Below are examples of possible answers to this critical question. After reading them try to determine which is the strongest answer.

(A) The company had a re-organization, and my department was eliminated. The work had begun to dwindle so it was not a complete surprise. I liked my job and the people I was working with so I had been hoping that it wouldn’t affect us but unfortunately we were all let go. I would like to find a job similar to the one I lost.

(B) I am looking for a new challenge. I have been with my current company for two years now and don’t find the work as interesting as I once did. I am looking for a company where I can take on new challenges and grow. My current job is dead-ended for me.

(C) Since there are no advancement opportunities within the company, I have decided it would be a good time for me to look outside. I have set some career goals for myself that I could not achieve at that company. What I am looking for is a job with a bigger company where I can contribute, but also move on a career path that has more responsibility.

Have you selected the strongest answer? See if you agree with the advice below.

The Strongest Answer

(A) This is the strongest answer, not because of the lay off, but because it has an upbeat tone to it. You liked what you did and were hoping it wouldn’t happen. In other words, if it hadn’t been for something out of your control you would still be there. The answer indicates a good attitude about an unfortunate incident.

The Mediocre Answer

(C) This is an ok answer. It is natural to want to take on more responsibility. It is also acceptable to quit a job. A skilled interviewer would follow up with a question about your career goals and why you think you can achieve them at this company. Would you have an answer prepared for that follow-up question?

The Weakest Answer

(B) This is the weaker answer because it is trite. One of the most common answers to this question is that you are “looking for a challenge.” An interviewer might be concerned that if you were bored at your last job, you might find this job boring as well, or at least not “challenging” enough.
There are no “right” or “wrong” answers to this type of question, but there are ways of saying the same thing in a way that will make a stronger impression.

Before you head out to your next interview consider preparing for this and other difficult questions. A little time spent preparing and scripting of your answers before the interview will make a huge difference in the way you answer the question during the interview.

(Excerpts taken from “Boost Your Interview IQ” – Carole Martin – McGraw-Hill 2004) ``````````````````````````````````````````````````````````

Carole Martin is a celebrated author, trainer, and mentor. Carole can give you interviewing tips like no one else can. Get a copy of her FREE 9-part "Interview Success Tips" report by visiting Carole on the web at http://www.interviewcoach.com

Nevertheless, your company has helped get you where you are today- Confident to make a change to better yourself, but feeling a little uncomfortable about resigning. After all, leaving a job is a problem for your present employer. Now they have to try to find someone as good as you have been for them, and get them to be productive in a relatively short time , so they do not have any impact financially.

You may also have made friends at this company and that makes it even more difficult to resign, but you have to think about you-#1- because they certainly will be thinking about themselves at this point too!

Undoubtedly, they will be sorry to lose you. If you were your boss, what would you be inclined to do if someone you valued resigned? You would probably try to keep them! It is going to be inconvenient for you to replace them. They are probably contributing to the companies sales/profits and possibly are involved in projects that could become delayed due to their resignation….so, You make them a Counter Offer.

Counter offers are made in a variety of ways:

1. "We were just planning on giving you a raise. I guess I should have told you sooner!"

2."We will match your new offer- We don't want to lose you!"

3."Let's not move too quickly- let me talk to the owners and see if we can do something to keep you"

4."How can you do this? We have done so much for you and we really need you now!"

As you can imagine, this can be very flattering, and it is proven that it is a natural instinct to resist change, so your emotions can really start fluctuating at this point. Remember though, something made you go on other job interviews and even get to the point that you accepted another offer. What were the main reasons that you got to that point? Will that really change if you decide to stay?

Ask yourself these questions?

1. Do I really want to work for a company that will only give me what I want if I threaten to quit? Am I going to have to do this again down the road when things go back to normal?

2. If I do decide to stay, will they trust me after I have gone out on other interviews and expressed unhappiness with my current position?

3. If they have to lay someone off in the future, will they think of me first?

4. Is this really my next raise? When review time comes up later in the year, will I be eligible or not?

5. Since they have to give me more $$to stay, are they just pacifying me and will replace me with someone who would be happy with my current salary package? Then they can let me go when they have found that person!

I could go on and on, and let me tell you I have heard many different stories over the years. The bottom line is that accepting a Counter Offer is almost 99% always a MISTAKE!

I remember one case where my candidate had been interviewing due to a lack of growth potential at his current company. He secured an excellent opportunity at more $$, and also moved up one level and had at least 2 more steps that were possible for growth over the next ten or so years.

