How to assess fit in a job interview - Viewpoint - careers advice blog Viewpoint careers advice blog

How to assess fit in a job interview - Viewpoint - careers advice blog How often have you heard about someone leaving a position because they felt like the company was the wrong “fit”? Maybe it’s something you’ve experienced first-hand. Either way, I’m probably not the first one to introduce you to the idea of workplace fit. It’s an exceedingly important part of our working lives, which is one of the reasons we have gone down the path of understanding what the term means to people and organizations,  and by putting together our own ‘Fit Series’. Changing the recruitment lens I have worked in recruitment for over 20 years and, in that time I’ve watched how employers have changed their approach to hiring and how we’ve evolved as a recruitment firm. Technology has revolutionized our business. We’re faster, more efficient and have the ability to make more informed decisions. What never seems to change, however, is how critical it is to make the best employer-employee match and our recognition that fit can have a profound impact on businesses and individual success. We know very well that there exists a high proportion of employees and employers for whom fit has been a challenge. The unfortunate result is a team member who either quits or they’re let go. When we’re asked for help, I often challenge clients to look back in hindsight and carefully consider whether they assessed fit and if they know what their ideal fit looks like. Too often, the answer is no. Our CEO Alistair Cox comments, “With an emphasis on up-skilling specific expertise in recent years, a lack of focus on vital inter-personal skills and a dearth of good training in this area is now apparent within many businesses”. Rather than gauge the person’s potential to ‘click’ with the workplace culture, many employers only scrutinized qualifications or the candidate took the role purely based on the job description and pay rate. The truth is that the majority of us, both employers and candidates, don’t properly evaluate fit. Focusing on fit As professionals, it is not a common thing for us to factor in things like fun or social interaction when considering a new job opportunity or a potential hire. What is interesting, however, is that when asked why someone didn’t work out, both employers and candidates unanimously agreed that social interaction and communication style â€" major components of fit â€" were to blame. Despite its importance, both groups also admit they wrongly assessed fit during the interview process. My question therefore is, could we all be putting too much emphasis on professionalism as a society? Why don’t we assess whether we’ll get along socially with the person we’re about to hire, or the team we’re about to join? Is it because we’re a society that is trained to think of work as work and that time for fun is outside of the office walls? Prioritising personality in your hiring process As an employer, if a significant portion of your workforce doesn’t believe they are a fit with the organization, ask yourself what impact this could have on retention, productivity or workplace happiness. As a candidate, if you don’t fit in, how can you enjoy work and in turn, achieve your full potential? Here are three points for each of employers and jobseekers, to help both properly assess fit during the recruitment process: Employer insights 1. Define your company culture Define your working culture fit. Understanding the key components that make your team successful from a work ethic, social interaction, team reliance standpoint will help you better screen potential candidates. If your organization is still developing its ideal work culture, don’t be afraid to hire the type of individual who can drive cultural change. This may force you into making some hard decisions, but knowing what type of team culture will drive. 2. Soft skills matter too Aim to put less weight on the technical requirements. By broadening the job spec to include factors such as social behaviour will help ensure you make a better match. The proof is in the pudding. Bring your final one or two candidates into your office setting. See if they actually fit with the culture and team. Involve your team in the process. They can help provide insights into the candidate that you may have missed during the interview. 3. Do your homework on the candidate Cover all bases. Things like psychometric testing to searching someone online will help you paint the full picture of the individual. However, don’t just rely on technology. Tools such as psychometric testing are great aids to help you screen candidates during the interview process, but relying solely on these mechanisms won’t show you how the individual will interact with your team and respond to your current working culture. Technology won’t substitute human interaction. Candidate insights 1. Define your personal brand Define your personal brand, then assess what your ideal fit will be. Understanding the key elements that make you not only happy in your day-to-day work, but also successful, is paramount to being able to effectively assess your fit with a potential employer. When assessing your fit, look beyond yourself. What characteristics or attributes of others do you work best with, that compliment