job interview skills workshop (congress 2016)

Essential Communication Techniques for Career Management Success

Job Interviewing

Skills

Presenters

• John G. Self – JohnGSelf + Partners, Inc. • Nancy Swain – Strategic Intelligence, Inc.

2

John G. SelfManaging Partner of JohnGSelf + Partners Forty years in healthcare leadership More than 20 years in executive search Began healthcare career at Hermann Hospital as the first director of Life Flight Former crime writer and investigative reporter for The Houston Post 1800 Main Street, Suite 2402 Dallas, 75201 214.761.5472 Ext 101 | john@JohnGSelf.Com

3

Nancy SwainPresident, Strategic Intelligence, Dallas More than 20 years of extensive and diverse experience in counseling, public speaking, education, training, sales, and career transition coaching Was an instructor at the Cox School of Business at Southern Methodist University, Dallas, from 1998 through 2003 teaching Career Management, Organizational Change, Human Resources Administration, and Business Communications She has facilitated career transition workshops and provided executive leadership coaching for multiple corporations in all industries including privately held and Fortune 15 companies NSwain@sbcglobal.net

4

Learning ObjectivesUnderstand the impact of healthcare reform and how changing markets impact recruiting, and career management The importance of your Value Proposition in interviewing How executive interviewing is changing and how you must adapt your approach to succeed

5

Agenda

Overview of the foundational issues Concept of brand management Tools to take control of your image, your reputation Building, feeding and weeding a robust professional network, including recruiters

Understanding Your Value Proposition - Critical First Step What Is Your Value Proposition Why Your VP Is Critical to Your Success Defining Your Skill Sets Develop Quantifiable Examples Finalizing Your VP, Clarifying Your Brand

6

Agenda

The Art and Act of the Interview Pathways to consideration - How you are identified for consideration Types of Interviews - Resume review to the site visit Strategies for Interviewing - From how you dress to effectively telling your story Some important dos and don’ts

Questions & Answers

7

DEVELOPING YOUR VALUE PROPOSITIONDefine your value proposition and go to market strategy

8

Your Unique Brand

Dale Carnegie once stated, “There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four contacts: What we do, How we look, What we say, How we say it.”

9

By creating your own unique brand, you are prepared to make a lasting impression in all four areas of contact.

What is Your Value Proposition?A short descriptive paragraph about you that contains 4-5 main value messages - each with an example or a metric ($, %, #, certificate, award, degree) to support it This “menu” of value about yourself should then be customized for specific opportunities or events because value is relevant to the listener and must be perceived as important by the listener This is your career brand – The answer to “tell me about yourself”. What you are an expert in. Conversational and TRUE

10

A Compelling Value Prop, Career Brand Can Make the Difference

Make you more confident and professional Helps you understand yourself and all that you are The foundation for your resume, interviewing and networking Controls what interviewers remember most about you – helps you take MINDSHARE Demonstrates you can tie your capabilities to the needs of the listener with relevancy Stand out from the competition

11

How to Develop Your Value Proposition/Career Brand

List all your present or past skills… EVERYTHING List all your knowledge areas List all your degrees, diplomas, certifications, awards, and honors

12

Defining the Skill Set

How do you know you are good at the skill you listed You need an example and it needs to be measurable so people understand it better!

Ask yourself…

13

Keep Asking Yourself…What size companies and teams have I led? Beds, budgets, people, sites, clinical areas What have I planned, executed, implemented, created, co-created or authored?(people, projects, events, accounts, budgets, service, key relationships, implementations, strategic planning, squad, platoon, company, projects, order of ops, missions, etc.) What might be unique to me? Awards, Education, Community Involvement, achievements, etc.

14

Now, Quantify the ExamplesWHAT IS MY QUANTIFIABLE EVIDENCE TO SUPPORT THE SKILL? How do I know I am good at this? IS THERE AN OUTCOME OR A DIFFERENCE THAT CAN BE MEASURED? Was there a % of difference from before? Improvement Did I get things done faster? By how much? How many people were involved? What was the budget number? How many people have I trained? How many people have I led? What technology do I know? What languages do I speak? Did I make or save any money? How big was the mission, project, or job?

