By: Susan Ricker

From applicant tracking systems to appropriate résumés, there are more than enough hurdles to overcome before getting a job interview. The interview itself might be the biggest challenge for some job seekers, who leave having no clue how it went.

CareerBuilder surveyed hiring managers to find out what’s going on in job interviews and why a promising candidate may not get picked. Six factors contributed to why interviews go badly for some, and while these mistakes may not seem substantial on their own, the job market is still too competitive to allow these simple errors to slide.

When asked to identify the top mistakes made by job seekers during interviews, hiring managers reported:

Mistake No. 1: Appearing uninterested — 62 percent of employers
Tip: Body language and how you respond to the interviewer’s questions may be sending a different message than what you mean. Be attentive during the interview, sit up straight and make eye contact with your interviewer. Take your time responding to give thoughtful answers that convey your interest in the position.

Mistake No. 2: Answering a cell phone or texting — 60 percent
Tip: As soon as you enter the site for your interview, turn your phone off and put it away. While it may be tempting to use your phone while you’re waiting or leave it on silent, don’t risk your chances of getting the job because you wanted to check your phone. Focus your attention on the interview.

Mistake No. 3: Dressing inappropriately — 60 percent
Tip: While what you wear on the job will vary by industry and company, the standard and most appropriate look for a job interview is a business suit or “business casual,” a collared shirt and dress pants. You should look and feel professional so both you and the interviewer can focus on your answers and not on your clothing.

Mistake No. 4: Talking negatively about a current or previous employer — 58 percent
Tip: Interview answers can walk a fine line between showing your appreciation for past employers and asserting that the current job opportunity is preferable. Stay positive during your interview and concentrate on how your past roles have prepared you for the current role. If you did have a negative experience, keep your answer short and end on a positive, such as what you learned from it.

Mistake No. 5: Failure to make eye contact (72 percent) or smile (42 percent), bad posture (38 percent) and a weak handshake (28 percent)
Tip: While interviews can be stressful and nerve-wracking, do your best to appear confident and friendly by preparing for your interview and practicing your answers ahead of time. When you’re adequately prepared, your confidence and smart answers will wow the hiring manager.

Mistake No. 6: Not providing specific examples — 34 percent
Tip: When answering your interviewer’s questions, remember that they’re trying to make a smart business decision about whom to hire. While you may think that you’re the most creative, capable and task-oriented candidate, it’s best to provide quantifiable proof of your worth, such as how much new business you brought in or the top ways you saved your company money.

What else can job seekers do to prepare for interviews? “A job interview can be one of the most nerve-wracking experiences out there, so it’s important to plan and practice,” says Rosemary Haefner, vice president of human resources at CareerBuilder. “Have a friend run through a mock interview with you, asking questions you think will come up and some curve balls you’re not expecting. Thoroughly research the company ahead of time, and draft responses that incorporate your accomplishments. The more prepared you are, the less likely you are to run into mishaps.”

By: Rene Shimada Siegel

When the daily avalanche of emails and voice messages gets overwhelming, it’s so tempting to retreat to my office and start typing replies and returning phone calls. That’s one of the biggest mistakes I can make.

No matter what industry we’re in, we’re all in the people business. We’ll only be successful if we really get to know our customers and colleagues. Many of my tech marketing clients are so busy that they now prefer texting to even emails or calls. Skype, WebEx and audio calls are convenient and create the illusion we’re actually having a meeting — but nothing beats the power of a truly personal, face-to-face connection.

What can you learn from an in-person meeting that you can’t from a virtual one?

1. You’re off the record. In Silicon Valley and many other places, there are few private offices. Many of my clients work in cubes and can’t have private telephone conversations with me or anyone else. This means that when I talk to them on the phone, I might not get to hear the most important information they can share: the unique team dynamics or executive’s personality quirks that would make or break our ability to match an expert consultant. Over sushi or a latte or a walk around the block, my clients can let me know more — with more color — than they can over the telephone or in an email.

2. Make use of not-so-small talk. Most business conversations are focused on solving a problem quickly and efficiently, while business relationships are built when people take the time to share and learn more about each other. That happens more naturally in person than over the phone or in an email. What cements a bond between people? Small talk about a favorite team, passion for pecan pie, parenting challenges, and the other bits and pieces that make us unique and interesting.