your strengths, and that you have fun with. When assessing fit you must include what will make you successful and what will enable you to have some fun along the way. 2. Ask plenty of questions The interview process is a two-way street. During the interview(s) make sure to be prepared to ask your potential manager what it’s like to work at the organization, what the culture of the business is versus the team, and how the team interacts â€" here are 15 great questions that you could ask. This will help you paint a picture of whether the opportunity is right for you or not. Use behavioural based or situational based questions as well. The interviewer may use these tools to assess you, but you too can use them to assess if this is a manager you want to work for or not. 3. Scratch beneath the surface Look beyond the obvious. It is very easy to be swayed by a powerful brand or product, an attractive compensation package or the job requirements. All of these elements are important factors, but your decision shouldn’t be based fully on these elements. Make sure to assess fit in your decision. Ask questions about what the day-to-day is like in the office, and pointed questions around work ethic, social behaviour, flexibility and team work. This will help you not be distracted by a monetary gain, and assess if you’ll be happy in the role. Bringing it all together ‘Fit’ is not just a nice-to-have in an employee or an organisation, it’s crucial to the success of both the individual and the business.  Don’t dismiss work relationships and company culture as ‘soft’, and somehow optional;  make sure you assess them with the same importance as you would technical skills during an interview. Do you have an interview coming up? Read our interview tips to ensure its a success:   A refresher guide to communicating at work Why your boss matters more than your job title Successful people create their own luck 15 questions to ask your interviewer Focus your interview on fit Prioritising personality in your hiring process Jobseekers, there’s really no excuse: Research before your interview

Personal Branding Really Matters in Executive Hiring - Executive Career Brandâ„¢

Individual Branding Really Matters in Executive Hiring It is safe to say that you are impervious to characterizing and utilizing your own image in your official pursuit of employment? Possibly you feel so immersed by social medias over-advancement of the idea that you feel its every one of the a lot of hogwash. Regardless of whether you are happy to grasp individual marking, realize that it genuinely matters. Understanding and having the option to convey in prospective employee meet-ups the individual properties, qualities, interests, and exceptional mix of aptitudes that drive you, can represent the deciding moment your accomplishment in finding a solid match work. Knowing and being agreeable in your own image encourages you produce science when you're meeting. s ongoing arrangement of posts How I Hire, by top-affecting business pioneers, affirm how significant science is in the employing procedure. The presents additionally point on the significance of investigating your objective managers, to realize what makes you a solid match for them (as far as hard and delicate aptitudes) and to have the option to compactly impart your worth. Here are a couple of bits from a portion of the articles, highlighting powerhouses, for example, Richard Branson, Michael Powell (President CEO at NCTA), Angie Hicks (Founder and CMO at Angies List), and Tim Brown (CEO at IDEO). Branson â€" Focus On Personality: The principal thing to search for while scanning for an incredible representative is someone with a character that fits with your organization culture. Most abilities can be scholarly, yet it is hard to prepare individuals on their character. On the off chance that you can discover individuals who are fun, neighborly, mindful and love helping other people, you are on to a victor. Powell â€" I Look For Your Failures, and Your Character: When I'm thinking about recruiting somebody, the principal thing I need to know is: have they at any point fizzled? Have they at any point battled with a genuine test? The capacity to gain from disappointment, not unadulterated ability, is the best indicator of achievement. I profoundly respect imagination, understanding and development. I search for representatives who see around corners; who notice the easily overlooked details that others miss; who aren't reluctant to face challenges and challenge how things are being finished. Hicks â€" The Top Four Traits Every Employee Needs to Have: I need to recruit individuals who are: Savvy, gifted and ready to adjust to a quick paced, innovative condition. Sufficiently sure to take a stab at something new and come up short; we have confidence in attempting things and hurling what doesn't work. Enthusiastic about what we do, just as key and straightforward in their methodology. Focused on their work, without paying attention to themselves as well. At the point when I'm doing the meeting, I need to recognize what pulled in the contender to Angie's List, what intrigues the person in question most about the activity and why the person is leaving the current or past manager. A portion of my best recruits were individuals I didn't really have a situation for, however whose capacities and character roused me to discover or make a spot for them. Earthy colored â€" 5 Tips for Landing a Job at IDEO: 1. They state we more than I when relating achievements. 