Article Title:  Interview Do’s and Don’t’s
Author Byline:  the medical sales recruiter
Author Website: http://www.phcconsulting.com/WordPress

So, who do you like in the presidential primaries?  No, don’t tell me.  I don’t want to start something here.  I do know that there’s an interesting horse race going on in both camps.  So, if the presidential race is on your mind, I found a couple of great posts on Bulls Eye Resumes that take a little something from the candidates to help you with medical device sales rep, laboratory and clinical sales rep, or pharmaceutical sales rep interviews:

Interview Do’s From the Presidential Race:  (a few of my favorites)

Bring your personality to the job interview.  You can be engaging and friendly and yourself while answering interview questions without feeling like you have to have false cheer.  The hiring manager is a person, after all, and will likely be as turned off by that as you would be. 
Answer the specific question asked.  Be prepared, but don’t have your answers so “canned” that you answer by rote and don’t seem engaged in this conversation.  (For a laugh, see some really honest answers here…)
Own your failures.  Don’t act like you don’t have any, because the interviewer knows better.  Focus on what you learned from them.
Interview Don’ts From the Presidential Race:  (again, some of my favorites)

Don’t make false claims about your past job performance.  You will be found out.  Recruiters, especially, will look up your references. 
Don’t schedule your interview during a time when your energy is low.  Are you a morning person, or are you more alert in the afternoons?  You don’t want to walk into an interview looking like you need a nap.
Don’t use the same tired lines everyone else is using.  Buzzwords, yes.  You show that you’re informed on the latest developments in your industry.  Using standard “interview speak” when answering won’t get you the positive attention you want.   
These really are very informative posts, with even more information than what I’ve highlighted here.  Definitely worth the read. Article courtesy of the  http://www.recruitingblogswap.com/ a content exchange service sponsored by CollegeRecruiter.com, a leading site for  http://www.collegerecruiter.com/pages/internship-job-postings.php students looking for internshipshttp://www.collegerecruiter.com/jobs/ graduates searching for entry level jobs and other career opportunities.

"Sell me this Pencil"; personnel and sales managers used to ask applicants this question during interviews on a regular basis.  Believe it or not, it is a relatively effective way of finding out how well an individual thinks on his / her feet.  Can she speak well and make eye contact when she is surprised?  Can he smile and behave professionally when he is at a loss for words?  Clearly, job applicants will do a better job of “selling that pencil” if they are prepared for the question and have some knowledge of various types of pencils.

The one benefit of this interview strategy for the applicant is that the pencil serves as a focal point of discussion; it is a visual aid that actually allows some description to be “acted upon” by moving the pencil.  It is a real example with which the candidate can dazzle the interviewer.

The point is that preparation and real examples of an applicant’s skills serve to illustrate the qualifications and fit of that applicant. Human resource managers and personnel directors should expect applicants to come in prepared with information abut the company, its mission statement, and the available position.  Candidates should prepare a “portfolio” or project review / summary in order to present a real example of proficiencies, skills, technical and computer knowledge.  The potential employee can reference the portfolio while he or she answers the interviewer’s questions.  This can be done during a webcam interview as well because the portfolio can be emailed, faxed, or snail-mailed to the human resources director or interviewer prior to t he act ual or electronic meeting.

It is very important that an applicant’s portfolio or visual presentation be professional and of the highest quality.  The design of the portfolio must reflect an organization and demonstrate the culture of the profession.  For example, an applicant hoping to fill a graphics position must present a graphics-heavy portfolio, etc.  Further, the applicant should have his or her own copy of the portfolio to reference during the interview.

In this day and age, developing a professional resume is easier than ever.  There are multiple resume construction websites as well as professional resume software available for purchase.  There are also resume services that will interview job seekers and create for them a professional resume that shapes talents and skills so that they are particularly attractive to growing companies in a specific region.  Human resources officers find these professional resumes, are duly impressed, and contact the respective candidates.   Interviews are scheduled, and candidates prepare.  ; Some candidates, however, don’t prepare and cannot land the job and close the deal.  What should job applicants do to appropriately prepare for a job interview?

                Research:  Candidates should spend as much time as possible researching a company prior to an interview.  Most companies have web sites that contain pertinent information on its diversity policies, benefits, and often offer the requirements of available positions.  Knowledge of the company and its culture will be obvious to the interviewer during a first meeting and will show the candidate is a forward thinker and a true professional. Further, company research will ensure that the candidate actually wants to invest time and energy in a company.

                Underselling Themselves:  Candidates should be prepared to assert their aptitude, skills, and the ways in which they can help the company achieve its mission.  Obviously, the company is looking for workers; the successful applicants are those who can illuminate their proficiencies and talents and convince the interviewer that their experience is best for the available position.

                Failing to Listen:  In most cases, employers know what they want in a new hire; they know what questions they want to ask and know what answers they hope to hear.  A successful candidate will listen to the questions asked, detect the subtext of those questions, and answer accordingly.  For example, a question about meeting deadlines may really be an inquiry into one’s management style.  Applicants may know what information they hope to impart, but they must listen to the company’s representatives and follow the lead of the interviewer.  Interaction should be give and ta ke.

