How to follow up after the telephone interview

In today’s economy, there are a lot of people applying for the few jobs available. I know this because I’m one of the people doing the applying.

My question is: How long should I wait after a first telephone interview before concluding the employer isn’t interested in me?

Let’s assume I’ve already sent an appropriate thank you note and called a couple days after to confirm it was received (I do). What then?

On the one hand, I don’t want to be pestering the hiring company every few days with messages. On the other hand, I don’t want to be lost in the shuffle, either.

Thanks,
-- name withheld by request

This is a challenging situation to be sure. How can one be at "top of mind" without being "in your face?" When does determination and persistence turn into harassment and pestering?

What the question really addresses is the relationship in a tough economy between the person expressing interest in the open position and the person doing the hiring. Seems to me that the respective roles have changed because of internet postings and the overwhelming number of submissions.

To get better responsiveness and to stand out from the bulk of submissions, the candidate has to set the groundwork BEFORE the follow up phase. For purposes of this discussion, let's break it down into three areas: 1) pre-interview preparation; 2) interview behavior; and 3) post-interview communication.

Pre-interview preparation:
Earlier on this blog we have given some concrete action steps to prepare for the interview. When you learn all you can about the company, products, people and position using the tools outlined there, you will set yourself apart from the competition in the interview.

By using your personal network (as well as LinkedIn and similar sites), you come to the interview knowing people at the company and how the position under consideration fits into the big picture. Better still is knowing something about the person to whom you will be speaking.

If you secure the telephone interview through an online posting, unfortunately, you are in the weakest position possible. You were probably selected for a key word match on your resume by an automated Applicant Tracking System (yes, it's true) or by a recent college graduate who is in a Human Resources department with a very limited grasp of the actual functional role.

If that is the case, you need to establish the predicate during the telephone interview for all future communication.

Interview behavior:
Because these are challenging times and a "buyers' market," candidates with whom I speak seem afraid to ask too many questions for fear of alienating the person with whom they are interviewing ... and not moving on to the next round.

In my experience, people who ask questions and express appropriate interest move farther faster in the process than those who do not ask questions or express interest.

As a candidate, when you set the appointment, it is fair for you to ask some baseline questions:
1. How long will the conversation go?
2. With whom will I be speaking?
3. Any areas of my skills or experience of particular interest?

Then, when the appointment begins, it is appropriate for you, the candidate, to request a nominal amount of time be saved (like five minutes) so that you can ask a few questions.

I recently had an email interaction with a candidate who was phone screened by a contract recruiter for a large sports equipment company. After the phone meeting, the candidate reached out to ask what I knew about the company.

It quickly became apparent the candidate did not know: a) the geographic location of the position or b) the name of the hiring manager. "We ran out of time ... " he said.

During the telephone interview, as a candidate, you need to learn material facts about both the position and the selection process.

Regarding the position:
1. Geographic location
2. Hiring manager
3. Key responsibilities
4. Measures of effectiveness
5. Background suitability

Regarding the process:
1. How many people are getting interviewed by phone?
2. How many of those will move to the next round?
3. When will the next round take place?
4. Who is involved in the next round?
5. How do I stack rank against others in process?
6. What questions or concerns do you have about my background?

If you're spending your time, you deserve answers to those questions.

Post-interview communication:
Send a thank you email immediately after the telephone interview expressing interest and letting the person know you will follow up at the time they noted.

Then follow up religiously at that time. And regularly. Find reasons to communicate. Perhaps there is an article in a trade journal relating to a subject discussed. Or maybe there's a trade show coming up and you want to know if you can connect with anyone there.

No one is "too busy" to respond. Sorry, common courtesy demands a response in a timely manner ... especially if they have asked you to spend time on the phone. No one has ever lost a position because they were too persistent as long as the follow up is professional, has content and is at appropriate intervals.

Networking tips for finding a new job

(This column was originally published in SNEWS, the most trusted outdoor and fitness industry news source since 1984. www.snewsnet.com)

As the U.S. unemployment rate hovers around 10 percent, a large number of Americans are seeking jobs, and networking has become a critical skill.

There are about 6.3 people competing for each job, the U.S. Labor Department reported in October, so job seekers face plenty of competition. But they must also deal with the fact that many open jobs are not posted publicly. Often, there is less competition for non-posted jobs -- so networking is key to discovering openings not listed on the Internet or in the newspaper classifieds.