2. They talk about disappointments, not simply wins. 3. Theyve invested energy educating just as learning. 4. They're pleasant to the secretary. 5. We have faith in requesting absolution, not authorization. This goes for the employment form process, as well. Turning in a standard-issue resume and introductory letter won't knock some people's socks off. Competitors who have wowed us have taken artistic freedom and gone the additional mile to show their abilities and energy. Related posts: 10 Keys To a Memorable Personal Brand What Personal Branding isn't 10 Things to Love About Your Executive Brand photograph by Walt Stoneburner 00 0

Why being wrong will make you a better leader

Why being off-base will make you a superior head Why being off-base will make you a superior chief Being correct isn't a symbol of respect, yet a brief status. Our mind is wired for self-duplicity - we become insusceptible to facts.If you hold a place of intensity, it's much more dreadful. Pioneers are increasingly inclined to experience the ill effects of 'Affirmation Bias' or 'Blunder Blindness. They channel the data that bolsters their convictions. Or on the other hand don't understand their slip-ups until it's too late.Follow Ladders on Flipboard!Follow Ladders' magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and more!By approving of being off-base, you keep your brain open. As opposed to attempting to win each contention, you focus on realities, not to what will assist you with vanquishing others.Andy Grove, Intel's prime supporter, summed up this methodology as the mental fortitude and certainty to follow up on what you know at the present time, alongside the quietude to course address when new data comes along.Read on to find the key s reasons why you may think you are in every case right - and what happens when you lead as though you're correct and tune in as though you're not.1. You believe 'being correct' gains you respectMost pioneers mistake trustworthiness for power - they feel forced to have all the answers.Our notoriety is the thing that we are known for; believability is notoriety affecting our capacity to be accepted. Being fearless to concede you don't know everything ensures your notoriety; attempting to win each contention can chance your credibility.To drive change requires coordinating a wide range of 'authority,' not simply the proper one. Extraordinary pioneers tap genuinely tune in to topic specialists, the individuals who are nearer to the issue, bring a pariah point of view or include a solid impact inside the team.Do you mistake dependability for authority?You shouldn't know everything. Astute leaders lead with questions, not impeccable answers. They incite and rouse their groups to find new arrangements. Additionally, pioneers who recognize their confinements, are less inclined to commit errors that put their groups and associations in danger.As French rationalist, Voltaire stated, Uncertainty is definitely not a lovely condition, however assurance is absurd.2. You generally need to have the last cookieInfallibility fights are trivial - everybody loses in the end.A learn at UC Berkeley broke understudies into gatherings of three, and one individual was named the group head. Sooner or later, the specialists would get a plate of four cookies.So, who might take the last cookie? We all realize the accepted practice isn't to do so.But, as Robert Sutton, creator of Good Boss, Bad Boss explains, The research showed consistently that the individual in power would take that fourth treat. They even would in general eat with their mouths open and leave more scraps. What's more, this is simply in the research center. Envision that you're a CEO and wherever you go you're engaged, and everybody is kissing your rear end. You can begin to perceive any reason why it's so difficult to be good.Infallibility fights are damaging - we need to shield our situation no matter what. Having the final word may end a contention, however won't take care of the issue. Believing your group is a higher priority than who eats the last cookie.As William Coyne, a previous VP at 3M, stated, After you plant a seed in the ground, you don't uncover it consistently to perceive how it's doing.Power makes individuals selfish3. You adopt the thought process of a, dislike a scoutYour attitude influences your judgment, investigation, and choice making.Julia Galef, the fellow benefactor of the Center for Applied Rationality, clarifies why some data or ideas feel like our partners - we need them to win. In any case, we consider contradicting sees as our adversaries - we need to shoot them down.Our judgment is unequivocally affected, unwittingly, by which side we need to win. The warrior menta lity, as Galef calls it, is attached in the need to shield ourselves - we need to win each contention. This wonder is much increasingly obvious among individuals that hold formal authority.The scout attitude then again, is tied in with comprehension, not shielding a position. A scout goes out and distinguishes the genuine test - he needs to know what's truly there.Are you attempting the settle on the best choice? Or on the other hand to win