                Maintain Professionalism:  A brief mention of the World Series or the Final Four is a good ice-breaker and can make an interview more comfortable for all involved.  However, personal information which has no bearing on the issues at hand is not appropriate.  A candidate’s reasons for adjusting administrative style or shifting focus from email to personal communications is important and may include some real workplace or life experiences, but these are only significant if they are relevant to the available position.  Candidates should not discuss personal relationships, irrelevant health or medical issues, or even the p arking problem encountered that morning. 

                Currently, developing a professional resume is the easiest part of landing the perfect job.  Interviewers are prepared to meet and conference with applicants; applicants should be prepared to demonstrate their skills and professionalism.  Candidates should be prepared to become new hires.

Author Byline:  Kevin Donlin is President of Guaranteed Resumes and the creator of GetHiredNow.TV. Since 1996, he has provided job search assistance to nearly 10,000 people. Author of "51 Ways to Find a Job Fast -- Guaranteed," Kevin has been interviewed by USA Today, The Wall Street Journal, CBS Radio and others. His latest product, The Instant Job Search Sys
Author Website: http://www.collegerecruiter.com/guaranteed-resumes.php

You can learn a lot about networking to find jobs by asking recruiters how they do it to fill jobs. That's because recruiters, also known as headhunters, have to network every day to locate and place candidates in positions they're hired by employers to fill. And recruiters don't get paid until they succeed. So you'd better believe that successful headhunters know a thing or two about networking.

Here are two things, to be exact, you can do to network like a pro and get hired faster ...
1) Google And Call Past Employees
Recruiting expert David Perry, author of "Guerrilla Marketing For Job Hunters," shares a unique way to research potential employers using Google. It's this: Find and call people who used to work where you want to work now. "The fastest way to learn the real workings of an organization is to Google past employees and call them up. This is exactly what I do. Before I take an assignment from a company to place an executive there, I want to know if I'm walking into a hornet's nest," says Perry.

Here's how to do it ... Google the name of your target employer and the word "resume." The search results you get back will include resumes of people who used work there. (You may want to add the word "experience" to "resume" in your search; experiment using Google's Advanced Search options.)

Once you find some resumes, pick up the phone and call. Say: "Hi my name is _________. I'm researching XYZ Corp. and I think you used to work there because I found your resume online. I'm thinking of applying for a job there. May I ask you a few quick questions to see if it's worth my time and effort? I know this is an unusual way to do a job search ..." Most people will be impressed by your initiative, flattered to be asked for their opinion and willing to help you out. "You want to learn about three main areas: the company and its culture; the department you would be working in; and the name of the manager you would be reporting to," says Perry.

Finish your conversation with this all-important question: "If I decide to talk with them, may I say that I spoke with you?" "You ask this for two reasons," advises Perry. "First, if they left on good terms, you can drop that former employee's name when contacting the company to ask for a meeting. Second, that person may phone his old boss and tell him or her to keep an eye out for the smart person who just called -- that would be you." If you're at all hesitant about this technique, try it on a company you have no intention of applying to. Work out the bugs first, then network your way right into your ideal employer.

2) Make Recommendations On LinkedIn
Tom Stewart, VP of Executive Search at Genesis10 in Minneapolis, advises job seekers to use LinkedIn.com as a way to get found by recruiters and employers.

"I tell people to think of LinkedIn as a sort of 'Who's Who' for the Internet savvy professional. It's a great way to expand your visibility -- and the more people who can find you, the better," says Stewart. Key to using LinkedIn effectively is to give and ask for endorsements, also known as recommendations. "Writing recommendations for those in your network benefits everyone. I have found candidates accidentally by clicking on the endorsements they wrote for other people on LinkedIn. I can count at least 6 passive candidates I placed in new jobs this way," says Stewart. Start with your network of first-level connections at LinkedIn. Pick one person you feel strongly about and endorse them. After you write a recommendation, the system prompts the recipient to endorse you, which leads to reciprocity.

Think of your LinkedIn recommendations as free advertisements you can run on other people's profiles. If they are successful and highly visible in their industry, your recommendation -- with your name on it -- will be
highly visible, too. Which increases the likelihood that a recruiter who sees your endorsement will click on it, read your profile, and contact you.

Now, go out and make your own luck!

Kevin Donlin is President of Guaranteed Resumes and the creator of GetHiredNow.TV. Since 1996, he has provided job search assistance to nearly 10,000 people. Author of "51 Ways to Find a Job Fast -- Guaranteed," Kevin has been interviewed by USA Today, The Wall Street Journal, CBS Radio and others. His latest product, The Instant Job Search System, is available at "http://www.collegerecruiter.com/guaranteed-resumes.php">http://www.collegerecruiter.com/guaranteed-resumes.
copyright (c) 2007 by Kevin Donlin Article courtesy of the http://www.recruitingblogswap.com/  a content exchange service sponsored by CollegeRecruiter.com, a leading site for http://www.collegerecruiter.com/pages/internship-job-postings.php  college students looking for internships"http://www.collegerecruiter.com/jobs/">recent graduates searching for entry level jobs</a> and other career opportunities.