When he resigned, they hit him with about every possible thing they could to keep him, and he let his emotions rule his decision and accepted their Counter Offer. It took about 9 months, and I finally heard that he had been let go due to reorganization in the department. After we talked, he admitted that they told him that they chose to lay him off since he had expressed unhappiness with them earlier in the year.

Luckily for him, he really had much to offer other companies and we were able to secure him an offer almost as good as the one he had rejected. The only real issue was that he was unemployed for about 9 months and that was a hardship that he and his family had to endure. He told me that he would never be "lazy enough to stay where he was and accept a counter offer again!" He really had to learn the hard way, so try to learn from his mistake!

You need to end your relationship with your current company as professionally as you started it. You should resign with a resignation letter in hand- stating your two weeks notice and your commitment to accepting your new position. Hopefully, your company will be professional as well and let you move ahead to your new job…and retain the relationships that you had with them.

The counter offer lets you know that you did a good, possibly even great job for them. Accept it as a compliment and move ahead with the goal of being just as successful in your new job!

Get more up to date information on your confident interviewing strategies here: http://www.recruiterstips.com If you have a question that stumped you on an interview, send it to Wendy at wendy@recruiterstips.com Wendy Ahlheim Ahlheim Consulting Services 585-381-2401

Very early in my career as a Recruiter, an employer turned down a candidate for a variety of reasons- one being, he didn’t bother to shine his shoes! He had made the effort to do everything else right, but wore his “work shoes” on the interview! I also remember the woman who when I told her to wear stockings during the high heat of the summer, pacified me and decided not to listen to that advice.

On my follow-up call to the prospective employer, he was laughing at my advice and had decided to hire her because she had more common sense than her recruiter during a heat wave! Luckily for her, he was one of my most easygoing and relaxed clients; and stockings were not a big concern for him like they would have been to other prospective employers. Both of these stories illustrate the fact that your goal is to make the prospective employer concentrate on YOU and what you have to offer their company instead of what you are wearing!

Greet them with a firm handshake and a smile. There is nothing worse than a limp handshake. If you aren’t sure how yours is, test it with a friend you can trust to tell you the truth! Also, remember it is always a good idea not to wear after shave or perfume; and if you are a smoker, have your last puff before you leave your house and brush your teeth! At least once a week in the early years of my profession, an employer called to complain about “not being able to breathe with the smell in the room”- and most importantly, 9 times out of 10, that person was not hired because the first impression was not strong enough to overcome any concerns that might have come up during the interview.

After the strong impression is there, the first thing to accomplish is to be you .You are not on a stage! Maintain that” smile in your voice attitude”- Be friendly, poised and confident. Strive to project interest and eagerness in both the company and the interviewer.

Secondly, you must go into each interview with the attitude that you want the job! Over the years, I told many people to do that, and the typical response always was- how do I know if I really do want the job? My answer was always the same. If you go in with the correct attitude, you can get the offer! If for some reason the offer is not one you want, it still will give you that extra spark of confidence that you are interviewing well and presenting yourself in the right way.

Prior to the interview, take the time to prepare a simple Feature-Benefit Presentation on yourself. Think of your strengths and then turn them into features that the prospective employer will gain if they hire you! For example- You are self-motivated- the Benefit is that the employer can count on you to complete any tasks that your position requires, as well as the fact that you keep yourself Positive and always keep moving forward!

The third step to successful interviewing is the CLOSE. Remember, an interview is a sales call on you! You need to close the employer on the fact that you are the answer to their dreams! As you see the interview winding down and you have asked all of your questions, and answered all of theirs- Simply say-“We have been together for an hour now. I feel that I have a very good idea of what you are looking for. Where do I stand in relation to those you have already seen? Is there any other information that I could give you about myself or my background?”

Try to find out if there are any objections that you can overcome on the spot; and if there are, answer honestly and confidently. Never leave the interview without a final closing statement- “I am sure that I could be an asset to your company and I would like to continue to show you how. Can we set up the next meeting in the process?”

This is a very important way to end the interview so there is no doubt in the employer’s mind that you want the opportunity. Many times as I followed up with employers after an interview, I would tell them how much the candidate enjoyed meeting them and how excited they were about the job , and I would get the comment-“ that’s nice they told you! I wish they had told me that during our meeting.” I usually had to do a little more selling to get the employer to give the candidate another chance. Without a recruiter interceding, the process would certainly be over for that person!

