s time frame for filling this position?

Could I follow up in another week?

Can I provide any additional information?

When you follow up by email or telephone, you can share an additional piece of information that links your qualifications to the position (keep an eye out for late-breaking news about the company, too) and ask a question about the hiring process as a way to gather some information about your status. Good questions to ask include:

●● Has a hiring decision been made yet?

●● Can you tell me what to expect next in terms of the hiring process?

●● What is the company’s time frame for filling this position?

●● Could I follow up in another week if you haven’t had the chance to contact me yet?

●● Can I provide any additional information regarding my qualifications for the position? Whatever the circumstances, a follow-up message can demonstrate that you’re sincerely interested in working for the organization, persistent in pursuing your goals, and committed to upgrading your skills.

Understanding the Interview Process

LO 19.2 Describe the typical sequence of job interviews, the major types of interviews, and the attributes employers look for during an interview.

An employment interview is a meeting during which both you and the prospective employer ask questions and exchange information. The employer’s objective is to find the best talent to fill available job openings, and your objective is to find the right match for your goals and capabilities.

As you get ready to begin interviewing, keep two vital points in mind. First, recognize that the process takes time. Start your preparation and research early; the best job offers usually go to the best-prepared candidates. Second, don’t limit your options by looking at only a few companies. By exploring a wide range of firms and positions, you might uncover great opportunities that you would not have found otherwise. You’ll increase the odds of getting more job offers, too.

The Typical Sequence of Interviews

The Screening Stage

The Selection Stage

The Final Stage

Most employers interview an applicant multiple times before deciding to make a job offer. At the most selective companies, you might have a dozen or more individual interviews across several stages. Depending on the company and the position, the process may stretch out over many weeks, or it may be completed in a matter of days.

Employers start with the screening stage, in which they filter out applicants who are unqualified or otherwise not a good fit for the position. Screening can take place on your school’s campus, at company offices, via telephone (including Skype or another Internet-based phone service), or through a computer-based screening system. Time is limited in screening interviews, so keep your answers short while providing a few key points that confirm your fit for the position. If your screening interview will take place by phone, try to schedule it for a time when you can be focused and free from interruptions.

The next stage of interviews, the selection stage, helps the organization identify the top candidates from all those who qualify. During these interviews, show keen interest in the job, relate your skills and experience to the organization’s needs, listen attentively, and ask questions that show you’ve done your research.

If the interviewers agree that you’re a good candidate, you may receive a job offer, either on the spot or a few days later by phone, mail, or email. In other instances you may be invited back for a final evaluation, often by a higher-ranking executive. The objective of the final stage is often to sell you on the advantages of joining the organization.

Common Types of Interviews

Structured vs. Unstructured

Panel and Group

Behavioral and Situational

Working and Stress

Structured Versus Unstructured Interviews: In a structured interview, the interviewer (or a computer program) asks a series of questions in a predetermined order. Structured interviews help employers identify candidates who don’t meet basic job criteria, and they allow the interview team to compare answers from multiple candidates. In contrast, in an open-ended interview, the interviewer adapts his or her line of questioning based on the answers you give and any questions you ask. Even though it may feel like a conversation, remember that it’s still an interview, so keep your answers focused and professional.

Panel and Group Interviews: Although one-on-one interviews are the most common format, some employers use panel or group interviews as well. In a panel interview, you meet with several interviewers at once. Try to make a connection with each person on the panel, and keep in mind that each person has a different perspective, so tailor your responses accordingly. A key purpose of a group interview is to observe how the candidates interact.

Behavioral, Situational, Working, and Stress Interviews: Interviewing techniques also vary based on the types of questions you are asked. Perhaps the most common type of interview these days is the behavioral interview, in which you are asked to relate specific incidents and experiences from your past. In contrast to generic questions that can often be answered with “canned” responses, behavioral questions require candidates to use their own experiences and attributes to craft answers.

A situational interview is similar to a behavioral interview except that the questions focus on how you would handle various hypothetical situations on the job. The situations will likely relate closely to the job you’re applying for, so the more you know about the position, the better prepared you’ll be.