a battle?Leading requires adjusting the two mentalities - having the fearlessness and certainty to follow up on what you know is right, alongside the receptiveness and modesty to course address when new data is presented.As hierarchical theorist Karl Weick said, Battle as though you're correct. Tune in as though you're wrong.4. You get more credit (or fault) than deservedBeing in a place of initiative is definitely not unbiased - you are consistently under a spotlight.Regardless of your administration style, the impression of your accomplishments will consistently be twisted. Individuals give an excessive amount of consideration to their pioneers. There's proof that, in the event that you are in a place of power over others, you will get more fault and more credit than you deserve.Bob Sutton consider it the amplification impact. As he explains on this talk, leaders are answerable for about 15% of their group/authoritative performance, but they get about half of the fault or credit.Is your self-discernment blinding you?We become haughty when we succeed, and oblivious when we come up short. There's a lot of proof that, when an organization is performing incredible, pioneers become progressively confused and self-assimilated. Or on the other hand that disappointment drives accusing others as opposed to self-reflection.Don't let the magnification effect distract your consideration from gaining from mistakes.As Ed Catmull, the fellow benefactor of Pixar, stated, On the off chance that you aren't encountering disappointment, at t hat point you are exacerbating a far misstep: You are being driven by the longing to maintain a strategic distance from it.5. You are trying to claim ignorance (as is your team)Leaders are more unconscious than mindful - most accept they know themselves better than they really do.Studies show that 80% of individuals think they are better-than-normal pioneers. Unconscious pioneers misdirect both themselves as well as other people. For example, deluded leaders may seem to be appealling and capable, yet their arrogance places their believability in danger in the long run.Research shows that, when there is no successful procedure to accumulate chiefs into legitimate discussions about intense issues, associations are three times more prone to have individuals retain or twist information.A comparable investigation by Milliken Morrison shows that 85% of representatives feel incapable to raise a worry with their managers. Truth is constrained underground, leaving the association to depend o n bits of gossip, tattle or insincerity.Do you advance a sheltered situation for individuals to speak up?The enthusiastic culture of an association is as incredible as its intellectual partner. Focus. Quietness isn't the nonappearance of dread however an outcome of it. Create a safe space where individuals feel certain to shout out without the dread of being mocked or punished.As Wharton educator Sigal Barsade stated, Each association has an enthusiastic culture, regardless of whether it's one of suppression.6. You are not being challengedThe progressively effective we become, the more in danger we are to mistake visual deficiency. Surprisingly more terrible, narcissism rates have been increasing steadily for decades.A study on extortion found that narcissism can cause CEOs to act deceptively - they need to accomplish their objectives and get acclaim at any expense. Exceptionally narcissistic CEOs may help accomplish greater desire for their organizations. Be that as it may, an exce ssive amount of narcissism may risk the interests of their organizations - they don't tune in to their group's feedback.The larger part of us overestimate how great we are at tuning in, as a study by Accenture shows.Are individuals scared of testing you?Encourage your group to give real input and to address pressures in a space of common regard. A Gallup study shows that 7 out of 10 representatives unequivocally concur that their opinions don't count at work. Listening will assist you with increasing a comprehension of why somebody thinks in an unexpected way. Be available to change your mind.As Pixar's executive Brad Bird stated, during useful criticism, everybody will get embarrassed and supported together.7. Your Salary Distorts Your RealityA generously compensated CEO may really hurt an organization, according to investigate from the University of Cambridge.Higher pay rates don't ensure that a pioneer will turn in a solid presentation. Firms that pay their CEOs in the best 10% o f abundance pay earn negative abnormal returns throughout the following three years, the analysts found.A more significant salary causes pioneers to accept they're in every case right - that is the reason they are paid to such an extent. It unknowingly mists their judgment. They become presumptuous on their arrangements and ideas.Do you accept the individuals who acquire less are not as equipped as you are?I'm doing whatever it takes not to cause you to feel terrible about your pay. Yet, to turn out to be progressively mindful of how your position can misshape your observation. We will in general relate pay rates or titles with smarts. Hence, quit focusing on individuals that are at our 'same level.'As Simon Sinek stated, Extraordinary Leaders don't have to act intense. Their certainty and lowliness serve to underscore