| Assessing the next career opportunity often brings a | | | | invest it with the best possible organization, can you |
| range of emotions for job seekers. There's exhilaration | | | | please tell me why I should do so here?" -- Bob |
| and excitement about exploring new possibilities, | | | | Wagner, owner. |
| learning new skills, solving issues and building new | | | | "What type of work is involved? What exactly |
| relationships, but there also may be anxiety over the | | | | would I be doing? How challenging is the work? How is |
| changes that may transpire and fear of the | | | | work distributed by management? How often are |
| unexpected. For job seekers who lived through a toxic | | | | reorganizations and why? What is the company's |
| workplace experience where bullying, mobbing and/or | | | | history of downsizing?" -- Roger A., research |
| dysfunctional behavior was the norm, this fear may be | | | | programmer/analyst. |
| especially heightened. | | | | "How many hours do people at my level average |
| The range of emotions varies among job seekers and | | | | in a week?" -- Jim Morgan, PMP, business team coach |
| the time between these stages may also differ from | | | | Terry M., financial/project analyst, asks what the hiring |
| person to person. However, thanks to the Internet and | | | | manager's 30, 60, or 90 day plan is and what training is |
| Web 2.0 technologies, today's job seekers have a | | | | available to address on-the-job questions. Terry tries to |
| wealth of tools available to assist with planning the | | | | understand whether the company needs someone to |
| next career move and preparing for greater interview | | | | fit the requirements exactly, or is willing to |
| success while taming their emotions. | | | | accommodate a new person's skills. |
| Job seekers can benefit greatly by learning to | | | | "What type of mentoring is provided? And are |
| communicate their value. How? Build a Personal | | | | promotions usually from within?" -- Gary L. Jurkiewicz, |
| Portfolio that objectively identifies talents, skills, abilities | | | | consultant pharmacist and freelance writer. Jurkiewicz |
| and key accomplishments. There are many accredited | | | | also likes to learn more about a company's |
| career counselors that provide expertise and robust | | | | commitment to quality and asks, "Is quality |
| assessment tools to help individuals identify their | | | | improvement an important part of the company? How |
| strengths. Understanding how these attributes can | | | | is it accomplished?" |
| bring value to an advertised position and benefit an | | | | "What types of career paths are available and |
| organization will help a candidate better discern | | | | which path did the person previously in the position |
| whether a potential job offers the right balance of | | | | take?" -- Ahren Andrews, financial analyst. |
| responsibilities, learning experiences and growth | | | | "Have there ever been any safety concerns?" If |
| potential. | | | | so, "how have they been resolved?" -- Susan |
| Since most employers seek the best qualified | | | | Bookman, production supervisor. Other questions that |
| candidate, which requires an understanding of a | | | | address how a company handles safety. |
| candidate's qualifications (education, experience, skills, | | | | And it's commitment to a safe work environment? |
| and abilities), prior accomplishments, goals and talent | | | | "How is workplace bullying addressed in the |
| potential, it behooves job seekers to continually update | | | | company?" "What formal policies exist to support a |
| their Personal Portfolio as new skills, abilities, training | | | | bully-free workplace?" "How has workplace bullying |
| and relevant experiences are acquired. This ongoing | | | | been addressed in the past?" "Is your organization |
| self-portrait of your strengths shouldn't be left to | | | | certified bully-free?" |
| chance. Keeping up with relevant industry news and | | | | Many companies include a tour of their facilities during |
| product and/or service changes are very important in | | | | the interview process. If time allows during an interview, |
| today's economic climate. | | | | candidates should have an opportunity to observe the |
| Business is moving at the speed of change, so many | | | | physical space (break rooms, cleanliness, and |
| job seekers have learned that interviewing for | | | | organization) as well as how employees are |
| tomorrow's great opportunities requires asking fresh | | | | interacting. Nancy Campbell asks "are people smiling? |
| questions to sniff out the right job opportunity and a | | | | What types of information posters are displayed |
| healthy workplace culture that allows one to do his or | | | | throughout the corridors or break rooms?" Doug |
| her best work. | | | | (ChangeInPlanCareerServices) likes to learn about how |
| What questions might assist job seekers in finding a | | | | a company supports health and wellness in the |
| healthier workplace culture? | | | | workplace: "Are there areas to take walks? How are |
| Here are valuable insights and tips from several | | | | team-building activities supported?" |
| members* of professional networking sites and | | | | Some candidates have found it beneficial to have |
| LinkingRaleighNC.com: | | | | lunch with members of the team (if they were not |
| "What word would you use to describe what it's | | | | included during the initial interview process). This |
| like to work here?" -- K. Michael Janas, VP of human | | | | provides an opportunity to understand the culture from |
| resources. Depending on the response, he may thank | | | | a different level and learn about the leadership style of |
| the interviewer for his or her time and leave. If the | | | | the hiring manager. Russel S., preconstruction services, |
| response is favorable, he'll follow up with, "What made | | | | explained that his spouse was able to steer away |
| you choose those words? | | | | from a "near disaster" by having lunch and gaining a |
| "Can you tell me what you like about being a part | | | | broader understanding of the company with which she |
| of this team?" -- Brenda Larson, media/marketing | | | | was interviewing. Shawn Matthews, branch manager, |
| public relations specialist asks this when interviewing | | | | also suggests requesting some time to talk with a |
| with a panel. | | | | hiring manager's direct reports. It provides an |
| "How does this position tie directly to the corporate | | | | opportunity to learn about the team's strengths and |
| goals and mission of the organization?" -- Andrew | | | | gauge the level of respect among members. |
| Midkiff, Chief Requirements. He adds: "One measure is | | | | Additional career planning tools like EBossWatch.com, |
| how well everyone in the company understands the | | | | GlassDoors.com, (and many more) provide job |
| vision, corporate goals, and how the particular job | | | | seekers important company information, ratings on |
| works to achieve them. Many companies talk about | | | | factors such as leadership effectiveness, and full |
| having a clear vision, but not everyone knows what | | | | reviews on what employees are saying about a |
| that means specifically as it relates to their job. Does | | | | workplace. |
| the company provide clear and actionable goals? And | | | | Making a hiring decision is an investment decision for |
| how are the goals measured within the company?" | | | | both the employer and job seeker. Solid preparation |
| "Why has the position become available? Was | | | | before, during and after an interview can result in a |
| someone in the role previously and are they still with | | | | better investment decision for all. Exploring the health |
| the company?"- Eric S., finance professional. | | | | of a workplace culture demonstrates respect, and |
| Nathan Anderson, PhD practices respectful candor | | | | great companies are not threatened by these types |
| by asking an interviewer how long he or she has been | | | | of questions from candidates. Effective leaders |
| with the company and what the average length of | | | | welcome this, in fact, as it demonstrates initiative by a |
| service is at the company. He explains why he's | | | | candidate and shows that he or she cares about |
| asking the question and states that it's in everyone's | | | | sustaining a healthy work environment -- a win-win for |
| best interest to be candid. | | | | the potential employer, team and candidate. |
| "Since my time is valuable and because I want to | | | | *Insights used with members' permission. |