3. Make an impression. I bought a new handbag. It’s faux ostrich and it’s pink. Really pink. I’ve received compliments on it from every woman (and one man) I’ve met with in the past two weeks. I had worried it was perhaps not professional enough for business. But the style and color were bold, “spring-y” and made me smile. Who knew my $60 knock-off handbag would be such a great conversation starter and deliver such a strong personal statement? How do you do that over Skype?

4. Read the body language. Facial expressions often communicate so much more than words. We host consultant coffees and invite a handful of independent consultants to our office in order to better understand the nuances of each professional in a relaxed setting. We need to know what isn’t on the resume that makes each person unique. In their eyes and in their body language, we can see confidence, empathy, fear, friendliness or sincerity. That ability to “read” a candidate beyond their keywords is a huge competitive advantage for us.

5. Learn where the action is. I find out so much when I visit one of my clients in their office. Is the lobby bright and inviting with recent accolades proudly displayed? Do employees seem happy? Is there free juice and healthy snacks in the cafeteria? Brand new Herman Miller chairs in the conference room? Is everyone moving in slow motion or is there a palpable buzz? The environment speaks volumes and may factor into your business proposal or plan. By understanding company dynamics, we can communicate more effectively to meet their needs.

By: Emily Glazer

On Sept. 4, Robert McDonald, chairman and chief executive of Procter & Gamble Co., finally met the hedge-fund manager who began making his life difficult this summer.

William Ackman greeted him with a 75-page litany of complaints about his three years at the helm of the consumer-products giant—poor results, eroding investor confidence and sagging employee morale, according to several people familiar with the meeting.

Mr. Ackman, whose Pershing Square Capital Management LP had bought $1.8 billion worth of P&G stock in June and July, capped the roughly 90-minute get-together in downtown Manhattan, these people said, with a pitch aimed more at the two P&G board members in attendance, Boeing Co. Chief Executive James McNerney Jr. and American Express Co. CEO Kenneth Chenault: Strip Mr. McDonald of his board-chairman role and search for a new CEO.

The board hasn’t done either. But Mr. McDonald’s job could be at risk if the cost-cutting and product-refocus plans he has announced don’t deliver results, according to two people familiar with the board’s approach to the issue. P&G’s stock, which had been flat for most of the past two years, has climbed 12.9% since Mr. Ackman’s interest became public, hitting a 52-week intraday high on Tuesday before closing Wednesday at $69.30. P&G’s chief competitors, however, have done better.

Mr. McNerney, the board’s presiding independent director, said that the entire board had reviewed and endorsed the company’s restructuring plan, and that it “wholeheartedly supports” Mr. McDonald. He added that the board will “actively oversee the plan’s implementation to ensure its effectiveness.” P&G’s annual meeting is scheduled for Oct. 9.

Cincinnati-based P&G, known for such brands as Tide detergent and Pampers diapers, finds itself in an unfamiliar position. It has stumbled recently in areas where it has long been adept: understanding consumers, pricing products and getting new and revamped products to market. Snafus marred the launches, for example, of Tide detergent capsules and an overhauled line of Pantene shampoos and conditioners.

Profit has declined for three straight years, and the company has reduced profit forecasts three times this year. In recent quarters it has lost market share in a majority of what P&G calls “product-country combinations,” including oral care in China and beauty in the U.S.

Some of the problems are rooted in decisions made by Mr. McDonald’s predecessor, A.G. Lafley, who stepped down in 2009. Mr. Lafley engineered the blockbuster, $57 billion acquisition of Gillette in 2005, for example, which swelled P&G’s size. And his relentless focus on the domestic market left the company lagging behind its rivals in fast-growing emerging markets.

It is up to Mr. McDonald, a former U.S. Army Ranger who has spent his entire business career at P&G, to turn things around. In February, he rolled out the company’s first major cost-cutting plan in years, with a goal of shedding 4,000 jobs and saving $10 billion by 2016. In May, he imposed a “no-fly zone” that cut spending on anything not directly linked to selling products. And in June, he laid out a plan to focus on the company’s 40 most lucrative markets and products.

To mollify investors, P&G reversed course this summer and said it would resume buying back stock. The board cut Mr. McDonald’s pay for the last fiscal year by 6%, and senior executives, including the CEO, are on track to collectively earn less than 50% of their three-year performance award targets.

