Consider some important research findings about how we communicate. Studies of the employment process, for example, show that 65-70% of a hiring decision may be based on nonverbal communication. This correlates closely with research findings in the field of nonverbal communication: approximately 65% of communication in most situations takes place through nonverbal channels.
Moreover, if the verbal and nonverbal messages contradict one another, the nonverbal message is usually seen as more credible than the verbal one. The nonverbal message is viewed as more honest because it is the most difficult to control. Hence, the old saying the "actions speak louder than words" is a truism in the interview.
First Impressions
Interviewers admit that impressions formed during the first five minutes of the interview are seldom changed during the remainder of the interview. In at least 75% of the cases, the basic outcome of the interview has already been determined during those first few minutes!
If we ask, "How can that be? How can anyone possibly make an important, objective, and informed decision in such a short period of time," the answer is, "they probably can't." Nonetheless, they often decide in this manner. Employers concentrate on nonverbal cues because very little verbal information-other than "small talk" - has been exchanged in the initial stages of the interview.
Being Likeable
Remember, most people invited to an employment interview have already been "screened in". They supposedly possess the basic qualifications for the job, such as education and work experience. At this point employers would look for several qualities in the candidates, such as honesty, credibility, intelligence, competence, enthusiasm, spontaneity, friendliness, and likeability. Much of the message communicating these qualities will be conveyed nonverbally.
Employers hire people they like who will interact well with the rest of the staff.
In the end, employers hire people they like and who will interact well on the interpersonal basis with the rest of the staff. Therefore, you should communicate that you are a likeable candidate who can get along well with others. You can communicate these messages by engaging in several nonverbal behaviors. Four of the most important ones include:
Important Nonverbal Behaviors
- Sit with a very slight forward lean toward the interviewer. It should be so slight as to be almost imperceptible. If not overdone and obvious, it communicates your interest in what the interviewer is saying.
- Make eye contact frequently, but don't overdo it. Good eye contact establishes better rapport with the interviewer. You will be perceived as more trustworthy if you will look at the interviewer as you ask and answer questions. To say someone has "shifty eyes" or cannot "look us in the eye" is to imply they may not be completely honest. To have a direct, though moderate eye gaze, conveys interest, as well as trustworthiness.
- A moderate amount of smiling will also help reinforce your positive image. You should smile enough to convey your positive attitude, but not so much that you will not be taken seriously. Some people naturally smile often and others hardly ever smile. Monitor your behavior or ask a friend to give you honest feedback.
- Try to convey interest and enthusiasm through your vocal inflections. Your tone of voice can say a lot about you and how interested you are in the interviewer and organization.
A study reported by John Molloy in Live for Success indicated that 25% of personnel officers would not hire anyone with a wet handshake for an important position. If your hands tend to perspire when you are nervous, try using some talcum powder before leaving for the interview or wipe your hands on your handkerchief just before entering the outer office.
The way you stand, sit and walk - essentially how you carry yourself - has a bearing on how others perceive you. Molloy is convinced that the "look" that impresses interviewers the most is the upper middle class carriage - the look of class.
Even if your background is not upper middle class, as a youth you were probably told by someone in your family to improve how you stood, sat, and walked. Comments such as: "Keep your shoulders back" or "Keep your head erect" were good pieces of advice. If you did not pay much attention to them then, it would be to your advantage to do so now. The image of class includes these behaviors:
Image of Class
- Keep your shoulders back.
- Keep your head erect.
- Avoid folding your arms across your chest.
- Avoid sitting or standing with arms or legs far apart or what could be described as an "open" position.
- Use gestures to enhance your verbal message.
- Nod your head affirmatively at appropriate times - but do not overdo it.
- Project your voice loudly enough to be heard by the interviewer.
- Articulate clearly -- do not mumble.
- Use pauses for emphasis.
- Watch your pace --avoid talking too fast or too slowly.
- Many people talk fast when they are nervous.
- Know yourself and regulate your pace accordingly.
Each of us has learned behaviors we reinforce daily. Many of these behaviors generate positive responses from others; but some of them are bad habits we should break. We can change our behaviors if we are strongly motivated to do so. But it is easy to slip back into the old patterns if we are not careful.
You can do it if you feel you need to break certain habits and learn new behaviors. You must first be aware of the undesirable behavior you wish to replace as well as the desirable behavior you wish to acquire. Second, you must be aware of the undesirable behavior as it is taking place. For this you may need to enlist the aid of your spouse or good friend. Ask them to: "Please observe me and inform me whenever I am doing_. After a while you will develop a greater awareness of the particular behavior as you are doing it.
Once conscious of our behavior, gradually we can become alert to the fact that we are about to engage in the behavior - early enough to alter the behavior. Given even more time of diligent awareness, the new behavior replaces the old one and eventually becomes as natural as the undesirable behavior once was.
Conducting effective interviews and getting a job that is right for you are significant reasons to motivate you to change some of your behaviors. If you think a behavior may be holding you back, try changing it now. The more time you give yourself, the more likely the change will become permanent and the less likely you will slip back into your former behavior in times of stress.
Listening
Listening is a learned skill. We learned to listen before we began our formal education -- in fact, probably before we can even remember. Hence, we tend to believe listening is something we acquire automatically. While we can probably remember learning to play the piano, play baseball or to type, we usually can't recall learning to listen.
Being a good listener takes effort. You can't lean back in your chair and listen passively and listen well. Listening requires active involvement. Good listening will produce several important outcomes. You will have the information needed to help you ask better questions, respond to questions more effectively, and eventually to make a decision as to whether this is a job that is really fit for you. In order to do this, you should have good listening behaviors:
- Focus your attention on the interviewer and what he or she is saying. Don't let your mind wander to such things as: the strange or good looking appearance of the interviewer, the photographs on the desk, and your fears about not getting the job offer, or your plans for that evening or the weekend. We can listen and comprehend information about four times faster than the speaker can talk. Don't use that extra time to let your mind wander, but rather to concentrate on the other person's message.
- Look beyond the personal appearance or mannerisms of the interviewer or any irritating words or ideas as you listen for content. Don't let certain annoying words, ideas or mannerisms of the interviewer so prejudice you that you can't listen objectively to what is being said.
- Try to listen for information and withhold evaluation of the message until later. This may be difficult to do, but it can make an important difference in what you get from the message. As we evaluate, our thoughts are on our reaction to the message, and thus we miss part of what the other person is saying.
- Give positive nonverbal feedback to the interviewer. Nod in agreement occasionally if you agree, and smile occasionally if appropriate. Everyone likes to receive positive responses from others. Since most people interpret no response as a negative response, avoid an expressionless face. Your feedback is also likely to be interpreted as a sign of interest on your part.
