Bohan and Bradstreet

Career Search

August 2018


Unspoken Interviewing

Friday, August 24, 2018  by julie

 

Unspoken Interviewing Image, body language and expressions are key messaging events during an interview on both the applicant and hiring authority side. The interview starts while you are waiting for the hiring authority. Receptionists are often asked about their observations. Be professional and exhibit a profile that portrays confidence and calmness.

First impressions are made within 3 minutes of the initial greeting. Three assessments happen quickly: You are measured on attire, posture and hand shake. Making a great entrance and first impression sets the stage. Body language is judged from head to toe. Attire should be conservative; cologne, perfume, jewelry and make-up should be minimized or nonexistent; hair must be well groomed; and shoes polished and stylish.

Whether sitting or standing, your posture projects a level of confidence and engagement in the conversation. If you slump, the interviewer will perceive a lack of confidence and interest. Sitting stiff as a rock implies nervousness and creates an uncomfortable situation for building rapport. Crossing your arms and legs may be interpreted as building a barrier. Sitting at the tip of the chair implies you don’t want to be there. Best sitting posture is straight and displaying your neck, chest and stomach area, a signal that you're open; leaning slightly forward at about a 10% angle sends the silent message that you are interested and involved; and adjusting at a slight angle and using arm movement is best way to emphasize talking points and show interest.

A handshake is an opportunity to establish rapport and positive chemistry. Practicing handshakes is suggested. Handshakes last about three seconds. Palms should be dry. Having an overly aggressive shake can be as offputting as the limp handshake. Never cover the other person's hand with the hand you're not shaking with because it will be interpreted as a sign of domination. Anticipate the handshake and make sure that if you are bringing anything to the interview, that your right hand remains available for the initial greeting and final good-by.

During the interview proper posture is important; proper eye contact and expressions are a differentiator. If the interviewer is talking, you want to be actively listening and that requires direct eye contact. Avoid staring aggressively by blinking at regular intervals and acknowledge comprehension or agreement by small nods. When speaking, hold eye contact for periods of about 10 seconds before looking away briefly and then re-establishing eye contact. Over-using direct eye contact when you are speaking can come across as challenging the interviewer. Smiling, occasional laughter, and showing enthusiasm portray positive qualities that can make a difference. Frowning, showing signs of boredom, or raising your eyebrows will help shorted the interviewing process and often lead to a quick exit.

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Addition or Replacement?

Friday, August 10, 2018  by Bailey

 

A privately-held industry had organically tripled revenues over the past decade primarily due to expansion into additional market channels. The CEO had a tenured senior leadership team. The business model was at one time a vertical manufacturer and over the years had outsourced 90% of their machining to contract manufacturers. Over last six months profitability was down and revenues had flatlined due to challenges on meeting customer expectations and deliverability.

B&B met with the CEO. The original thought was to add on a Supply Chain Manager to report to the VP Manufacturing. The goal was to improve purchasing, order management, material deliverability from contract manufacturers, and better accountability to customers. OTD was declining. B&B had a detailed conversation on the business evolution, current business model, existing challenges, going forward strategy, and culture. In a very candid conversation B&B brought to the attention of the CEO that as the company had transitioned from a vertical manufacturer to primarily an assembly operation, the need for strength in leadership shifted from manufacturing to supply chain.

B&B looked at the organization chart and discussed the key employees and roles. The VP Manufacturing was underperforming and adverse to change. The manufacturing operation was being run by a manager that upside potential. B&B made the suggestion to promote the Assembly Manager to Manufacturing Director, eliminate the VP Manufacturing role, and create a VP Operations position that would be responsible for all order management, supply chain, and assembly operations.

B&B teamed with the CEO to define short and long term goals for the new role, create a search and evaluation process, and establish a fair and attractive compensation package. B&B evaluated 83 local candidates, presented a slate of four, collaborated on the interviewing process, and concluded the search from original conversation to acceptance in 39 days.

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