15

Organize Your List• EACH ITEM ON YOUR LIST MAY HAVE MULTIPLE

QUANTIFIABLE EXAMPLES • You need to decide what skills, value and knowledge

to lead with – Prioritize & Categorize! This is what you are selling!

• 4-5 main message points. No more

16

Categorizing the Skill List You will have too many for the listener!

EXAMPLES:

LEADERSHIP/MANAGEMENT

LOGISTICS/SUPPLY CHAIN

STRATEGIC PLANNING

TRAINING

OPERATIONS

TECHNOLOGY

17

Developing Your Value PropositionUsing your lists and 4-5 main messages KNOWLEDGE AREAS AND DEGREES, CERTIFICATIONS, AWARDS, HONORS You write a brief Value Proposition with no more than 5 value messages to take to market

18

Example:My value really consists of these things:

Training / Teaching (prepared examples) Public Speaking (prepared examples) Strategic / Tactical Planning (examples) Coaching / Counseling (prepared examples) Marketing / Sales ( prepared examples)

19

A couple of things I’m most proud of are:________________ and ________________

I was awarded or graduated from or earned a certificate or degree in…

Make your examples relevant to the opportunity – you will have many, but not all of them will be relevant.

20

Can I Use Attributes?Yes, but they are not competitive unless you support them with something measurable! GOOD LEADER – Who/what did you lead? How many? What was the objective? Did you get it done? Were you recognized in some way? GOOD COMMUNICATOR – We all say that. What is your example? Were you selected to give daily briefings or explain missions? Did you win an award for communication? TEAM PERSON – How do you know? Did you get feedback? If so, from who or what group? How many teams have you been on and what did they accomplish?

21

Your Value PropositionMake you more confident Helps you interview better Gives you a menu to choose the appropriate value example

It’s customizable Can be added to Makes responding to job opportunities easier Helps you develop your resume

22

Using Your Value PropositionIt is your resume professional summary Cover letters Networking Interviewing Business card Determining your “go to market” strategy

23

The Art and Act of Interviewing

24

Preparation, the process and developing strategies to succeed

Understanding the GameImportant Guidelines Types of recruiters

Contingency Retained Internal

Types of candidates Passive Active

How to build relationships with recruiters

25

Important GuidelinesIf you lose your job, take heart, you automatically have a new full-time job - finding a job Do NOT go to market until you are ready - grieve, get help, be prepared, do your homework The odds will always be against you. There are more candidates than jobs. Stay focused Do not get mad, frustrated or angry with the process Appreciate the irony - you and recruiters have something in common

26

Important GuidelinesYour resume is your first interview - make it count Electronic submissions - LinkedIn, ACHE The recruiter represents the client, not you The search process will NEVER move as fast as you would like it to The competition is fierce - do not expect regular chatty phone calls from the recruiter Be timely with your responses to the recruiter and/or employer

27

Important Guidelines

You are entitled to certain information up front Name of the organization - blind responses can be dangerous Salary range - If they do not know or won’t say, it’s a yellow flag Timeframe for an employment decision

Critical information to know before Accepting Why is the position available - why did the incumbent leave? If it is a new job, is the team in agreement with structure? What are the performance deliverables? What are the hurdles to success?

28

Types of RecruitersContingency Recruiters

They are paid only if they are successful Typically do not work on an exclusive basis Fees vary from 20 to 30 percent of compensation Placement guarantee - 0 to one year; 90-days to 6 months is average Rarely provide in-depth position or client information Rarely meet their client or the candidates face-to-face Warning! In non-exclusive engagements: speed counts!