But networking is a challenge for most unemployed people because it forces them to step outside their comfort zone. People can feel vulnerable and unsure of themselves as they ask for help or information that moves them toward their goal, whether it’s a new job, new project or the next phase in life.

Networking is less daunting if you break down the process into three parts. First, you should understand normal concerns that arise for those out of work, and how you can overcome those concerns. Second, you should consider basic strategies for success in networking. And third, you should learn certain tactics to create a successful networking campaign.

Concerns with being weak
The most common concerns come from feeling “less than” or weak. A person’s self-inhibiting inner voice might cause one to think, “I’m embarrassed to admit that I’m looking for work. It’s like I’m begging for a job. I don’t want people to think that I’m taking advantage of them.”

Well, looking for work or for the next project does not carry the stigma it did in the past. Studies show the average person changes jobs every five years. Your networking contacts will be much more sympathetic than you think.

Networking is not begging because, in fact, you ARE NOT asking for a job. You are seeking information that can lead to a job. Usually the contacts will not be potential employers, but rather people who know about potential employment.

Good networking creates and sustains a mutually beneficial relationship. Plan to give as much or more than you receive. You will be surprised at how willing people are to help. If approached correctly, people will feel honored that you value their input.

Strategies for success
Networking strategies range from basic to sophisticated. Here are some general ideas on effective networking techniques:

>> Initiate contacts for the sole purpose of networking. Do not just wait to bump into people. The best career self-managers always look to expand their contacts.

>> Develop a networking list. Make contact with each person on the list. Add names of people you meet or to whom you are referred. Update the list regularly.

>> Set networking goals. Write down specific goals for the number of networking contacts to make each day or each week, and then monitor your performance.

>> Set goals for each meeting. Meet with a purpose; don’t just “get together” to see where it leads. Express the goal when you set the meeting.

>> Come prepared. Know about the person you’re meeting. Do research. Have a list of questions to ask. While you are talking, take notes.

>> Ask for referrals. Ask the person if he or she knows someone else you should meet. Ask permission to use the person’s name when initiating contact.

>> Maintain networking files. Keep records of the meeting outcomes and note important information about the person. This will be helpful downstream.

>> Meet in person whenever possible. Telephone contacts are sufficient for most networking events, but face time is much more valuable.

>> Express appreciation early and often. Let them know you value the information and their professional opinion. Send thanks by email or snail mail.

>> Plan the next steps. If you are to follow up, make a note on your calendar. If you agree to do something, be sure to follow through. Set the right tone.

Campaign tactics
There are four basic categories of networking contacts. Each brings a unique value. A good campaign draws the best from each of the four categories.

1. People you know well.
These are the people closest to you: family, friends, neighbors and colleagues. They have the greatest interest in your success and are excellent networking contacts. Also, they are the people with whom you are most comfortable.

This is a good place to begin your networking campaign, because you can ask for the most assistance from this group. However, it is important to set clear goals and expectations. They might want to help more than you want. Remember to acknowledge their value and say “thank you” throughout the process.

2. People you see occasionally.
Examples might be acquaintances and business contacts. More than 25 percent of the people who find jobs through networking received the referral from someone they see once a year or less.

While you might be less comfortable with these people, they also have the greatest potential value. Ask this group for ideas and referrals. When making contact, you might need to reintroduce yourself. State your purpose, acknowledge their value and request a meeting.

It’s a good idea to set reasonable time limits like 20 or 30 minutes, and be sure to stick to your time limit. Come well prepared and be professional and organized in the discussion. This attitude will generate additional referrals.

3. Referrals from networking contacts.
Expand your network by meeting people who are friends, associates and acquaintances of your networking contacts. Remember to ask at each meeting if the person knows anyone else to whom you should talk. Sometimes these will be people with additional information, but they could also be potential employers.

At this point, most job seekers are out of their comfort zone. Simultaneously, this is where you can find the real action. You are getting closer to that next position or project.

When approaching the referral contact, introduce yourself with a lead statement that will get their attention. If given permission, use the name of the person who referred you. State your purpose clearly and request a meeting.

4. Cold calling people you do not know.
Through your research and networking, you will probably discover names of people with whom you should talk. This type of contact takes an additional level of confidence, but the potential is great. Take the initiative and you will discover these contacts can really pay off.

How long should you wait for a business appointment?