The repair efforts have shown some results. In the quarter ended June 30, P&G’s profit came in better than investors had expected, lifting its stock. But profit margins narrowed and market-share losses worsened, with P&G losing ground in two-thirds of its product markets over the three months. And the company’s profit forecast for the current quarter was lower than analysts were expecting.

Over the summer, Mr. McDonald regularly acknowledged that the company’s performance has fallen short. “These results are not as strong as we’d like,” he said during a June investor conference. “None of these are excuses. It’s our job to overcome these—but we haven’t always been able to do this.”

Mr. McDonald is a detail-oriented executive known for his work ethic. He wakes at 4:30 every morning for two-hour workouts, a habit he has maintained as CEO even as he travels extensively around the world. Since his earliest years at the company, he has made a point of never heading home without clearing off his desk completely.

When he was tasked with rehabilitating P&G’s operations in Japan after the 1995 Kobe earthquake, he learned enough Japanese to chat with employees and retailers.

Mr. McDonald took over the top job in July 2009, just as the financial crisis was putting a grim bookend on a strong decade by his predecessor, Mr. Lafley.

The Gillette deal substantially increased P&G’s size, and when consumers turned more frugal, P&G’s rivals cut costs more swiftly than it did. That made it harder for P&G to maintain its profit margins while cutting prices to help its products sell.

Under Mr. Lafley, the company had approached expansion into developing markets with little urgency. P&G had focused on creating more expensive versions of its household staples. U.S. shoppers, then flush with cash, were willing to pay extra for Tide’s new scents, Olay’s extra-moisturizing creams and softer Charmin toilet paper.

Then the recession hit, and fast-improving store-branded products left American consumers wondering whether P&G’s pricier brands were worth the cost.

Mr. McDonald rushed to boost the company’s presence in fast-growing emerging markets. He poured resources into launching existing P&G brands in new markets, such as Pantene shampoos in Brazil and Tide in India, and he took aim at Colgate-Palmolive Co.’s global dominance in toothpaste.

Mr. McDonald didn’t want the company to cede any territory to its competitors overseas. “You’re either active everywhere or nowhere. There can be no in-between,” he said during a 2010 visit to Brazil. “If you’re in-between, you give them pockets of inactivity, and they will use that money and spend it back against you.”

The U.S. is P&G’s most important market. It delivers just over one-third of its sales, but an estimated 60% of pretax profit. As Mr. McDonald worked to extend P&G’s global reach, problems intensified at home. With the U.S. economy weak, consumers continued to switch to cheaper products, and P&G lacked its rivals’ array of midprice brands.

Mr. McDonald and his team initially promised investors they would take a “surgical” approach to cutting prices. Their determination to maintain P&G’s premiums appears to have hurt financially. The company has told investors that lower pricing by competitors has contributed to sales shortfalls.

More recently, as the global economic crisis began easing and rising commodity costs increasingly hit P&G, the company ran into problems by increasing prices too aggressively, which cost it market share in a number of areas, including powdered laundry detergent, oral care and shaving. That setback led the company to lower its profit forecast for its June fiscal year and to roll back earlier price increases. By midsummer, P&G had regained some of the ground it lost.

Product launches have been another trouble spot. A year into Mr. McDonald’s tenure, P&G tried to reinvigorate its Pantene brand in the U.S., which Sanford C. Bernstein analyst Ali Dibadj estimates is a nearly $2 billion business. Both P&G and retailers say consumers had become lost in the tangle of varieties of the products, and Pantene was losing ground to lower-priced rivals.

The new Pantene line was years in development. A team of P&G’s designers, marketers and scientists gathered at the company’s Clay Street innovation center in Cincinnati for weeks to plot the relaunch. Researchers measured whether new formulations made women feel better emotionally about their hair. To determine whether Pantene’s new television ads were stimulating enough, P&G measured the brain waves of focus-group viewers.

The revamped Pantene hit shelves in 2010. It soon became clear that the changes were too much for consumers. Certain Pantene products eliminated from the lineup, such as the 2-in-1 shampoo and conditioner and large sizes popular with cost-conscious shoppers, had more loyal users than P&G realized, so sales fell, according to people familiar with the results.

Sanford C. Bernstein estimates that Pantene’s share of the U.S. shampoo market fell to 11.6% in September 2012, from 16.5% in January 2009—a huge setback in the consumer-products sector in which minute market-share changes loom large.

