How to Behave at an Interview and Build a Relationship With a Potential Employer

Employers often don’t return feedback to the candidate. And if they don’t return once, twice, or three times, the candidate gets anxious: is there something wrong with him or her? As a result, when they look for a job, they feel like they play Gonzo’s Quest slot. But the employer most often doesn’t have the KPI to return with detailed feedback also because some candidates begin to behave incorrectly and report discrimination and violation of rights to various authorities.

Working Remotely

Understanding how employers think and what they want to hear is becoming increasingly important in the current period. With few exceptions, the labor market is now a one-way road where companies choose the employee. Sometimes the choice is between promoting an internal employee or finding someone in the outside market. And in this competitive struggle, the one who directs his attention and resources to competent cooperation with a potential employer will win.

General Tips

Preparation for the meeting is of key importance at the first stage of acquaintance. It is considered bad business tone if a candidate who has been invited for an interview has not familiarized in advance and in detail with the company website, its pages in social networks, information from public sources and news portals. This is how the employer reads the candidate’s primary motivation.

It’s important to prepare 2-3 pertinent questions for each interview – the best improvisation is built on serious preparation. And each time the questions should be different and relevant. This means that there are questions that are within the competence of the HR employee, and there are questions that only the potential manager can answer.

If the candidate is in the pre-final stage, it’s critical to gather information about the employer from non-obvious or hidden sources. Above all is professional networking. The main thing is not to violate business ethics and confidentiality.

It’s significant to be consistent. Communication in a business environment is built on two important criteria: trust and expertise. Expertise is assessed by the employer at the interview by concrete examples of cases and achievements, verifies the veracity by collecting recommendations, through tests. But trust in a short period of communication in the form of several interviews can only be built through a sequence of words and actions. First, words and actions must match, and second, if “A” has been said, you need to keep revealing that topic, not say you changed your mind, now “A” is “B.” The most popular mistake that ruins credibility is when a candidate begins to change their salary expectations in the final stages.