29

Types of RecruitersRetained Recruiters

Exclusive representation Fees - 25 to 35% of first-year base cash compensation or total first year compensation Longer placement guarantees In-depth information regarding client More in-depth candidate screening Face-to-face encounter before submission More in-depth background investigation and referencing

30

Types of RecruitersInternal Recruiters (executive engagements)

Large corporations and major health systems Should be more knowledgable of the organization and its culture Follow most of the processes used by retained firms May rely more on Skype or video conference technology Typically not as aggressive with background investigations

31

Types of Candidates

Passive Active

32

“In the NFL, there are two kinds of head football coaches — them’s that have been fired, and them's that are gonna be.” - O. A. “Bum” Phillips

How to Build Relationships With Recruiters

The search firm business model dynamic Pressure to find new candidates and new business is intense They are not bad people because they don’t call you back Client relationships, their priorities come before you

When they do call, THEY need something Take the call, add value - offer to help Mine a recruiter’s contact information but don’t abuse it

33

Strengthening Your Social Media ProfileSearch firms handle only about 30 to 35 percent of the total number of searches each year Recruiters and researchers troll the Internet Social media presence, especially on LinkedIn, is critical Your social media profile must match your resume Candidates with a professional photograph on their profile are significantly more likely to be contacted

34

Strategies for InterviewsBe prepared - explore the organization’s culture to potential questions you would just as soon avoid Avoid R&P - religion and politics The art of selling yourself Be self aware - monitor your energy level Ask questions - show them you are interested Close the deal - let them know you are interested

35

Types of InterviewsResume Review - It all begins here Telephone screening interview - Dos & Don’ts Skype or FaceTime - mastering the technology Video conference interviews - words of caution Face-to-face with a recruiter - what to expect Panel interviews - strategies to succeed Meal time/community tour interviews

36

Resume ReviewThe first time your resume is seen, it will be on a computer screen - so do not use a typeface smaller than 11 point No absolute rules on length - proportional to experience and relevant accomplishments Ten to 20 seconds — average eyeball time your resume will get on the first review Important - career summary paragraph that relates to job Have ALL contact information in “The Stack” - make it easy for the recruiters, they are slammed!

37

“The Stack”: Make It Simple

John G. Self 1800 Main Street, Suite 2402

Dallas, Texas 75201 214.761.5472 Ext 101 (o)

214.577.5540 (c) john@JohnGSelf.Com

www.linkedin.com/in/johngself

(make the links active)

38

Telephone Interview

Clean up mentally and physically - no hair rollers, bathrobes, tank tops, boxer shorts - dress as though you are going to the office Do your homework - organization and the recruiter Standing or sitting - pick a position that helps you stay focused and on point Talk accomplishments, not just experience - connect! Look at yourself in a mirror - are you smiling?

39

FaceTime, Skype and Video Conference Interviews

Dress as if you were on a site interview Be aware of your surroundings - what will the interviewer see in the background Avoid backlit - No windows or bright lights in the background Cell phones, iPads - Beware of the angle Confirm connection contact information in advance Video conference pitfalls - camera angles, framing

40

Face-to-Face InterviewsBe prepared - do your homework, avoid questions you should already know, who you will meet, etc. Dress conservatively in a confidence-building outfit Grooming - shoes shined, nails clean, manicured Arrive early - 15 minutes is a target Interview starts the moment you enter the building - be nice to everyone you meet - receptionists to E.A.s Connect with their needs - it is NOT about you!

41

Face-to-Face InterviewBring business cards and extra copies of most recent resume Smile, be gracious Engage, be prepared with relevant questions, especially when meeting with senior executives Be prepared for the unusual question or the one you do not want to answer Be authentic

42

Panel InterviewsPersonally introduce yourself to participants Decision to stand or sit - based on the room set up Make eye contact with questioner, then others on panel — involve everyone in your answer Beware of the complex question - If you take too much time answering, you may be unfairly criticized Thank the panel - make it count

43

Dinner/Lunch, Community Tour Interviews

Rule number one: you are always in the spotlight In a group lunch or dinner, try to be in the center of the table - your ability to engage people is important Order conservatively - you are being interviewed! Be aware of “table manners” - this can hurt you Alcohol consumption - lunch (no); dinner (follow lead of your host) Realtors will be asked for feedback, too!

44

Questions & Answers

45

The dumb questions are the ones you do not ask