Most job interviews are infected with confirmation bias. Even trained interviewers “judge the book by its cover”. They make up their minds about the job applicant as he/she enters the room, shakes hands and sits down. We also know that these snap unconscious judgments are useless at predicting how the person will perform on the job.
Equally useless are the idiosyncratic questions and brainteasers that are sometimes used. These play to the interviewer’s biases that retrospectively justify their first impressions.
If your interview takes this course, you need to have paid very close attention to how you look, your body language and your handshake. And learn the particular skill of dealing with “How would you move Mount Fuji” or “What song best describes your work ethic?”
Hitting it off
Job interviews involve answering the three questions: “Can do?”, “Will do?” “Fit?” But at the core of a successful interview is making a connection with the interviewer(s). “Hitting it off” means starting to build a relationship. There is plenty of evidence of companies adapting jobs in order to suit likeable candidates. They want people who show promise of possibly being in their ‘in-group’. They are looking for people who will not be a threat.
There are specific things that we can use to ensure that we create the strongest rapport possible with people and as a result, establish high levels of trust, respect and influential communication with them. First off, do some research on the persons you are meeting. Then apply the lessons of I Speak Your Language .
Ask yourself strategic questions to accelerate both your career and your job performance. There are five crucial competencies that predict to an interviewer that you are of high potential.
Learning Agility and a Drive for Results predict high performance. Add Boss and Peer Relationships along with Customer Focus and your promotion is positively predicted.
Developing PARs that tell of your competence in these five areas are highly effective in dealing with, not only the interviewer’s biases in unstructured interviews, but also in other more professional types of interview.
It is important not to communicate extremism in these competencies. For instance, don’t give the impression that you go for results at all costs without appropriate concern for people, teams due process, or norms and ethics. On the other hand, don’t communicate that you are more busy-busy than focused on outcomes.
Remember, we only get one chance to make a first impression. Call / text / email me for a free consultation: 0868812120 or firstname.lastname@example.org.