A working interview is the most realistic type of interview: You actually perform a job-related activity during the interview. You may be asked to lead a brainstorming session, solve a business problem, engage in role playing, or even make a presentation.

The most unnerving type of interview is the stress interview, during which you might be asked questions designed to unsettle you or might be subjected to long periods of silence, criticism, interruptions, and or even hostile reactions by the interviewer.

Interview Media

Telephone

Email or IM

Video

Online

Expect to use a variety of media when you interview, from in-person conversations to virtual meetings.

Treat a telephone interview as seriously as you would an in-person interview.

When interviewing via email or IM, be sure to take a moment to review your responses before sending them.

In a video interview, speak to the camera as though you are addressing the interviewer in person.

Online interviews can range from simple structured questionnaires and tests to sophisticated job simulations that are similar to working interviews.

What Employers Look For in an Interview

Suitability

Handle Responsibilities

Skills Match

Good Fit with Organization, Team, and Position

Soft Skills – confident, dedicated, positive, team-player, leadership abilities

Fit with Company Culture

Interviews give employers the chance to go beyond the basic data of your résumé to get to know you and to answer two essential questions. The first is whether you can handle the responsibilities of the position. Naturally, the more you know about the demands of the position, and the more you’ve thought about how your skills match those demands, the better you’ll be able to respond.

The second essential question is whether you will be a good fit with the organization and the target position. All good employers want people who are confident, dedicated, positive, curious, courteous, ethical, and willing to commit to something larger than their own individual goals. Companies also look for fit with their individual cultures. Just like people, companies have different “personalities.” Some are intense; others are more laid back. Some emphasize teamwork; others expect employees to forge their own way and even to compete with one another. Expectations also vary from job to job within a company and from industry to industry. An outgoing personality is essential for sales but less so for research, for instance.

Preemeployment Testing and Background Checks

Integrity Tests

Personality and Cognitive Tests

Language Proficiency Tests

Job Knowledge and Job-Skills Tests

Substance Tests

Background Checks

In an effort to improve the predictability of the selection process, many employers now conduct a variety of preemployment evaluations and investigations. Here are types of assessments you are likely to encounter during your job search:

●● Integrity tests. Integrity tests attempt to measure how truthful and trustworthy a candidate is likely to be.

●● Personality tests. Personality tests are designed to gauge such aspects as attitude toward work, interests, managerial potential, dependability, commitment, and motivation.

●● Cognitive tests. Cognitive tests measure a variety of attributes involved in acquiring, processing, analyzing, using, and remembering information. Typical tests involve reading comprehension, mathematics, problem solving, and decision making.

●● Language proficiency. You may be asked to take a reading or writing test.

●● Job knowledge and job-skills tests. These assessments measure the knowledge and skills required to succeed in a particular position. An accounting candidate, for example, might be tested on accounting principles and legal matters (knowledge) and asked to create a simple balance sheet or income statement (skills).

●● Substance tests. A majority of companies perform some level of drug and alcohol testing. Many employers believe such testing is necessary to maintain workplace safety, ensure productivity, and protect companies from lawsuits, but others view it as an invasion of employee privacy.

●● Background checks. In addition to testing, most companies conduct some sort of background check, including reviewing your credit record, checking to see whether you have a criminal history, and verifying your education. Moreover, you should assume that every employer will conduct a general online search on you. To help prevent a background check from tripping you up, verify that your college transcripts are current, look for any mistakes or outdated information in your credit record, plug your name into multiple search engines to see whether anything embarrassing shows up, and scour your social network profiles and connections for potential problems. Preemployment assessments are a complex and controversial aspect of workforce recruiting.

Translating Your Potential Into a Specific Solution

Customize Your Résumé for Each Position

Relate Your Experience and Skills to the Specific Needs of the Position

An important aspect of the employer’s quality-of-hire challenge is trying to determine how well a candidate’s attributes and experience will translate into the demands of a specific position. Customizing your résumé to each job opening is an important step in showing employers that you will be a good fit. As you can see from the sample résumés in Figures 18.4 through 18.6 on pages 529–531, customizing your résumé is not difficult if you have done your research. In fact, from your initial contact all the way through the interviewing process you will have opportunities to impress recruiters by explaining how your general potential translates to the specific needs of the position.

