Chapter 13

Other Job Application

Messages

I. The Job Interview

A. Preparing for the Interview
B. Acting Professionally during the Interview
C. Answering Interviewer's Questions
D. "Bridging" Confrontational and Unfair Preemployment Questions
E. Questioning the Interviewer

II. Applicant-to-Employer Follow-Up Messages

A. The Follow-Up
Initial

B. Other Follow-Up Messages from Applicant to Employer

III. Employer-to-Applicant Follow-Up Messages

A. Invitations to Interviews
B. Follow-Up Messages from Employer after Interview

IV. Summary

V. Exercises and Problems

356 PART THREE SPECIAL MESSAGES

he number of messages you'll send in getting your career job (or changing to

T another job) depends on economic conditions, need for graduates in vour area,
and your own qualifications and standards. If you're sending vour job presen-
tation when it's a seller's market and you have unusually good qualifications,
you might get the job you want right away. But if the conditions are reversed,
— —
you can spend many weeks even months finding the right niche for vourself.
Many schools permit on-campus interviews with their students a vear before
graduation. That allows an early contact. If you wish to send a cover letter and
resume to organizations not interviewing on your campus, vou could begin from
a year to three months before receiving vour degree.
This chapter discusses the job interview, follow-up messages from vou the
applicant to the employer, and follow-up messages from the emplover to vou
the applicant.

THE JOB INTERVIEW

Assume that vour "sales" letter has achieved its purpose of getting you an

interview, or assume that you have a time slot to interview with an on-campus
interviewer. That interview may be the most important step toward getting the
desired job. This section offers suggestions regarding preparation for the inter-
view, conduct during the interview, answers to the interviewer's questions, and
questions you might ask.

Preparing for the Interview

Always prepare for an interview. Your primary purpose is to get the best job
suitable to your capabilities. The employer's goal is to get the best person
available for the job.
New York Company's booklet Making the Most of Your Job
Life Insurance
Interview provides a good statement on the expectations of an interview:

The employment interview is one of the most important events in the average
person's experience, for the obvious reason that the 20 or 30 minutes spent with
the interviewer may determine the entire future course of ones life. Yet interview-
ers are constantly amazed at the number of applicants who drift into job interviews
without any apparent preparation and only the vaguest idea of what they are going
to sav. Their manner says, "Well, here I am." And that's often the end of it. in

more wavs than one.

Others, although they undoubtedly do not intend to do so, create an impression of
indifference by acting too casual. At the other extreme, a few applicants work
themselves into such a state of mind that when they arrive they seem to be in the
last states of nervous fright and are onlv able to answer in monosvilables.

These marks of inexperience can be avoided bv knowing a little of what actually is

expected of you and by making a few simple preparations before the interview.
CHAPTER 13 OTHER JOB APPLICATION MESSAGES 357

The following checklist offers helpful suggestions for preparing for the
interview:

Checklist in Preparing for an

Employment Interview
1. Know yourself. Know how your qualifications —both vour
strengths and weaknesses —compare with the job requirements.
Review your achievements and how they relate to the position.
Take with you two copies of your resume, a list of references,
— —
and if appropriate a few examples of your work.
2. Know the company. Read its latest annual report and an in-
house newspaper for data on earnings, products, expansions,
plant locations, events, and personnel. Review its recruitment
brochure, if available. For any recent statements about the com-
pany, check the index to the Wall Street Journal, Business Peri-
odicals, New York Times, or on-line databases and, if possible,
talk to friends who work for that company.
3. Prepare questions and answers. Use vour information about
the company as a basis for your planned questions. You might
ask if promotions come from within, why the job is open, where
the job will lead. Also anticipate the questions the interviewer
might ask and consider how to answer them. See Typical Ques-
tions in an Interview, pages 359 and 361; also Fair and . . .

Unfair Preemployment Inquiries in Chapter 5, pages 107-109.