P&G also ran into trouble in the laundry aisle. The company announced plans in April 2011 for a new type of Tide detergent that would come sealed in single-use pouches. But the launch was delayed twice because of manufacturing problems. By the time Tide Pods hit the shelves in February, P&G’s competitors had developed their own detergent pods to launch at the same time. Supply problems forced P&G to launch Tide Pods “shelf-only,” meaning the company couldn’t stock the big displays used to capture shoppers’ attention.

Then another problem popped up. The packaging for Tide Pods looked like a candy bowl and the bright blue-and-orange pods looked enough like candy that some children ate them—a problem faced by some competitors as well. That prompted the American Association of Poison Control Centers to issue a warning about all detergent pods.

P&G’s researchers early on recognized the risk of accidental ingestion, and the company included warning labels. In the end, P&G retooled the packaging to add a double-latch to the container’s lid.

Sales eventually picked up. Tide Pods accounted for more than two-thirds of all laundry-pod sales through July, and all brands of pods accounted for 6% of the laundry-detergent market, according to P&G’s annual report.

In conference calls with investors and analysts, P&G executives have acknowledged that other supply-chain issues since January 2011 have led to product shortages, hurting brands including Fusion ProGlide razors, Old Spice body wash, Iams pet food, Crest 3D White and Olay skin creams.

Closely watched surveys of retailers conducted by WPP PLC’s Kantar Retail, a consulting firm, have consistently given P&G No. 1 rankings in many performance categories. Kantar’s latest survey, released last November, shows that although P&G has retained its top ratings, its approval levels have slid in nearly every major category including supply-chain management, clarity of strategy and most-important consumer brands.

Some former P&G executives have been critical of Mr. McDonald’s management style. His predecessor Mr. Lafley held informal meetings on Mondays at 8 a.m. to hear from seven to 10 executives about the state of the company. Under Mr. McDonald, attendance over the past year has swollen to more than two dozen, and meetings that used to take 45 minutes now stretch to as long as two hours, and few decisions are made, according to former executives who attended the meetings under both executives. A P&G spokesman said the meetings are now monthly.

There has been a recent exodus of executives at a company known for its ability to retain talent. They include finance executive Christopher Peterson, who left to become chief financial officer at Ralph Lauren Corp.; Stephen Schueler, general manager for P&G’s global retail operations group, who joined Microsoft Corp.; and Sameer Singh, P&G’s vice president of media for Asia, who joined GlaxoSmithKline PLC.

In May, a month after the company announced another disappointing quarter, Chief Financial Officer Jon Moeller told investors the company would put the brakes on the all-out global expansion effort. In June, at an investor conference in Paris, Mr. McDonald said the company would focus on the 40 product markets responsible for about half of P&G’s sales and nearly 70% of its operating profit.

Around the same time, Mr. Ackman, who has led campaigns for management or strategy shifts at Target Corp., J.C. Penney Co. and Canadian Pacific Railway Ltd., began shifting funds that he had invested in Citigroup Inc. into P&G stock. P&G is an unusually large target for activist investors like Mr. Ackman, whose usual game plan is to build a stake in a company, then use his standing as a big shareholder to agitate for changes that might boost the value of his holdings. As of August, his P&G stake amounted to only about 1%.

Some other investors have voiced support for the pressure he is putting on management.

“He has moved the ball, he’s propelled them higher,” said Matt McCormick, a portfolio manager with Bahl & Gaynor Investment Counsel in Cincinnati, which owned 4.9 million P&G shares at the end of June, according to FactSet. “There’s no question that he has agitated for changes, and those results have been in the share price.”

In mid-August, Mr. McDonald outlined his planned fixes at a town-hall gathering for P&G employees at its Cincinnati headquarters. According to employees who attended, he acknowledged some mistakes, praised the company’s still-dominant brands such Head & Shoulders shampoo, then took questions.

The moderator opened by asking Mr. McDonald if he had the board’s support to remain CEO and about the latest developments with Mr. Ackman.

“We don’t need an activist investor to tell us what’s right,” he replied. “We have more of an interest than anybody else does.”

By: Robert Half and Associates

Priorities aren’t what they used to be. When people use the word these days, they often mean something like, “yet another item on a long list of things I have to do.” But a priority should really be an activity that takes place instead of another activity. You prioritize to help you focus on the most important tasks, not to add to an already-existing pile of them.

