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  3. New Rules for Landing a Job— Interview Skills that Give You the Edge When Nick A. Corcodilos started out

New Rules for Landing a Job— Interview Skills that Give You the Edge When Nick A. Corcodilos started out

admin2010-04-12  68
问题                         New Rules for Landing a Job—
                    Interview Skills that Give You the Edge
    When Nick A. Corcodilos started out in the headhunting business 20 years ago, he had a keen eye for tracking talent. From his base in Silicon Valley he would send all-star performers to blue-chip  companies like Xerox, IBM and General Electronic. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out before, during or after the interview.
    So instead of simply scouting for talent, Corcodilos began advertising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the fight contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask the Headhunter (Plume, 1997), Corcodilos has reinvented the roles of the job search, from preparation to interview techniques. Here are his six new principles for successful job hunting.
Your resume is meaningless.
    Headhunters know a resume rarely gets you inside a company. All it does is outline your past—largely irrelevant since it doesn’t demonstrate that you can do the work the hiring manager needs done. "A resume leaves it up to the employers to figure out how you can help their organization," Corcodilos says. "That’ s no way to sell yourself." Recalling the marketing adage (古训) that a free product sample gives customers a reason to want more, he suggests you do the same: give employers an example of what you can do for them. "Create a new area in your resume. Call it ’value offered’. In two sentences, state the value you would bring to that particular employer." For example, "I will reduce your operations costs by streaming your shipping department." Be specific, creating a separate resume for each company you approach. Don’t get lost in HR.
    Headhunters try to get around the human-resources department whenever possible. "Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then, if you haven’t gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager."
    Do the same in your job search: apply directly to the person who will ultimately make the hire. The real matching takes place before the ’interview.
    A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters (范围) of the job when you walk into the interview. Research the company, finding out about its culture, goals, and competitors.
    One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Mich., used this technique while completing a doctoral program in electrical engineering and optics in the university of Rochester: "I would find an article published by someone in my field who worked at a company I was interested in. Then I’d call that person and ask to talk, mention my employability and discuss the company’s needs. One of the two things happened: I’d either get an interview or learn we weren’t a good match after all." As you investigate a prospective employer, you will often find you and the company are not made for each other. "And that’s good," Corcodilos says, "because when you do find the right fit, you will walk into an interview with confidence, having decided this is where you want to work."
Remember, the employer wants to hire you.
    "A company holds interviews so it can find the best person for the job," Corcodilos says. "The manager will be extremely happy, if that person turns out to be you--because then he or she can stop interviewing and get back to work."
    So give yourself an attitude adjustment. "If you convince yourself the manager wants to hire you, you’ll have a positive attitude at the interview, and your attitude might influence the manager to feel good about you."
Pretend the interview is your first day at work.
    Most people treat an interview as if it were an interrogation (审问). The employer asks questions, and the candidate gives answers.
    Headhunters go out of their way to avoid that outline. "Your attitude should be that of an employee who’s there to talk about a new project, rather than the more obsequious attitude of a candidate who’s hoping to get .an offer," Corcodilos says.
    Consider how Corcodilos coached Gerry Zagorski of Edison, N.J., who was pursuing an opening at AT&T. The vice-president handling the interview told Zagorski the meeting could last no more than 20 minutes. Zagorski walked Over the VP’s marker board and outlined the company’s challenges and the steps he would take to increase its profits. Fifteen minutes later, as Zagorski wrote down his estimate of what he would add to the bottom line, he looked up at his interviewer.
    "The guy’s jaw was on the floor," Corcodilos says. "He told Zagorski that finishing the interview wouldn’t be necessary. Instead, the VP brought in the rest of his team, and the meeting lasted for two hours."
    Not only did Zagorski demonstrate that he understood and could do the job, he showed how the company would profit from hiring him when he turned the interview into a working meeting.
Got an offer? Interview the company.
    When an employer makes an offer, he does more than deliver a title and a compensation package--he also cedes (放弃)art of his control over the hiring process. "At the outset of the interview, the employer controls the offer and the power that comes with it," Corcodilos says. "But upon making an offer, he transfers that power to the candidate. This is a power few people in that situation realize they have. It’s the time for you to explore changing the offer to suit your goals and fully interview the company."
    Ask to meet the members of the team you’ve been invited to join and to see the resources that would be at your disposal. Ask for more money--but only if you think you truly deserve it. And don’t worry about how the employer might react. "As long as you present your requests professionally and not as demands," Corcodilos says, "a good company will consider the things that are important to you."
    Once you get that offer, "You have the power," says Corcodilos, "to decide, whether, and on what terms, you want to hire that company."
The interview of Zagorski, which was not supposed to last more than 20 minutes, actually lasted for______.
选项
答案two hours
解析
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