Preparing for a Job Interview

LO 19.3 List six tasks you need to complete to prepare for a successful job interview.

Now that you’re armed with insights into the interviewing and assessment process, you’re ready to begin preparing for your interviews. Preparation will help you feel more confident and perform better under pressure, and preparation starts with learning about the organization.

Thinking Ahead About Questions

Interviewer's Questions	Your Own Questions
Handle Confidently	Ask Insightful Questions

Planning ahead for the interviewer’s questions will help you handle them more confidently and successfully. In addition, you will want to prepare insightful questions of your own.

Learning About the Organization and Your Interviewers

Company	Managers
Operations	Names and Job Titles
Markets	Professional Organizations
Challenges	Common Interests

Employers expect serious candidates to demonstrate an understanding of the company’s operations, its markets, and its strategic and tactical challenges. You’ve already done some initial research to identify companies of interest, but when you’re invited to an interview, it’s time to dig a little deeper (see Table 19.2). Making this effort demonstrates your interest in the company, and it identifies you as a business professional who knows the importance of investigation and analysis.

In addition to learning about the company and the job opening, try to find out as much as you can about the managers who will be interviewing you, if you can get their names. Search LinkedIn in particular. It’s also perfectly acceptable to ask your contact at the company for the names and titles of the people who will be interviewing you. Whatever information you can find, think about ways to use it during your interview. For example, if an interviewer lists membership in a particular professional organization, you might ask whether the organization is a good forum for people to learn about vital issues in the profession or industry. This question gives the interviewer an opportunity to talk about his or her own interests and experiences for a moment, which builds rapport and might reveal vital insights into the career path you are considering. Just make sure your questions are sincere and not uncomfortably personal.

Planning for the Employer’s Questions

What is the Hardest Decision You’ve Had to Make?

What is Your Greatest Weakness?

Where Do You Want to be in Five Years?

What Didn’t You Like About Your Previous Jobs?

Tell Me About Yourself

How Do You Spend Your Free Time?

Many general interview questions are “stock” queries you can expect to hear again and again during your interviews. Get ready to face these six at the very least:

●● What is the hardest decision you’ve ever had to make? Be prepared with a good example (that isn’t too personal), explaining why the decision was difficult, how you made the choice you made, and what you learned from the experience.

●● What is your greatest weakness? This question seems to be a favorite of some interviewers, although it probably rarely yields useful information. One good strategy is to mention a skill or attribute you haven’t had the opportunity to develop yet but would like to in your next position. Another option is to discuss a past shortcoming you took steps to correct.

●● Where do you want to be five years from now? This question tests (1) whether you’re merely using this job as a stopover until something better comes along and (2) whether you’ve given thought to your long-term goals.

●● What didn’t you like about previous jobs you’ve held? Answer this one carefully: The interviewer is trying to predict whether you’ll be an unhappy or difficult employee. Describe something that you didn’t like in a way that puts you in a positive light, such as having limited opportunities to apply your skills or education. Avoid making negative comments about former employers or colleagues.

●● Tell me something about yourself. One good strategy is to briefly share the “story of you” (see page 515)—quickly summarizing where you have been and where you would like to go—in a way that aligns your interests with the company’s.

●● How do you spend your free time? This question can pop up late in an interview, after the interviewer has covered the major work-related questions and wants to get a better idea of what sort of person you are. Prepare an answer that is honest and that puts you in a positive light, without revealing more than you are comfortable revealing or suggesting that you might not fit in the corporate culture. Sports, hobbies, reading, spending time with family, and volunteer work are all “safe” answers.

Planning Questions of Your Own

Demonstrate Your Understanding

Steer the Discussion

Evaluate the Opportunity

Meet Interviewers’ Expectations

Remember that an interview is a two-way conversation: The questions you ask are just as important as the answers you provide. By asking insightful questions, you can demonstrate your understanding of the organization, steer the discussion into areas that allow you to present your qualifications to best advantage, and verify for yourself whether this is a good opportunity. Plus, interviewers expect you to ask questions, and they look negatively on candidates who don’t have any questions to ask. For good questions that you might use as a starting point, see Table 19.4.