On the job search, distinguishing between essential and nonessential actions is especially important, because looking for employment is taxing and time-consuming. Whether you spend one hour a day or eight looking for work, spinning your wheels on the wrong activities can leave you discouraged and exhausted. That’s why your first order of business when looking for work should be to set priorities.

Here are three to get you started:

1. Turn connections into opportunities
It may seem counterintuitive to make following up your first priority, but any connection you’ve already made should take precedence over attempts to gain new contacts. It’s much easier to ask for help from someone who already knows you than from a stranger.

If you’re just starting your job search, get in touch with people you know, and make sure they’re aware of your situation and what kind of work you’re looking for. Offer to buy your contacts lunch or coffee, and take an interest in their career challenges and goals.

If a contact has responded to your request for assistance, don’t assume you’ll stay on his mind for long. Rather than letting the email sit in your inbox or the voice mail languish for a few days, say thanks right away. Then, keep the person apprised of how his efforts have helped your job search.

2. Target your résumé
Submitting a high volume of applications each day might make you feel like you’re maximizing your job-search efforts, but taking aim with each résumé you send is more beneficial. Spending an extra half-hour to highlight the connection between your work history and the employer’s needs can make a world of difference in the way a hiring manager sees you. It will also help you avoid the demoralizing experience of saturating the market with your résumé, only to receive little or no response.

When the option is available, use a cover letter or equivalent email to explain how you can benefit the company, using specific examples of your contributions to previous employers.

Note that this priority applies only after you’ve made sure that your résumé is up-to-date and error-free. If you haven’t yet revised your résumé for your current search and polished it with the help of a detail-oriented friend, move everything else on your priority list down a notch until you’ve done so.

3. Make new connections
Networking can seem like an inefficient use of your time, especially after you’ve spent a day meeting people without identifying any definite leads. But any of those connections might lead in an unforeseeable way to your next opportunity. The key is to make the interactions as personal as possible. Whenever feasible, try to nudge email and phone-call exchanges toward face-to-face conversations.

Be wary of networking activities that make you feel as if you’re accomplishing something without really improving your prospects. Attending a networking event, for example, will do you little good if you lingered by the snack table all night. Put yourself out there, and develop a quick pitch that summarizes your professional background and job-search goals in 15 to 30 seconds.

Another reliable way to make a lasting impression is to help others. You might even consider forming your own networking group that meets online or in person to bring others together while keeping yourself at the center of the action.

Of course, these three priorities don’t cover every worthwhile job-search activity. Make a brief plan at the beginning of each day so you can remain on top of your main priorities and track your progress. Fill the rest of your schedule with a few less-critical tasks. Those might include sending job-related tweets, updating your LinkedIn profile, participating in a practice interview with a friend, keeping your references updated, researching industry and salary trends, exploring training opportunities and so on.

Consulting your plan at the end of the day can help you catch yourself when you’ve filled up your time with the activities that you find the easiest rather than the ones that are most effective. If you didn’t accomplish your core tasks on a given day, don’t promise yourself that you’ll double your efforts tomorrow. Instead, boil down your priorities even further, even if that means focusing on just one thing. The more consistently you execute all the priorities on your list, the easier it becomes to do so — and the shorter your job search is likely to be.

Bloomberg Businessweek

Procter & Gamble spends more than $2 billion a year on research and development, yet it has not introduced a blockbuster product in more than a decade. That’s a challenge for the company, which charges higher prices for product innovation. “P&G is built on creating new categories, and innovation is in its DNA, but they need to rediscover it,” Dartmouth College professor Peter Golder said.

How CAN we ever fail to appreciate what we have??

This is very brief but will last indefinitely in your mind…



By: Robin Ryan

It seems I continually hear this complaint, “They aren’t hiring me because I’m overqualified.” So what should you do if you’re credentialed with good experience and advanced education, are looking to become re-employed and are even willing to take a lower-level position?

Here are a few tips:

Don’t Be Tempted to “Dumb Down!”
This strategy moves your career backward. You typically end up frustrated, not hired or worse — you find a new job you can’t wait to move out of. Most employers today actually want you working at your highest ability level since productivity is key to everyone’s success. They also want to retain you past the many months it takes to train you for the job, so you can begin to make a contribution to the company.