Let them know that you are what they have been looking for- In the unlikely event that you don’t get the offer - it probably just wasn’t meant to be, and fate has saved you time and aggravation; or if you really do not want to pursue the opportunity, just thank the prospective employer for their time and let them know you will consider it further. You can then follow-up with a note letting them know that you do not feel that it is the right fit for you. You never want to close a door poorly because you never know what might be available with that prospective employer down the road.

REMEMBER TO BE CONFIDENT IN YOU! IT WILL SURELY COME THROUGH ON YOUR INTERVIEWS!

Get more up to date information on your confident interviewing strategies here: http://www.recruiterstips.com If you have a question that stumped you on an interview, send it to Wendy at wendy@recruiterstips.com Wendy Ahlheim Ahlheim Consulting Services 585-381-2401

*Although we do not specifically mention the foyer, the outer office, the parking area, restrooms, kitchens, loading docks and break areas in the article below; the information also applies.

One of the most valuable cues about a prospective Hiring Authority (HA) is “reading” his/her inner office, walls, furniture, personal desk, and bookshelves. It will help us shorten our transition period if we can learn to interpret the public, private and concealed office area.

We will gain a unique, invaluable and vital portrait and perspective of our hiring authority, potential employer and the “inner” workings of the company merely by being observant. No single source of information can be as effective or deliver as much an impact as the "personal space" that the Hiring Authority’s (HA) construct for themselves.

Our ability to interpret the "ego wall" can be a major determinant of our efficacy in making effective interview/sales calls. Although not always completely indicative of the message, it is one of the best guidelines that we might have to read our potential HA. The position of the desk, chairs, tables, carpets, types of desks, plaques, and other decorations broadcast loudly and clearly the HA’s inner motivation or other even more muted messages.

As we first enter the inner office of the HA, we should immediately begin to take mental inventory and note of where the “ego wall” is and what is placed on it.

There are really five walls. Below we will discuss each briefly:

Wall One:
Is immediately behind the interviewer. Were we placed in a position to admire, bask and sit in awe of the accomplishments of our HA?

Wall Two:
The "wall" faces the HA. This has two possible conclusions.
One is that our prospect is so comfortable with their skill, background, etc., that they need not glow in its light.

Two is that the HA needs the constant reinforcement of their accomplishments to gird their loins. They need to face their accomplishments.

(The real questions is how often does the HA gaze at his "wall" in conversation with us? What is the reaction they want from us?)

Wall Three:
The third arrangement can be viewed as having the greatest possible impact on our interviewing. When we enter an office the wall is designed to have both the representative and the HA facing the “wall.” The chairs and orientation of the room all face the” shrine.” The statement is quite clear. We are supposed to venerate, admire, and receive inspiration from their accomplishments.

Wall Four:
The fourth arrangement is very difficult to read. We must be very aware of obscure clues. There is no apparent "ego wall' at all, or at least, none that is discernable. This HA either has never bothered to, does not care to, or is in no position to establish an ego identity in his present surroundings. The HA may be in a position of working for a superior who takes umbrage at an inferior having better credentials; or the HA is not committed to their current employer and as such they have not taken “ possession” of their office, their responsibility, or their job.

Wall Five:
The fifth and final arrangement can be even more an indicator than all the others, this is the hidden, covered, or concealed "ego wall." Sometimes the HA is so comfortable with themselves, their surroundings, and their positions, that they will decorate their walls with their plaques, and then either because of time or deviousness will allow other things, i.e. cabinets, charts, etc., to cover or almost conceal them. Your assignment is to locate their ego wall and “comment” during the interview about the items that are concealed.

Each arrangement demands a different approach, and a different reaction system. Study, record and practice your reaction to each. The successful outcome of your interview demands your full attention to the smallest detail.

*Now that we have discussed the walls, lets look quickly at the other accoutrements of the office, the desk, phone, chairs, decorations, and tables. What statements do they make? Caution; ascertain if this is interviewer’s office before making any real assumptions. Remember, a little psychology can be dangerous. Don’t get carried away.

Bruce Dreyfus Dialogue Consulting Group www.dcghire.com" Today is your first Tomorrow" "Tasks are normally dismissed, measurable accomplishments are always recognized." www.dcghire.com/pmspindex.htm PERSONAL MARKETING STRATEGY PROGRAM for TRANSITION CANDIDATES

This risk avoidance causes most hiring processes to slow to a snail’s crawl. Risk aversion has forced many changes in the interview process; the group interview is one, etc, as it spreads the RISK. Your candidacy must outweigh these risks of hire. Your entire transition process must be designed to mitigate the Hiring Manager’s risk and increase their REWARD of HIRE.