Boosting Your Confidence

Remind Yourself of the Value You Bring to the Employer

Emphasize Your Positive Traits

Highlight Individual Strengths

Focus on How You Can Help the Organization Succeed

Demonstrate Your Preparedness

Interviewing is stressful for everyone, so some nervousness is natural. However, you can take steps to feel more confident. Start by reminding yourself that you have value to offer the employer and that the employer already thinks highly enough of you to invite you to an interview.

If some aspect of your appearance or background makes you uneasy, correct it if possible or offset it by emphasizing positive traits such as warmth, wit, intelligence, or charm. Instead of dwelling on your weaknesses, focus on your strengths. Instead of worrying about how you will perform in the interview, focus on how you can help the organization succeed. As with public speaking, the more prepared you are, the more confident you’ll be.

Polishing Your Interview Style

Build Your Competence and Confidence

Stage and Record Mock Interviews

Look For Opportunities to Improve

Observe Your Nonverbal Behavior

Improve Speaking Voice

Competence and confidence are the foundation of your interviewing style, and you can enhance them by giving the interviewer an impression of poise, good manners, and good judgment. You can develop a smooth style by staging mock interviews with a friend or using an interview simulator on your phone or tablet (see Figure 19.5). Record these mock interviews so you can evaluate yourself. Your college’s career center may have computer-based systems for practicing interviews as well.

After each practice session, look for opportunities to improve. Have your mock interview partner critique your performance, or critique yourself if you’re able to record your practice interviews, using the list of warning signs shown in Table 19.5. Pay close attention to the length of your planned answers as well. Interviewers want you to give complete answers, but they don’t want you to take up valuable time or test their patience by chatting about minor or irrelevant details.

In addition to reviewing your answers, evaluate your nonverbal behavior, including your posture, eye contact, facial expressions, and hand gestures and movements. Do you come across as alert and upbeat or passive and withdrawn? Pay close attention to your speaking voice as well. If you tend to speak in a monotone, for instance, practice speaking in a livelier style, with more inflection and emphasis. And watch out for “filler words” such as uh and um. Many people start sentences with a filler without being conscious of doing so. Train yourself to pause silently for a moment instead as you gather your thoughts and plan what to say.

Presenting a Professional Image (1 of 2)

Neat, “Adult” Hairstyle

Conservative Business Suit for Formal Settings

Smart-Looking “Business Casual” For Less Formal Settings

Limited Jewelry

No Visible Tattoos or Piercings

Clothing and grooming are important elements of preparation because they reveal something about a candidate’s personality, professionalism, and ability to sense the unspoken “rules” of a situation. Your research into various industries and professions should give you insight into expectations for business attire. If you’re not sure what to wear, ask someone who works in the same industry or even visit the company at the end of the day and see what employees are wearing as they leave the office. You don’t need to spend a fortune on interview clothes, but your clothes must be clean, pressed, and appropriate.

The following look will serve you well in most interview situations:

●● Neat, “adult” hairstyle

●● For more formal environments, a conservative business suit (for women, that means no exposed midriffs, short skirts, or plunging necklines) in a dark solid color or a subtle pattern such as pinstripes; white shirt and understated tie for men; coordinated blouse for women

●● For less formal environments, smart-looking “business casual,” including a pressed shirt or blouse and nice slacks or a skirt

●● Limited jewelry (men, especially, should wear very little jewelry)

●● No visible piercings other than one or two earrings (for women only)

●● No visible tattoos, although this expectation is changing in some industries

Presenting a Professional Image (2 of 2)

Stylish, Professional-Looking Shoes

Clean Hands and Trimmed Fingernails

Little or No Perfume or Cologne

Subtle Makeup

Exemplary Personal Hygiene

The following look will serve you well in most interview situations:

●● Neat, “adult” hairstyle

●● For less formal environments, smart-looking “business casual,” including a pressed shirt or blouse and nice slacks or a skirt

●● Limited jewelry (men, especially, should wear very little jewelry)

●● No visible piercings other than one or two earrings (for women only)

●● No visible tattoos, although this expectation is changing in some industries

Being Ready When You Arrive

Preparing	Traveling	Waiting
Your Résumé	Know Location	Review Notes
Documentation	Plan Route	Be Professional
Mobile Devices	Set Travel Time	Be Courteous

