In this issue...

• Above and Beyond

• Enticing Top Performers to Join Your Team

• Walk-A-Thon Raises Over $250,000

• What Should You Ask the Interviewer?

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Above and Beyond

Going the extra mile is almost always rewarded, no matter the endeavor, and this is certainly true during a job interview.  However, it’s not only important for the job seeker, but also for the employer.  In this issue of the ASM, we take a closer look at the questions that should be asked by job seekers during interviews . . . and how employers should answer them.  And speaking of going the extra mile, the tally is in for the Maryland Society for the Prevention of Cruelty to Animals (SPCA) 11th Annual Walk-A-Thon.  So enjoy this issue of the Animal Science Monitor, and thank you for being a loyal reader.

—Dan and Don

During a job interview, it’s sometimes easy for a hiring manager to assume that the only person who has to sell themselves is the candidate.  However, as the job market continues to change dramatically and quality candidates are more and more scarce, it’s becoming increasingly important for company officials to realize that it would be in their best interests to sell the qualities of their company, as well.

During the past few years, most candidates conducting job searches were only able to secure one interview at a time, if that many.  These days, candidates are being courted by at least two or three potential employers.  That means that the candidate sitting across from you in an interview, especially if they’re a star candidate, is more than likely interviewing with one of your competitors (or perhaps more than one) at the same time they’re interviewing with you.

Remember—it’s not about the money

During any interview, it’s customary, of course, for the person doing the interviewing to ask the questions.  However, they shouldn’t ask all of the questions.  In fact, if you’re interviewing a star candidate, they will expect to ask some questions, too, and you should set aside a portion of the interview to answer their inquiries.

This is an excellent opportunity for a hiring manager to sell the unique or attractive characteristics of their company.  There are certain questions that nearly all candidates ask during an interview, and you should be prepared to answer those questions in detail.  Although the responses should be completely honest and forthright in nature, they should also be more than just informational and factual in tone.

Remember that when a candidate is faced with multiple offers and is in the process of deciding which one to take, the deciding factor is rarely, if ever, money, especially in this market.  (I’ve discussed this in previous issues of the ASM.)  As a result, compensation won’t necessarily be one of your main selling points, since the compensation package you’re offering is probably very similar to the one your competitors are offering.

Below are three major selling points you can use to ensure that the top candidates in your industry accept your offer and not somebody else’s.

• The Company’s Goals for the Future—Employees want to work for a company that, quite simply, is going somewhere.  You know your company’s goals for the future, but that doesn’t mean that the candidate has any knowledge of them, especially knowledge of their existence.  Now of course, you don’t have to go into a lot of detail, but the candidate wants to know that they’re joining a team with a common goal and common purpose.  If you omit this information, the candidate might assume that you have no stated organizational goals, or if you have them, you didn’t deem them important enough to mention them.  Either way, that’s a negative impression (not to mention an incorrect one).

• The Position’s Potential for Growth—In addition to the overall goals of the company, the candidate will also want to know how quickly and how far they can grow in the position, should they be hired.  It goes without saying that the more potential that exists for growth, the more attractive the position will be.  You can go into as much detail with this point as you would like.

• The Company’s Culture—This is probably the hardest of the three to sell because it’s the most difficult to articulate and communicate both accurately and effectively.  It’s almost a synopsis of your company’s personality, the way it works and operates and what guidelines are utilized to produce the most beneficial environment possible.  For example, perhaps workers at your company have the option of a flexible schedule.  This is part of the company’s culture and should be communicated to the candidate.  (As a side note, a flexible schedule, especially for candidates with children, is a major selling point these days.)

There are other questions that candidates are prone to ask and other subjects they might touch upon.  Be sure to read Don Hunter’s article, “What Should You Ask the Interviewer?”, also included in this issue of the ASM, to give you a better idea of what those questions and topics might be.

Don’t be modest

There’s no telling exactly how far the market is going to swing in candidates’ favor in the future.  The retirement of the Baby Boomer Generation is just in its beginning stages.  However, the demographics of the situation are fairly staggering, and they paint a picture where top-level candidates will only select those companies that have done an extraordinary job of selling themselves, of communicating the numerous advantages associated with working for their organization.

What is your company’s policy when it comes to touting its positive attributes, those things that are most attractive?  This is not the time to be modest or tight-lipped.  You work for a great company.  You know this—but each and every candidate that interviews with your organization should know it, too, before they walk out that door.

If you have any questions concerning this topic or would like to discuss it more in-depth, please contact me at dan@consearch.com.

Walk-A-Thon Raises Over $250,000

There’s nothing better than exceeding expectations, and that’s what the Maryland Society for the Prevention of Cruelty to Animals (SPCA) has done again this year.  The SPCA’s 11th Annual Walk-A-Thon helped to raise $250,000, far surpassing the $175,000 that was raised in 2005.  This year’s event was held on Sunday, April 2 at Druid Hill Park in Baltimore, Md.

For the fifth straight year, Continental Search & Outplacement, Inc., owner of The Animal Science Monitor and AnimalScienceJobs.com, helped to raise money for the Walk-A-Thon, collecting $750 for the charitable cause.  For the past two years, CSO has matched all ASM reader donations, dollar for dollar, up to $500.  In addition, Dan and Debra Simmons of Continental Search, along with their dog Barry, participated in the Walk-A-Thon, as well.

The mission of the Maryland SPCA, a private, non-profit organization, is to prevent cruelty and neglect of animals through the fostering of a more humane relationship between animals and people.  This mission is accomplished through education, advocacy, active direct care, pet population control, and screened adoptions.  For more information about the Maryland SPCA, visit www.mdspca.org.

Dan and Debra would like to thank everybody who made a contribution to this year’s event.  Your kindness and generosity are greatly appreciated.

What Should You Ask the Interviewer?
(By Don Hunter)

A job interview will quickly disintegrate into an interrogation or monologue unless you ask some high-quality questions of your own.  Candidate questions are the lifeblood of any successful interview because they create dialogue and help clarify your understanding of the company and the position responsibilities.  In addition, the questions you ask serve to indicate your grasp of fundamental issues, reveal your ability to probe beyond the superficial, and challenge the employer to reveal his or her own depth of knowledge and commitment to the job.

Your questions should always be slanted in such a way as to show empathy, interest, or understanding of the employer’s needs.  After all, the reason you’re interviewing is because the employer’s company has a piece of work that needs to be completed or has a problem that needs correcting.  Below is a list of some questions that have proven to be quite effective:

• What’s the most important issue facing the company (or department)?

• How can I help you accomplish this objective?

• How long has it been since you first identified this need?

• How long have you been trying to correct it?

• Have you tried using your present staff to get the job done?  If so, what was the result?

• Is there any particular skill or attitude you feel is critical to getting the job done?

• Is there a certain aspect of my background you’d like to exploit to help accomplish your objectives?

 
Questions like these will not only give you a sense of the company’s goals and priorities, they’ll indicate to the interviewer your concern for satisfying the company’s objectives.

If you have any questions about this topic, feel free to contact me at brg@charterinternet.com.