Ask Not…

     During a recent business development conference, a human resources speaker reminded us of the Mary Tyler Moore show and her character’s job interview with her soon-to-be boss, Lou Grant. As funny as the encounter was, it did bring to light an interesting point: what questions can we as business owners ask our perspective employees?  Lou Grant asked Mary about her religion.  She responded by reminding him that he wasn’t allowed to ask that… intimidated, she did finally answer.

     Discrimination is an issue that we business owners and human resources directors must keep in the back of our minds. EEO (Equal Employment Opportunity) Laws were designed to protect potential employees.  Employers, however, must protect themselves against the perception of discrimination. An employer might not hire a 52 year old man because he lacks computer experience.  BUT if during the gentleman’s interview, the employer asks pointed questions regarding the man’s age and when he graduated from high school, college, etc., the perception of discrimination may become a huge issue.  

     The best way to avoid this problem when seeking additional personnel is to steer clear of interview questions related to age, religion (thanks Lou Grant), gender or children, race or ethnicity, or disability.  Interviewers should focus on the candidate’s ability to meet the demands of the job and the candidate’s employment background, training and experience. “Friendly” interviews sometimes lead to a discussion of children and their extracurricular activities… and it’s fine if a candidate volunteers such information.  But human resource directors must be careful to not to ask, “Will Johnny’s Little League schedule interview with our company’s meeting schedule?”  If Mom isn’t hired, she may believ e her status as a mother is the reason why.

     By the way, Mary was a Presbyterian.

Article Title:  Second Life Recruiting: The Future?
Author Byline:  Need Career Advice? Resume Help? Visit Us!
Author Website: http://www.boston-technical-recruiter.com/

About two days ago, I stumbled on something that made me cringe at the thought of having missed a technological opportunity. Virtual world recruiting is something fairly new to the industry, yet many major companies such as IBM, GE, and Accenture are utilizing a new environment called Second Life for recruiting and marketing.

Second Life is a virtual world that is fully customizable and allows complete control of the environment down to creating gravity defying floating houses to weapons of mass destruction.  By writing scripts or using thousands of written scripts, you can modify your character and environment in a thousand different ways. From combat to running your own advertising agencies to recruiting real world candidates, Second Life is a dreamscape with some serious potential. Second Life even has a currency which can be exchanged into real life money at a 1RLD to 278SLD ratio. In other words, everything you may need to live it up.

From the perspective of business communications, Second Life is being used as a training ground, conference room, or company propaganda platform. Cannon, Routers, L word are all advertising inside the game. The opportunity to market to over a million individuals with limited competition is nearly irresistible. I considered marketing my own blog before thinking better of it and exploring the world further.

But how viable is second life in terms of creating a viable recruiting business model? I considered leasing 100 square meter office and advertising my open real world opportunities in game. At the same time I ran across an article which clearly demonstrated that many people in SL would not take kindly to RL intrusions into their fantasy world. Would it make sense to offer recruiting services within Second Life to Second Lifers? How about advertise real life jobs to Second Lifers. It is clear that the latter is already being done and is something that I will probably engage in as well.  One of the secrets within the game is that everything is based on your position in search results. If you can figure out a way come up to the top of search results in ingame searches, your traffic can potentially explode. May SL gamers will find good real life opportunities marked ingame hard to resist.

Second life is an interesting new medium that is largely underutilized by small recruiters. But as technology advances and virtual reality becomes more commonplace, have a virtual store in a virtual environment will not seem so far fetches. I’ve always wanted my own island, even if it is inside a server.

http://www.recruitingblogswap.com/

http://www.collegerecruiter.com

http://www.collegerecruiter.com/jobs/

     It’s been proven that interviewing a candidate via a webcam saves companies time and money. But there are more ways to streamline hiring and improve your interviewing and employee selection process.  Hiring staff members who don’t have the ability or training to be successful in your company is a waste of your time and forces the interview process to unnecessarily begin again.  How can you avoid this?  Systemize your interview by creating a standard series of questions based on the behaviors of your best employees.  Then ask those questions and demand concrete, behavior-based answers:

For example, Why did you leave or are you leaving your previous place of employment?

Why are there gaps in your employment history? How much experience do you have with the computer systems we use? Direct, fact-based questions and answers keep the interview moving quickly while supplying a vast amount of information. 

     Behavior-based questions also demand concrete answers: Specifically describe your current job description. At what aspects of the job are you best?  Have you worked on team projects that were successful? Describe the projects and your specific roles. Behavior-based questions are task-specific and demonstrate a prospect’s ability to concentrate and complete job and project responsibilities. Questions that precise demand focus and detail-orientation.

     Hypotheticals and imaginative questions may be interesting to ask, but unless you are seeking candidates for predominantly creative or artistic jobs, concrete, behavior-based interview questions will get you the most useful information in the least amount of time… the most bang for your buck. It’s still about the bottom line!