When you go to your interview, take a small notebook, a pen, a list of the questions you want to ask, several copies of your résumé (protected in a folder), an outline of what you have learned about the organization, and any past correspondence about the position. You may also want to take a small calendar, a transcript of your college grades, a list of references, and a portfolio containing samples of your work, performance reviews, and certificates of achievement. Think carefully if you plan to use a tablet computer or any other device for note taking or reference during an interview. You don’t want to waste any of the interviewer’s time fumbling with it. Also, turn off your mobile phone; in a recent survey of hiring professionals, answering calls or texting while in an interview was identified as the most common mistake job candidates make during their interviews.

Be sure you know when and where the interview will be held. The worst way to start any interview is to be late. Verify the route and time required to get there, even if that means traveling there ahead of time. Plan to arrive early, but don’t approach the reception desk until 5 minutes or so before your appointed time. Chances are the interviewer won’t be ready to receive you until the scheduled time.

If you have to wait for the interviewer, use this time to review the key messages about yourself you want to get across in the interview. Conduct yourself professionally while waiting. Show respect for everyone you encounter, and avoid chewing gum, eating, or drinking. Anything you do or say at this stage may get back to the interviewer, so make sure your best qualities show from the moment you enter the premises.

Interviewing for Success

LO 19.4 Explain how to succeed in all three stages of an interview.

At this point, you have a good sense of the overall process and know how to prepare for your interviews. The next step is to get familiar with the three stages of every interview: the warm-up, the question-and-answer session, and the close.

The Warm-Up

Why Do You Want to Work Here?

What Do You Know About Us?

Tell Me a Little About Yourself

Of the three stages, the warm-up is the most important, even though it may account for only a small fraction of the time you spend in the interview. Studies suggest that many interviewers make up their minds within the first 20 seconds of contact with a candidate.

Don’t let your guard down if the interviewer engages in what feels like small talk; these exchanges are every bit as important as structured questions.

Body language is crucial at this point. Stand or sit up straight, maintain regular but natural eye contact, and don’t fidget. When the interviewer extends a hand, respond with a firm but not overpowering handshake. Repeat the interviewer’s name when you’re introduced (“It’s a pleasure to meet you, Ms. Litton”). Wait until you’re asked to be seated or the interviewer has taken a seat. Let the interviewer start the discussion, and be ready to answer one or two substantial questions right away. The following are some common openers:

●● Why do you want to work here?

●● What do you know about us?

●● Tell me a little about yourself.

The Question-and-Answer Stage

Answering and Asking Questions

Listening to the Interviewer

Handling Discriminatory Questions

Questions and answers usually consume the greatest part of the interview. Depending on the type of interview, the interviewer will likely ask about your qualifications, discuss some of the points mentioned in your résumé, and ask about how you have handled particular situations in the past or would handle them in the future. You’ll also be asking questions of your own.

Answering and Asking Questions: Let the interviewer lead the conversation and never answer a question before he or she has finished asking it. Not only is this type of interruption rude, but the last few words of the question might alter how you respond. As much as possible, avoid one-word yes or no answers. Use the opportunity to expand on a positive response or explain a negative response.

Listening to the Interviewer: Paying attention when the interviewer speaks can be as important as giving good answers or asking good questions. Review the tips on listening offered in Chapter 2. The interviewer’s facial expressions, eye movements, gestures, and posture may tell you the real meaning of what is being said. Be especially aware of how your answers are received. Does the interviewer nod in agreement or smile to show approval? If so, you’re making progress. If not, you might want to introduce another topic or modify your approach.

Handling Potentially Discriminatory Questions: A variety of federal, state, and local laws prohibit employment discrimination on the basis of race, ethnicity, gender, age (at least if you’re between 40 and 70), marital status, religion, national origin, or disability. Interview questions designed to elicit information on these topics are potentially illegal. If an interviewer asks a potentially unlawful question, consider your options carefully before you respond. You can answer the question as it was asked, you can ask tactfully whether the question might be prohibited, you can simply refuse to answer it, or you can try to answer “the question behind the question.”

