Nice attributes, but now you must paint the picture for them by connecting the dots as to what the advantage and benefit of that trait matters, and back it up with a specific example of how you've used it in the past to get results. Anyone can respond to an interview question on ?what are you strengths? with answers such as ?I'm very creative? or ?I build strong relationships across functions?. Connect an attribute or talent you have, with a specific advantage and benefit for the interviewer, and finish it off with a story that shows that attribute in action. How do you do all of this? By using a connect the dots strategy in your interview.
Help them ?feel? what it will be like to work with you. Lower their risk by painting a picture for the interviewer of you in the job, solving their problems. It's no cakewalk to find great people to hire, and it's often a gamble when making a hiring decision. Connect the Dots for the Interviewer Make it easy for your interviewers. Then gear your talk towards meeting their unique needs. The bottom line is that you must identify each of your interviewers and anticipate what they care about most. How about interviewing with prospective peers? What do you think they care about the most in you? Chances are they'll be thinking about interacting with you on a daily basis, whether or not you'll carry your own load and be open to helping out as needed, that you'll share information openly. After all, if there are any employee issues, it is often HR on the line to solve. And HR cares most about your short and long term fit into the organization. HR is measured by their ability to provide well-qualified applicants to the hiring manager. For example, what do you suppose is foremost on the mind of the Human Resources interviewer? Think about it. Think of each of your interviewers as ?buyers?, each with their own unique criteria for recommending someone for the job. But each person you interview with will have some influence over that decision. Know Who You're Talking To There is probably one person in the mix who will ultimately make the hiring decision. Think about how you match up in these areas, and be prepared to tell stories and give examples of how you match up. Attitude and motivation ability to learn, adapt and make intelligent decisions fit into the corporate culture and character and integrity. But increasingly employers are looking at other key areas in making hiring decisions. Sure, performance and competency are important. What's needed is more than just the obvious skills, knowledge and experience.
Someone who can solve the business problems, make the company money, and make them look good to their customers. Know What They're Looking For All employers look for the same things.
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