4. Have some idea about salary. Know the current beginning sal-
ary range for your type of job and experience. Don't raise the
issue of salary until the interviewer does so.That mav be near
—
the end of the first or second interview after you and the inter-
viewer have discussed the job responsibilities and your creden-
tials that affect your bargaining power.

5. Give careful attention to your appearance. Appearance con-

veys significant nonverbal impressions. Wear conservative, neatly
pressed, appropriate clothing of good quality. Avoid gaudv colors
and styles and anvthing low-cut. Women should keep jewelrv and
perfumes to a minimum. Suits in gray, brown, or dark blue are
usually appropriate for any applicant. Men should choose con-
servatively cut suits and ties; women, tailored skirted suits. Be
well-groomed, with a neat hair style, clean fingernails, and
shined, unscuffed shoes. A pleasant smile is desirable too.
6. Check meeting place, time, and other details. Know precisely
when and where the interview will be held; plan to arrive at least
1-15 minutes early; know a telephone number to contact. Know
358 PART THREE SPECIAL MESSAGES

the interviewer's name and how pronounce it. Put a pen or

to
pencil along with a small notebook in vour pocket or purse.
Rehearse. Speak your opening statement out loud, perhaps in
front of a mirror. Some applicants even hold a mock interview
with a friend or a person in the school's placement office. If
possible, \ideotape a session for assessing both vour oral and
your nonverbal presentation. Rehearse a good handshake too; it
can make a positive impression during the first minutes of an
interview.

Acting Professionally during the Interview

After you have followed the suggestions above, you can confidentlv proceed to
the interview. Mentally prepare yourself for success. Give your appearance one
final check.
When
vou meet the interviewer, smile and greet him or her bv name,
pronouncing it correctly. If he or she offers to shake hands, do so with a firm —
grip, but not a bone crusher. Remain standing until invited to sit down, unless
vou're in a small room and the interviewer remains seated or sits down imme-
J

diately.
These first few moments are critical. Your initial impression may color the
remainder of the interview. Make eye contact and begin courteouslv. "Hello,
I'm [state your first and last name]. I've looked forward to our meeting."
The overall impression will be influenced bv vour personalitv, oral com-
munication abilitv, and appearance. To make the best impression verbal and —
—
nonverbal you need to be aware of some positive and negative behavior.

Positive, Desirable Behavior

1. Shoiv enthusiasm, vitality, interest. You can do
by the alert way you
so
sit and look, by facial expressions, by questions you ask, and by the

answers you give. Speak with vitality and varietv, not in a monotone.

2. Be honest and sincere. Stick to the facts; state achievements without

exaggeration. Have high personal standards.

3. Accent the positive aspects. Use expressions that indicate you are com-
petent and dependable, with a positive attitude.

4. Listen attentively and concentrate. Let the interviewer finish each ques-
tion. Then replv preciselv to the question. If possible, link your achieve-
ments with vour answer.

5. Use correct grammar and pronunciation. Communicate accurately and

clearly.

6. Maintain appropriate posture and appearance.

CHAPTER 13 OTHER JOB APPLICATION MESSAGES 359

7. Keep answers brief. The more answers you can provide during a half- —
—
hour interview the more varied the information you can provide about
yourself.

8. Show interest in the company and/or industry. Then tactfully relate your
achievements to employer needs wherever possible.

9. Show analytical skills. Take time

weigh pros and cons of an idea.
to
Note the short- and long-term benefits and consequences of a decision.

Negative Factors to Avoid

1. Discourtesy. Avoid smoking, using first names (unless invited to do so),

showing disinterest, chewing gum, doodling.

2. Interruptions. Let the interviewer finish a question even though you

presume to know where the question is headed.

3. Jargon and slang. Omit using such expressions as yeah, y'know, cool,

stuff like that.

4. Unfavorable comments. Avoid slighting references about a former pro-

fessor or emplover. Focus on the positive, avoiding words such as cant,
won't, unable, hate, failure, incompetent.