The Close

Concluding Gracefully

Discussing Salary

Interview Notes

Like the warm-up, the end of the interview is more important than its brief duration would indicate. These last few minutes are your final opportunity to emphasize your value to the organization and to correct any misconceptions the interviewer might have. Be aware that many interviewers will ask whether you have any more questions at this point, so save one or two from your list.

Concluding Gracefully: You can usually tell when the interviewer is trying to conclude the session. He or she may ask whether you have any more questions, check the time, summarize the discussion, or simply tell you that the allotted time for the interview is up. When you get the signal, be sure to thank the interviewer for the opportunity and express your interest in the organization.

Discussing Salary: If you receive an offer during the interview, you’ll naturally want to discuss salary. However, let the interviewer raise the subject. If asked your salary requirements during the interview or on a job application, you can say that your requirements are open or negotiable or that you would expect a competitive compensation package.

Interview Notes: Maintain a notebook or simple database with information about each company, interviewers’ answers to your questions, contact information for each interviewer, the status of follow-up communication, and upcoming interview appointments. Carefully organized notes will help you decide which company is the right fit for you when it comes time to choose from among the job offers you receive.

Following Up After the Interview

LO 19.5 Identify the most common employment messages that follow an interview and explain when you would use each one.

Staying in contact with a prospective employer after an interview shows that you really want the job and are determined to get it. Doing so also gives you another chance to demonstrate your communication skills and sense of business etiquette. Following up brings your name to the interviewer’s attention once again and reminds him or her that you’re actively looking and waiting for the decision.

Any time you hear from a company during the application or interview process, be sure to respond quickly. Companies flooded with résumés may move on to another candidate if they don’t hear back from you within 24 hours.

Types of Messages (1 of 2)

Follow-Up Message

Message of Inquiry

Request for a Time Extension

Send a follow-up message within two days of the interview, even if you feel you have little chance of getting the job. These messages are often referred to as “thank-you notes,” but they give you an important opportunity to go beyond merely expressing your appreciation. You can use the message to reinforce the reasons you are a good choice for the position, modify any answers you gave during the interview if you realize you made a mistake or have changed your mind, and respond to any negatives that might have arisen in the interview (see Figure 19.6). Email is usually acceptable for follow-up messages, unless the interviewer has asked you to use other media.

Message of Inquiry: If you’re not advised of the interviewer’s decision by the promised date or within two weeks, you might make an inquiry. A message of inquiry (which can be handled by email if the interviewer has given you his or her email address) is particularly appropriate if you’ve received a job offer from a second firm and don’t want to accept it before you have an answer from the first.

Request for a Time Extension: If you receive a job offer while other interviews are still pending, you can ask the employer for a time extension. Open with a strong statement of your continued interest in the job, ask for more time to consider the offer, provide specific reasons for the request, and assure the reader that you will respond by a specific date (see Figure 19.7 on page 568).

Types of Messages (2 of 2)

Follow-Up Message

Message of Inquiry

Request for a Time Extension

Letter of Acceptance: When you receive a job offer you want to accept, reply within five days. Begin by accepting the position and expressing thanks. Identify the job you’re accepting. In the next paragraph, cover any necessary details. Conclude by saying that you look forward to reporting for work. As always, a positive letter should convey your enthusiasm and eagerness to cooperate. Be aware that a job offer and a written acceptance of that offer can constitute a legally binding contract, for both you and the employer. Before you send an acceptance letter, be sure you want the job.

Letter Declining a Job Offer: After all your interviews, you may find that you need to write a letter declining a job offer. Use the techniques for negative messages (see Chapter 11): Open warmly, state the reasons for refusing the offer, decline the offer explicitly, and close on a pleasant note that expresses gratitude. By taking the time to write a sincere, tactful letter, you leave the door open for future contact.

Letter of Resignation: If you get a job offer while employed, you can maintain good relations with your current employer by writing a thoughtful letter of resignation to your immediate supervisor. Follow the advice for negative messages and make the letter sound positive, regardless of how you feel. Say something favorable about the organization, the people you work with, or what you’ve learned on the job. Then state your intention to leave and give the date of your last day on the job. Be sure you give your current employer at least two weeks’ notice.