(This column was originally published in SNEWS, the most trusted outdoor and fitness industry news source since 1984. www.snewsnet.com)

King Louis XVII of France once said, "Punctuality is the courtesy of kings." Nearly 200 years later, some businesspeople still haven't perfected this courtesy. If you have an appointment to meet someone, and that person is late, how long should you wait?

No matter where you are on the food chain, there is a basic level of interpersonal courtesy, which is reciprocal. It applies to all people all the time regardless of anyone's given role, i.e., potential employer or employee, and regardless of the economic climate.

We've put together a few scenarios to instruct and inform when enough is enough when waiting for a meeting to start.

Scenario No. 1: First job interview - Candidate and company are in same town
Just like a scout, a person interviewing for a job should be prepared. If the interview is local, drive to the destination in the days before you meet to determine travel time. On the day of the interview, allow enough time for heavy traffic and other snafus. If early, stop a couple of blocks away, check your appearance and go over your notes.

Be in the reception area five minutes before the appointed time. That allows enough "cushion" time to check in with the receptionist and use the restroom. Also, stand up in the reception area -- don't sit down. Standing up sends a subtle message that you are busy and have things to do.

If the interviewer doesn't show up within 20 minutes of the appointed time, step up to the receptionist, politely apologize and explain that you need to move on to another appointment and will call to reschedule.

The absolute maximum wait time should be 20 minutes for a candidate meeting someone from an interviewing company for the first time. Why? Punctuality is an important sign of respect. It's almost like honesty -- an intrinsic value that expresses one's sense of another's worth. Sure, stuff happens and urgent tasks sometimes take precedence.

That's why the candidate should get up and exit after 20 minutes. It actually can take the pressure off.

Scenario No. 2: First job interview - Company paid candidate's travel
OK, the scenario has shifted. The company paid for you to travel out for the interview, but you've been waiting in the lobby for 20 minutes. One hopes the company would not leave a job candidate in the reception area for too long, feeling lonely and unloved. Go to the receptionist and ask if someone else on the interview team is available. It's a touchy situation, so be careful with your language.

In a polite fashion, say something to the receptionist to the effect of, "You know, I'm so excited to be here and I'm really looking forward to getting my day started. Is there someone who can give a little tour until (the interviewer) is able to break free? I appreciate your help."

If you've been escorted to a conference room or an office, but no one has come to start the interview, wait as long as it takes. Use the time to stand up, step out into the hall and get the feel and flavor of the place. Smile and say "hello" to people in the hall. After all, the company paid for the travel. Relax and enjoy.

Being interviewed is a sample of the candidate's work style such as preparation and interest. Conversely, interviewing is a sample of the corporate culture.

If representatives of the company make you wait before the interview begins or if there are long interstitial periods of boredom, that can indicate you how much your time is valued.

Scenario No. 3: Running late for a trade show meeting
Time is compressed during a trade show and the maximum wait time is 10 minutes. Most meetings or appointments aren't more than 20 minutes long, so devoting about half that amount to waiting is more than sufficient.

Once again, stuff happens. Perhaps a major customer showed up unannounced. Maybe the person got called into one of the group huddles that occur quite often at trade shows.

If you have a cell phone number and want to try reaching your appointment -- or you can have somebody at the booth try -- that's fine. They might be right around the corner, saying hello to someone, grabbing a snack or sneaking in a needed dash to the restroom. It's your decision how long you can wait or if you try to call. You can also shift the responsibility back to the person by leaving a business card with your cell phone so they can reach out to you.

Scenario No. 4: Getting a call that an appointment is running late
An unanticipated consequence of cell phone ubiquity is meetings and plans have sometimes become conditional. They float in time based on other priorities.

A cell phone can extend your level of courtesy to other people: "Sorry, there was a major accident on the freeway, and I'm running late. I should be there in about 10 minutes." But because almost everyone has a cell phone, one doesn't have permission to change schedules at will, however, and be insensitive to other people's lives.

If you are called on the cell phone by someone running late, you can restart the clock at the time of the call, or you can take the opportunity to gently disentangle yourself from this obligation or reschedule it -- depending on your schedule, other commitments or the importance of the meeting.

Keep in mind, a challenging economic climate doesn't extend a window of time indefinitely. Twenty minutes max waiting is sufficient. If punctuality is of value in good times, it's also the case in bad times. Ultimately, a bad economy is going to get better, but a bad attitude lasts forever.

Even more surreal ... this mirror

Well, part two of this extensive interview was posted on the web today. Seems like a pretty fair representation of my background and recruiting philosophy.