Do Some Soul Searching and Savvy Preparation.
Acknowledge that employers are reluctant to hire a person who is overqualified because they think the person is unlikely to be happy, won’t stay long, might want the interviewer’s job or may expect fast promotion. Remember that you can be threatening to the interviewer, especially if you are truly suited for the interviewer’s job! He may think you aren’t seriously interested in doing the job for which you’re being hired — nor do employers want someone who’s burned out or sees the job as an easy paycheck.

Examine why you want the position. “I need a job!” is not a response that will endear you to him. You must use your communication skills to convince him why a demotion is a good option. You must create a reasonable explanation.

Don’t Show Desperation.
You may feel it, but it will work against your getting hired if you show how frantic you are to get a job. Too often an executive says, “I’ll start at any job just to get my foot in the door.” That won’t work — it’s an outdated strategy. Being willing to take any job often makes the interviewer disqualify you. She needs a competent person to perform the specific job she’s hiring for.

So, you must show not only that you can do it but also that you want to do it. You can offer some advantages, gained from your experience, such as: “My ability to solve problems and train others would be a major plus in the position.” Many employers are slow to hire, yet pay well when they select someone for the position, so patience is essential.

Look Harder for Positions for Which You Are Qualified.
Employers want a good fit and an individual who delivers results. Customize every cover letter you write and tweak your resume to match the opportunity. Be sure to address the major needs required and demonstrate results you’ve achieved in line with the level requested. A former CEO at a smaller company might only be a midlevel executive at a larger organization, so be clear as to how you’re leveraging past experience and leadership to help a potential employer excel.

Networking Is Key to Hearing About and Landing a New Job.
Ask colleagues, friends, former employees, college alumni, and other contacts for referrals to new people who can help you uncover unadvertised positions. An introduction to a senior executive can open new doors and even create a job when no advertised one was available. Department of Labor statistics reveal that 63 percent of all jobs last year were found through contacts, so network, network, NETWORK!

By: Jenna Goudreau

For the long-term unemployed or those workers looking for a change, getting an interview in today’s market may feel like a win in itself. But once you’re in the door, interviewers often put you through an obstacle course of deceptive questions with double meanings or hidden agendas. Do you know how to read the subtext?

“On the other side of the desk, hiring managers spend countless long hours interviewing candidate after candidate,” says Joyce Lain Kennedy, a nationally syndicated careers columnist and author of Job Interviews For Dummies. “A tricky question may be used as a time management tool to quickly eliminate a less qualified candidate.”

Kennedy says that even if job hunters have rehearsed anticipated topics, an unexpected question may jar loose an authentic answer that exposes hidden problems. She outlines the top 10 most common questions designed to trick you.

No. 1: Why have you been out of work so long, and how many others were laid off?

This question may also be followed by the more direct, “Why were you laid off?” Kennedy says it is an attempt to figure out if there’s something wrong with you that your former company or that other potential employers have already discovered. The interviewer may be trying to determine if themes of recession and budget cuts were used to dump second-string employees, including you. Rather than answering the question directly and chancing an emotional response or misinterpretation, Kennedy advises punting. Respond: “I don’t know the reason. I was an excellent employee who gave more than a day’s work for a day’s pay.”

No. 2: If employed, how do you manage time for interviews?

“The real question is whether you are lying to and short-changing your current employer while looking for other work,” says Kennedy. The interviewer may wonder: If you’re cheating on your current boss, why wouldn’t you later cheat on me? She suggests placing the emphasis on why you’re interested in this position by saying you’re taking personal time and that you only interview for positions that are a terrific match. If further interviews are suggested, Kennedy advises mentioning that the search is confidential and asking to schedule follow-ups outside of normal working hours.
No. 3: How did you prepare for this interview?

The intention of this question is to decipher how much you really care about the job or if you’re simply going through the motions or winging it. Kennedy says the best way to answer is by saying, “I very much want this job, and of course researched it starting with the company website.” Beyond explaining how you’ve done your homework, show it. Reveal your knowledge of the industry, company or department by asking informed questions and commenting on recent developments.

No. 4: Do you know anyone who works for us?