5. Overaggressive or cynical attitude. Avoid indicating a superiority com-

plex and "know-it-all" feelings.

6. Lack of poise and confidence. If you have followed all suggestions in the
checklist, vou can be confident and less nervous.

7. Disregard for the positive factors. If you place the words "failure to"
before each of the 9 suggestions for positive behavior, you'll have a total
of 16 in this list of negatives to avoid.

Answering Interviewer's Questions

After the warm-up period (exchange of pleasantries to develop rapport) be readv
for the interviewer's first questions
about your qualifications or interest. Your
answer may include excerpts from your education, work, or activities showing
competence, dependability, ambition, creativitv.
For some years Dr. Frank S. Endicott, former director of placement at
Northwestern University, compiled a list of likely employment questions. In the
following, his original list of 59 has been shortened to 25.

Tvpical Questions in an Interview

1. What jobs have you held? How were they obtained and why did vou
leave?

2. What are your future vocational plans?

360 PART THREE SPECIAL MESSAGES

3. In what type of position are you most interested?

4. What courses did vou like best? Least? Whv?

5. What do you know about our company?
6. What extracurricular offices have you held?

7. If you were starting college all over again, what courses would vou
lake?

8. Do vou think that your extracurricular activities were worth the time
vou devoted to them'J Why?
9. What personal characteristics are necessarv for success in vour chosen
field':'

10. Do you prefer working with others or by yourself

11. What kind of boss do vou prefer?

12. Can vou take instructions without feeling upset?

13. Can vou get recommendations from previous emplovers?

14. Have vou ever changed vour major field of interest while in college?
Why?
15. What interests vou about our product or service?

16. Which of your college years was the most difficult?

17. Do vou like routine work?

18. What size citv do vou prefer?

19. What is vour major weakness?

20. Define cooperation!

21. Do vou have an analytical mind?

22. What types of books have vou read?

23. Have vou plans for graduate work?

24. What are vour own special abilities?

25. What are the disadvantages of v our chosen field?

Additionally —drawn from the comments of students—the following also rep-

resent kinds of questions asked. While the list is brief, rehearsing potential
answers will help vou during the interview.

1. One of the things we're interested in is how you spend your time. Please
describe a typical day.

2. List the qualities you feel are needed in this position.

CHAPTER 13 OTHER JOB APPLICATION MESSAGES 361

3. Your last job seemed interesting: tell me about your likes and dislikes
of that position.

4. Give both your short-term (5-year) and your long-term (15-year) goals.

5. Can you describe how you handled a difficult problem on your last job?

Of course the list of questions interviewers ask varies. No matter what the
question, pause, try to organize your answer, and then offer it with a high degree
of confidence. You may also refer to your resume, using it as support for an
oral statement you are making.

"Bridging" Confrontational and Unfair Preemployment Questions

—
Most interviews both the initial screening interview and a later follow-up with
—
more people will be direct. The questions will sincerely seek information
related to the job. Occasionallv, to test your poise under pressure, you may
receive a confrontational question; you also may be asked an unfair preemploy-
ment inquiry that may be illegal if used for discrimination.

Confrontational Questions
Some interviewees have returned from interviews wilted. They allege that the
interviews were confrontational, that the interviewers were abusive, abrupt, and
discourteous. However, the interviewers may have been testing the applicants'
confidence under pressure, how thev handled a tense situation. Tough questions
should not necessarily be considered a personal attack.
Preparing for some tough interview questions is similar to preparing for a
TV interview. Leading executives spend considerable time and effort preparing
for potentially hostile questions, using some of the same techniques you can
use in your interview. Try to rehearse or hold a short mock interview for
potentiallv negative questions. Try to bridge to a response which keeps you in
control. The key word here is "bridge," using terms such as the following to
move from a confrontational question to a more positive response:

"There may be some truth in that statement [bridge], but my data and
information lead to a different conclusion."
"Certainly others have the right to their opinion [bridge]. Mv opinion
."
is this. . .