their toughness.Becoming helpless is difficult. Yet, when you don't need to imagine you know everything, you won't want to win all the fights - you'll concentrate on releasing your group's potential.It's smarter to not be right than trusting you are correct when you are not.Great pioneers coordinate various reasoning; they grasp individuals who give alternate points of view and thoughts. Try not to hazard your validity by attempting to have all the appropriate responses. Modesty advances trustworthiness - individuals will need to share real to life input and their best thoughts, rather than attempting to delude you.This article originally showed up on Medium. You may likewise appreciate… New neuroscience uncovers 4 ceremonies that will fulfill you Outsiders know your social class in the initial seven words you state, study finds 10 exercises from Benjam

Should You Add a Personal for Your Resume

Should You Add a Personal for Your Resume Should You Add a Personal for Your Resume? Resumes Should You Add a Personal for Your Resume? Are you confused as to whether to include your personal logo in resume? Assume you are an employer. You have received hundreds of CVs from potential candidates. How do you make your resume stand out? Most of the candidates have the best credentials. But to gain a competitive advantage, they should present their documents well. At CraftResumes, we are sure that adding a personal logo on your resume is a smart way of showing potential employers who you are, beside your other qualifications. Why Is Including Personal Logo On Resume Building Important?   A graphic design resume with personal trademark, makes you stand out from the rest of the job seekers. It enables the employer to understand you better out of the previous career experiences and academic context. A personal emblem  on resume shows the employer that you are knowledgeable and serious about you what you do. You are ready to do something extra to achieve better results. If you have a website, putting a personal logo on resume is a way of directing new visitors to your site. You will end up winning on both fronts, whether you get the job or not. How To Create A Personal Logo For A Resume Your emblem  is what your clients use to identify your brand. When creating a personal logo for your resume, it has to the best. What does it take to create a colorful personal logo for resume? Look at 48hourslogo.com  for an inspiration and personal logo examples resume. Read the following tips: Have Your Audience In Mind In this case, your audience should be the potential employer. Have in mind the needs of your target audience. Here are questions that can help you understand your audience better: What is the nature of the company? Where are they located? Who are their clients? What is their language? What is the objective of the company? If you can answer these questions, you can proceed to creating a resume personal logotype  design. Brainstorm Your Idea Now that you have an idea of how your logotype  should look like, start brainstorming and doodling. It helps you flesh out your thoughts and achieve a design you want. Use your creativity to imagine and improve the design, especially when it is a designer resume. Make It Simple Keep your emblem simple to enable your audience to memorize it. Let it show your audience brilliance and professionalism. That you love to keep things direct, and your services are easy to use. Use minimal symbols, texts, and colors. But make it a great statement. Make It Clear When making a personal logo for your resume, let your audience clearly understand your expertise. Know the role of the post you are applying. Create your personal identity based on the services you provide. Be Unique and Creative Most people use their initials for their personal logo resume. While there’s nothing wrong with that, it does not show creativity. Come up with something unique and creative, create your shapes, and incorporate symbols and characters. Where to Put a Personal Logo on a Resume Now that you have created your personal logotype, you have to know where to place it in your CV. Place it where the reader can visibly see it. It motivates the reader to dig deeper to know you and eventually interview you. So, where can you position your personal logo for resume? Some good designs can be found at  logoai.com. Top Right   You can place your emblem on the upper right of your document. Put your name on the left side of the paper. Naturally, we start reading a text from the left side.  That’s where you put it on a resume website.  Then the reader will proceed to look at your emblem on the right. Top Center You can place it at the top middle of your resume. There are two ways of doing it. You can first put your name and a logotype  below your name. The second way is placing the emblem  first, then your name below it. The latter is the best way of doing it as it instantly grabs the attention of the reader. Top Left Another place where to put a personal logo on a resume is at the top left of your document. Take a look at these examples. Final Thoughts So, can you put a personal logo on your resume? Using a personal identity on resume is a brilliant way of setting yourself apart from other candidates. The way you present it will help your resume show HR managers who you are  and what are your skills.