This one really is a tricky question, says Kennedy, because most interviewees expect that knowing someone on the inside is always a good thing. “Nothing beats having a friend deliver your resume to a hiring manager, but that transaction presumes the friend is well thought of in the company,” she says. Because the interviewer will likely associate the friend’s characteristics and reputation with your merits, she recommends only mentioning someone by name if you’re certain of their positive standing in the organization.

No. 5: Where would you really like to work?

“The real agenda for this question is assurance that you aren’t applying to every job opening in sight,” says Kennedy. She advises never mentioning another company by name or another job title because you want to highlight all the reasons you’re perfect for this job and that you’ll give it all of your attention if achieved. A good response would be: “This is where I want to work, and this job is what I want to do.”
No. 6: What bugs you about coworkers or bosses?

Don’t fall into this trap. Kennedy says you always want to present yourself as optimistic and action-oriented, and hiring managers may use this question to tease out whether you’ll have trouble working with others or could drag down workplace morale and productivity. “Develop a poor memory for past irritations,” she advises. Reflect for a few seconds, and then say you can’t recall anything in particular. Go on to compliment former bosses for being knowledgeable and fair and commend past coworkers for their ability and attitude. It will reveal your positive outlook and self-control and how you’ll handle the social dynamics in this position.

No. 7: Can you describe how you solved a work or school problem?

Kennedy says that, really, no one should be too taken aback by this, as it’s one of the most basic interview questions and should always be anticipated. However, all too often interviewees either can’t come up with something on the spot or miss the opportunity to highlight their best skills and attributes. Kennedy says what the interviewer really wants is insight into how your mind works. Have an answer ready, like how you solved time management issues in order to take on a special assignment or complicated project, that showcases an achievement.

No. 8: Can you describe a work or school instance in which you messed up?

This one is a minefield. “One question within the question is whether you learn from your mistakes or keep repeating the same errors,” says Kennedy. Similarly, the interviewer may be trying to glean whether you’re too self-important or not self-aware enough to take responsibility for your failings. Perhaps even more problematic, if you answer this question by providing a list of all your negative traits or major misdeeds, then you’re practically spelling out your insecurities and guaranteeing you won’t get the job. So you don’t want to skirt the question or make yourself look bad. “Briefly mention a single small, well-intentioned goof and follow up with an important lesson learned from the experience,” she advises.

No. 9: How does this position compare with others you’re applying for?

“The intent is to gather intel on the competitive job market or get a handle on what it will take to bring you on board,” says Kennedy. There are two directions to take: Coy or calculated. “You can choose a generic strategy and say you don’t interview and tell, and respect the privacy of any organization where you interview,” she notes. Or you could try to make yourself appear in demand by confirming you’ve received another competitive offer, which may up the bidding for your services. Always bring the focus back to this position, by asking: “Have I found my destination here?”

No. 10: If you won the lottery, would you still work?

Admittedly, this one’s a little silly. Even so, it’s another opportunity to underscore your motivation and work ethic. Kennedy advises acknowledging that you’d be thrilled to win the lottery but would still look for meaningful work because meeting challenges and achieving make you happy. And say it with a straight face.

If at any point in an interview you’re uncertain or caught off guard, don’t panic, Kennedy warns. Deflect a question by saying you’d like to mull it over and come back to it, or by being honest that you don’t know the answer and, as a careful worker, would prefer not to guess. “If you’ve otherwise done a good job of answering questions and confidently explained why you’re a great match for the position,” she says, “the interviewer probably won’t consider your lack of specifics on a single topic to be a deal breaker.”

By: Elizabeth Lowman

The question can strike fear in even the most confident candidate. Whether your answer is simple or complex, being asked to talk about it puts you on the spot, and it can be tricky to balance the truth while still painting yourself in the best possible light to your hopefully-soon-to-be employer.

But, it doesn’t have to be as painful as you might think.

Aside from wanting to know that you’re not a flake, your interviewer is asking this question to find out why you’re interested in the opening. So, there’s an art to formulating your response that’ll enable you sail through smoothly and come out ahead (even if the circumstances were a bit dicey!). Here’s how to craft an expert answer.

Be Honest
This should go without saying, but you absolutely have to be up front about your reason for leaving, particularly if you were terminated—a prospective employer can (and in many cases, will) call your references or your last supervisor. And if you’ve been let go, don’t panic: It doesn’t mean you’re out of the running. Your best bet is to chalk it up to a learning experience and showcase what you’ve gained from it. People are often able to overlook mistakes if you admit to them and prove that you’ve grown in the process.