"That's an interesting comment [bridge]. A more complete analysis

would include information discovered in my investigations."

In each case, you bridge to infonnation you wish to speak about, avoiding
a direct confrontation with a potentially negative and hostile question. Here are
a few other questions that require tactful, honest answers:
362 PART THREE SPECIAL MESSAGES

Question Answer
"How come your grades are "What the grades do not re-
lower than average?" fleet are the nonclassroom
leadership positions I held
on several committees. Also,
to help pay college expenses
I worked on part-time

jobs — as shown in my re-

sume."
'Some people feel M.B.A.s are "That attitude, I know, is held
arrogant and only concerned by some people, including
with the buck. ..." the press. In my opinion we
cannot put all M.B.A. degree
candidates into the same
mold. ..."
'What's your greatest weak- "All things are interesting to
ness?" me. But out of that love for
work comes a bit of impa-
tience. May I give you a
complete incident ?" . . .

Even with the negative, risky question about your weakness, you can focus
on the positive —determination improve your strong qualities further or
to —
perhaps mention a non-job-related trait that needs improvement. It is desirable
for you to try to turn a potentially negative situation into a positive one.

Unfair Preemployment Questions

Federal laws prohibit employment discrimination on the basis of race, color,
and national origin. In Chapter 5, pages 107 to 109
religion, sex, handicaps,
include discussions on what are fair and unfair preemplovment inquiries re-
garding 19 subjects.
an interviewer asks you an "unfair preemployment" question, you may
If
answer if doing so can't be a disadvantage to you. However, if your reply
could hurt your chances of getting the job, tactfully decline answering. Whatever
— —
your decision is to answer or to decline tactfully let the interviewer know
you're aware of the law.

Questioning the Interviewer

One of the signs that the interview is coming to a close when you are asked
is

foryour questions. You may prepare these in advance, and they may preferably
be about the company and the position. Some questions you might ask could
include the following:
CHAPTER 13 OTHER JOB APPLICATION MESSAGES 363

What sort of person fits in best with the company?

What is the scenario of the last person who was in the position?
Is it possible to see a complete job description?
For a person who works effectively in this job, what chances exist for
advancement?

And so on and on.

One final comment.
vou don't have a job offer, don't discuss salary or
If
fringes -which come with the job. You have just gone through the initial interview.
However, if you are offered a position on the spot, that's the time to discuss
salary and fringes, for then you are in a position to negotiate.
Leave the interview with the same confidence you had going in. Look
directlv at the interviewer, shake hands, suggest the meeting was worthwhile,
and state that vou hope to hear from the person again.

APPLICANT-TO-EMPLOYER FOLLOW-UP MESSAGES

Immediately following the interview, record important or especially interesting
comments of the interviewer and perhaps significant facts you learned about
the company or the job. Also evaluate your success during the interview. On
which of your answers did you feel the interviewer seemed disappointed or
annoyed? Did you forget to mention any persuasive points that could strengthen
his or her good opinion of you?
To strengthen your chances for the job you have applied for, follow up
your application letter and resume. Of the ways to follow up in person, by —
letter, or by phone —
the written message is one of the most effective, because
employers can analyze applicants' qualifications at their convenience. They can
also more easily compare a large number of applicants —
either on the job or at
home in the evening.
This section first covers the two all-important and most frequently used
types of initial follow-up messages and then presents other types involved in
getting a job.

The Initial Follow-Up

The first follow-up you'll write is either (1) a follow-up after the interview or
(2) an inquiry about the application letter and resume when the employer hasn't
replied.

Follow-Up after the Interview

To be courteous, and to make sure that you are not "out of sight, out of mind,"
write a follow-up message; this indicates your sincere determination in getting
the job. Send to the interviewer (or appropriate company official) a written