Saying Hello
This is the social amenities part of the interview. Usually, you and the interviewer will talk about such general topics as whether you had a good trip coming in, whether the directions given you were all right, whether you found the office or building without difficulty, and the weather. Don't be misled by the seemingly trivial nature of the dialogue. People tend to go through a sizing-up stage in any relationship. Researchers tell us it has to do with the syndrome they call fight-or-flight, expressed best by such unspoken questions as, "Is this contact going to be threatening to me in any way?" "Does anything about this contact suggest that I will need to run, attack, or protect myself?"
Of course, in most human contacts—especially in an office environment—the fight-or-flight syndrome does not weigh as heavily as it might in other situations. Say, for example, you were to find yourself suddenly confronted by a stranger at night in an empty bus or train depot. Your fight-or-flight receptors might then be very sensitive. Of course, most employment interviews will be nonthreatening experiences in non hostile environments. Nonetheless, the sizing up will take place—and by both parties.
Whenever two people come together, especially for the first time, they begin absorbing sensory input about one another before either has said a word. Thus, your first minute of the interview may be the most important of the entire meeting. We will cover body language, eye contact, and voice tones later.
The social amenities part of the interview also enables both of you to settle down and clear the butterflies that each of you may well be experiencing. After all, your interviewer is probably not trained in screening candidates and may feel some stress over asking the right question or making the right decision. Your interviewer may also be uncomfortable with meeting new people, causing this feeling-out period to take a little longer than it would with a more seasoned, sociable interviewer.
Setting the Tone
Since it is up to the interviewer to set the tone for the meeting, you can pick up some additional clues by listening to how he or she poses the first question or comment that follows the initial encounter. This may also reveal something about the interviewer's interests or priorities. After all, out of everything the interviewer knows about you, this is the topic being raised first.
For example, an interviewer who says, ''I see you worked for Cosmo'' is making a statement about something that may be of personal interest. If establishing comfort levels is the objective, and it should be, why not help the process along? Instead of launching into a verbal resume, why not respond with, "Yes, I did. Did you also work there?" From the use of the nickname, the chances are either that she did or that she knows someone who does. You'll learn that from her response. Follow up whatever she says about her interest in the magazine, but do so in a friendly way. After all, this is just chit-chat, but it can be very important to establishing a positive rapport.
Common ground provides a solid foundation. When it is available to you, use it well. People tend to want to be around those whom they like and to speak highly of them. Sharing an area of mutual interest is an important way to become liked. Of course, there are other important attributes you can display, such as interest, empathy, understanding, and enthusiasm. These too should come out in your early dialogue. You are there to help the employer determine whether you have skills that can fill the needs of a position. When you can learn what the interviewer wants from you, it will help you do a better job of explaining how you meet the qualifications.
I recall one candidate who interviewed with me several years ago for an opening my employer was anxious to fill. Each time I tried to redirect the conversation toward his ability to juggle several projects at a time, he kept coming back to his experience in a narrow, limited area that was of little interest to us. I gave him several opportunities to learn what he needed to know so he could tailor his responses to what we were seeking. Finally, I had to conclude that he didn't listen well, didn't care, or lacked the skill that we needed most. Interviewers generally come down to these questions when they make a hiring decision:
- Are the skills right?
- Did the candidate care enough to do his or her homework?
- Is the personality a good fit?
- Are this candidate's goals and objectives appropriate here?
- Can the candidate do the job?
- Is he or she motivated to do the job?
- Will the environment enable this particular candidate to get the job done?