If part one wasn't enough ... here's the sequel.

Do your legwork to score that job

(This column was originally published in SNEWS, the most trusted outdoor and fitness industry news source since 1984. www.snewsnet.com)

OK, you've secured an interview for a position that really interests you. How can you differentiate yourself from other qualified candidates under consideration?

Research on your potential employer will help you stand out from the crowd. The more you know going into the interview, the more comfortable you'll feel and the more confidence you'll project. Knowledge is indeed power in the interview environment.

To the hiring manager, your research is simultaneously a sign of respect and a signifier of interest. Coupled with a clear and direct verbal expression of interest, you are likely to move further and faster in the hiring process than the candidate who is less prepared and does not articulate interest.

Much -- but not all -- of your research can be done on the Internet. But don't be complacent. While the Internet is a powerful tool, there are things you can miss if it is your sole source of information. Be prepared to leave the friendly confines of your desk to get a deeper understanding of the company.

To perform comprehensive research, focus on these four primary areas:

1. Company
What you should know: Is the company public or private? What is its sales volume? How many employees does it have? Where are the locations of its operations, warehousing and manufacturing? What divisions are there? What are its channels of distribution? What are its growth pattern, trend line and future direction?

Tools you can use: The company's website and annual reports; industry websites and publications; competitive word of mouth; retailer and independent rep impressions; and informal discussions with current employees. (Too often past employees have skewed impressions of the company, so we suggest you leave them out of the research to avoid a potentially jaundiced perspective.)

2. Products
What you should know: What are the company's product categories and product families? What is its total number of SKUs? How many new products are introduced each season? What is the average product's life cycle and price point? Who are the company's competitors? What is its unique selling proposition and market niche? What are its areas of growth?

Tools you can use: Visit retailers to get your hands on the company's products. Attend trade shows. Also check out product catalogs, retailers' product information sheets, as well as trade publications or websites with "best buy" guides. Talk to customer service reps at the company.

3. People
What you should know: Whom will you meet? What are their position titles and career histories? What are the reporting relationships? What interaction do they have with the position you are considering? Who is successful in the organization? Why are they successful?

Tools you can use: Use social networking sites like LinkedIn and Facebook. Talk to previous colleagues or employers; tap into word of mouth from industry friends. Utilize the company's website, Google search, trade magazine articles, industry-specific sites and press releases.

4. Position
What you should know: Why is this position available? Why is it important? What is the mission? What needs to be accomplished? What areas need attention? What are the key projects for the first 90 days? How much travel is involved and will it be domestic or international?

Tools you can use: Check out the company's job description and written descriptions of related positions. Use your own industry experience and have discussions with people in similar positions or have had this role in the past. Also talk to vendors and factories for input.

Keep in mind that research is conducted on the computer, on the telephone and in person. If you ask your industry friends and contacts, they can help you network with people at the target company or in positions like the one you're considering.

And, as much as we like to do things online, there is still a wealth of information to be gained at retail. Talk with the people on the sales floor, talk to the repair people, see the packaging and learn about the competitors -- all of which can set you apart in the interview process.

The surreal mirror

I was interviewed by Dave Mendoza for RecruitingBlogs.com. Have to say ... it's a little surreal looking into the mirror. Take a look here.

Your thoughts?

The subject line read "Your thoughts?"

I got an unsolicited message from "John Smith, MBA" via LinkedIn. I have never talked to this person or heard the name before.

There are SO MANY things wrong with this approach that it would be impossible to have a meaningful discussion with him:

Eric

I would like to explore exciting and challenging opportunities with a health and fitness or sport company, and specifically within the marketing or business development areas. I was recently developing the launch & marketing plan of a electronic fitness system for [a major fitness equipment brand] with [the Vice President of Marketing]. I was the lead manager promoting & presenting the system to our global network.

I have extensive experience in marketing and project management, both domestically and internationally gained with leaders of the health and fitness industry.

I am confident that my skills, professionalism, and deep passion for sports would be tremendous assets for any team. Please visit my LinkedIn profile for further information. I look forward to speaking with you at your earliest convenience.

John

I couldn't help myself. If this individual had a marketing bone in his body, he would have made at least SOME effort to customize this message.

There's absolutely no indication that he knows about or cares about his target audience. That's Marketing 101.

So my response was:

John:

Congratulations. You started six of seven sentences with the first person pronoun. That's a record in my twenty years of search experience.

Those are my thoughts.

Eric

Is that so wrong?