Stay Positive
Even if you suffered under the wrath of a Devil Wears Prada-type of supervisor, do not rant about a previous boss or company during an interview. And if you think were laid off unfairly, you still don’t want to paint yourself as a victim. According to corporate recruiter Deborah Osbourn, it’s fine to say the job wasn’t a good fit, but be prepared to give some concrete reasons to back up that statement—for example, you want to work in a more team-oriented environment, or the position didn’t make the best use of your skill set.

Keep it Short
Once you’ve answered the question, there’s no need to keep elaborating. The longer you continue talking, the more likely you are to start opening up about things that aren’t necessary. Yes, your back-stabbing co-workers, the CEO’s anger management problem, and the company’s “creative” reporting practices are all good reasons to leave, but they’re not appropriate to share during an interview.

And if you’re leaving on good terms and are simply looking for a new challenge, that’s all you need to say on the matter. If the interviewer wants more information, she’ll ask you to expand.

Focus on the New Job
The best way to conclude your response is to spin it back to what’s most important—why you are interested in the job you’re interviewing for. “The person interviewing you wants to know that you want that job and will be interested in it for a while,” says Osbourn. “You would be surprised how many people are unable to clearly express their interest in the job.”

Highlight job duties for the new position that spark your interest (“in my last role, I didn’t have much opportunity to collaborate with other departments, so I’m excited about working on cross-functional teams here”). And definitely beware of citing any dislikes from previous jobs that are clearly defined in the job description for this role. Hated cold calling prospects? Be sure that’s not listed as a requirement before spouting off!

Remember, every question you’re asked is a chance to showcase your qualities, personality, and interest in the position. You’ve already passed the initial screen, and the interview is your time to shine. So when asked about your previous job, just keep your answer short, honest, and positive, and you’ll be on to the next question in no time (and hopefully, the job!).

By: Charles Purdy

Your resume needs an update — that is, if your resume is like that of most people, it’s not as good as it could be. The problem is language: Most resumes are a thicket of deadwood words and phrases — empty cliches, annoying jargon and recycled buzzwords. Recruiters, HR folks and hiring managers see these terms over and over again, and it makes them sad. 

Wouldn’t you rather make them happy? It’s time to start raking out your resume, starting with these (and similar) terms.

1. “Salary negotiable”

Yes, they know. If you’re wasting a precious line of your resume on this term, it looks as though you’re padding — that you’ve run out of things to talk about. If your salary is not negotiable, that would be somewhat unusual. (Still, don’t put that on your resume either.)

2. “References available by request”

See the preceding comment about unnecessary terms.

3. “Responsible for ______”

Reading this term, the recruiter can almost picture the C-average, uninspired employee mechanically fulfilling his job requirements — no more, no less. Having been responsible for something isn’t something you did — it’s something that happened to you. Turn phrases like “responsible for” into “managed,” “led” or other decisive, strong verbs.

4. “Experience working in ______”

Again, experience is something that happens to you — not something you achieve. Describe your background in terms of achievements.

5. “Problem-solving skills”

You know who else has problem-solving skills? Monkeys. Dogs. On your resume, stick to skills that require a human.

6. “Detail-oriented”

So, you pay attention to details. Well, so does everyone else. Don’t you have something unique to tell the hiring manager? Plus, putting this on your resume will make that accidental typo in your cover letter or resume all the more comical.

7. “Hardworking”

Have you ever heard the term “show — don’t tell”? This is where that might apply. Anyone can call himself a hard worker. It’s a lot more convincing if you describe situations in concrete detail in which your hard work benefited an employer.

8. “Team player”

See the preceding comment about showing instead of telling. There are very few jobs that don’t involve working with someone else. If you have relevant success stories about collaboration, put them on your resume. Talk about the kinds of teams you worked on, and how you succeeded.

9. “Proactive”

This is a completely deflated buzzword. Again, show rather than tell.

10. “Objective”

This term isn’t always verboten, but you should use it carefully. If your objective is to get the job you’ve applied for, there’s no need to spell that out on your resume with its own heading. A resume objective is usually better replaced by a career summary describing your background, achievements and what you have to offer an employer. An exception might be if you haven’t applied for a specific job and don’t have a lot of experience that speaks to the position you’d like to achieve.