We have written a portion of this discussion as if the manager was talking to him/herself during the review of your paper, interview stage, phone screen or face-to-face and at the offer stage of the hiring process. Please carefully prepare yourself to answer the below questions that most managers carry as their “hidden agenda.”

The following can be used as a guide; as you attempt to present your story, develop your answers and questions for the transition hiring process. Most hiring processes have three stages, Credential Review, Interview and Presentation, Offer & Negotiations, yours must as well.

Prior to submission of any credential information, your NARRATIVE, RESUME, PROFILE, or TRI-FOLD BROCHURE, be sure that those documents properly reflect the HIRING company’s needs and concerns; as well as the requirements of the prospective opportunity.

Your needs are irrelevant. The more study and research you do prior to contact with the prospective company or hiring authority, the more likely your PAPER will be selected or at least reviewed. You may have noticed that

I keep referring to the Hiring Manager; that does mean the Hiring Manager and not the HR department. Remember that the job search is really nothing more than a sales call, as such you call on the final buyer, not the “accounts payable department.”

I am not diminishing the value or role of the HR department, but they can make no real hiring decisions. Some of my best friends are HR people. But again, this process is a sales process; and the best prepared sales people are the ones who land the biggest deals. Remember, your transition job is to secure an interview first; the job offer comes second.

Here are the questions that most if not all; hiring managers ruminate over every time they are in a hiring mode. It is your job to be constantly aware of their “riskometer” in your transition process.

The following might well be considered the Hiring Manager’s trinity of interviewing.

Will hiring the candidate:
1. Reduce my stress?
2. Make me more money?
3. Possibly get me promoted?

Every other question should be viewed as being constructed by the hiring manager to satisfy one or all of the above. If risk of hire outweighs reward of hire, you will not get noticed, not get the interview and not ultimately get the offer.

Here are the seven silent hidden agenda questions that are on the minds of most Hiring Managers as they think about your credentials:

1. Will hiring this candidate be the best for: my career, my family, our company, our clients, and the candidate?
2. Does this candidate have measurable and verifiable Accomplishments, Competencies, and Potentials that can and will mitigate my immediate RISK of hire?
3. When I put this candidate in the job is he/she a used-to-be, a has-done, a can-do or a will-do?
4. If I put this candidate in the job will he/she embarrass me with my boss, clients, company, industry or him/herself?
5. Was this candidate’s presentation of “his/her product” presentation materials (resume, etc) done professionally, with thoughtful planning? Does it reflect my company’s, client’s and my needs?
6. Do I get value (V=N+A-C) for my recruiting dollar with this hire? Is this candidate the best I can afford? Are there better candidates available, if I just keep interviewing?

Does this candidate meet the Value statement that is inherent in every interview? If I hold out for a better candidate what opportunity cost am I risking? V=N2+A-C2 (Value equals need [perceived or real] plus application [use] less cost [emotional or fiscal.) Does the candidate, fit the value formula?

Since I have to remember that I need to concentrate on the need aspect of the formula, especially the corollary, that the higher the new applicant’s proposed salary the more the need is a perceived need and therefore the more costly the candidate becomes because emotional needs are NEVER a budgeted item.

That means I have to make an ARGUMENT for this candidate to my superiors. It means I have to take a stand.

7. Since I know the learning curve/sales cycle in our job assignment could be long, six months or better for this “new” hire, and I also know that cannot readily evaluate this new hire for at least 3 months; is my personal exposure worth the risk?

How much of a gamble am I willing to take on this “unknown” candidate? How much dislocation can my family stand if I fail with this hire? It maybe just easier not to extend the offer, or even to interview the candidate. It could be therefore easier, and less risky for me to do nothing!

Your task, as a candidate, is to HELP the Hiring Authority see past their immediate risk. You need to present the best "product" (YOU) in the most attractive form. That is the purpose of your Candidate Information Program (CIP) and interview preparation and practice time.

V=N2+A-C2
Use it. Focus on it. Buy THE CONCEPT. This formula can be the difference between an extended transition period and an imminent offer. It should be your mantra.

I hope this has been helpful in your pursuit of that next opportunity.

Bruce Dreyfus Dialogue Consulting Group www.dcghire.com 7705796050.com www.dcghire.com/pmspindex.htm PERSONAL MARKETING STRATEGY PROGRAM for TRANSITION CANDIDATES