Monday, March 16, 2009

WHAT ABOUT HUMOR? Interviewtips

WHAT ABOUT HUMOR?

Charles Handler, today the head of Rocket-hire.com, recounts this object
lesson. Interviewing for a recruiting job with the company’s CEO, Handler
was trying to make a point about the most reliable methods of selecting
employees. In an attempt to be lighthearted, Handler said that he
supported every way of selecting employees except graphology. Graphology
is the study of handwriting as a means of analyzing character.

You can guess what happened next. The CEO looked up with a tight
smile and slowly informed Handler that graphology was his hobby and
that he thought the practice had substantial merit.

The good news is at the end of the day, the wisecrack didn’t hurt Handler.
He still received a job offer. But it did teach him a lesson. “Think
twice about making a joke or a wisecrack,” he says. “Any subject you
choose, no matter how seemingly innocuous, has the potential for alienating
the interviewer.”

On the other hand, humor elegantly framed and sharply focused can
be effective and advantageous. But it must come naturally to you. Nothing
is as risky as forced humor. Amateurs shouldn’t try this at the office.

A half-baked attempt at humor can seriously backfire on you, and if you
offend the interviewer—a possibility less and less discountable in these
politically correct times—you will never recover. For that reason many
job coaches advise against any attempt at humor, sarcasm, or teasing.
Just play it straight, they say, and you can’t go wrong.

Some hiring managers welcome humor because it demonstrates you
can keep work in a proper perspective. “The ability to laugh at yourself is a great attribute,” says Susan Trainer. “It means you don’t take yourself
too seriously, which is a very attractive trait.”

Other recruiters are skeptical. “I want my questions taken seriously,”
warns Bryan Debenport, corporate recruiter at Alcon Laboratories, a
3000-employee manufacturer of ophthalmic products in Fort Worth,
Texas. “Humor may be appropriate at the start and finish of interviews,
but use it sparingly.”

The goal of using humor is to bond with the interviewer, to use your
shared senses of humor as a way to underscore the prospect that you will
fit into the organization. Of course, if your perspective and that of the
hiring manager seriously differ, then your attempt at humor will only underscore
the disconnect.

At the same time, when people laugh, certain physiological changes take
place that make people more flexible, relaxed, and—this is what you most
want—agreeable. Humor is also synonymous with wit—and wit is born of
intelligence. No wonder recruiters look for candidates with this quality. Let
the interviewer set the tone. If the interviewer starts with a joke and seems
to be in good humor, you can try for a little self-deprecating humor.

MAKE FUN ONLY OF YOURSELF

The only thing you can make fun of is yourself. Everything else, without
exception, is off limits. You may think you and the recruiter share a
perspective on politics, gender relations, and certain ethnic groups.
Don’t go there. No laugh is worth insulting someone. There’s always a
risk of humor backfiring. If you think there’s the slightest chance of offending
someone, keep the humor to yourself.

So what kinds of self-deprecating joking can pass the humor test? Dialect
is too risky. Leave it at home. Sarcasm may be misinterpreted.
Deep-six it. Personal anecdotes can sometimes work. But make them
personal, short, and to the point. One candidate reports that the following
line, delivered tongue in cheek with a broad smile, sometimes led
to a laugh and real feedback:

How do you like me so far?

A line like this can work, concedes Nancy Levine, VP of client services
at San Francisco–based Pacific Firm, but the risks are too high because it is so obviously a line. “If I happen to feel that the candidate and I have created a close rapport, that our senses of humor are on the same wavelength, then it’s great. But there is nothing more irritating to me
than someone trying to be funny whom I don’t find funny. Proceed with
caution if you want to use humor. And then, use it sparingly, just to add
spice, like pepper on the finest filet mignon.”

Another candidate got some mileage out of a similar expression, by
finding just the right time in the interview to say, in a dead-on New York
City accent:



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QUESTIONS YOU SHOULD NEVER INITIATED

COMPENSATION

With few exception, it is never in your interest to initiate questions
about salary and related compensation issues such as benefits, vacation,and holidays. No matter how you frame the questions, you come off
looking greedy and fixated on what the company can do for you instead
of what you can do for the company. Any discussion about these issues
will distract the interviewer from your qualifications and how you can
help the company.

Yes, money and benefits are important. I guarantee you will have this
conversation after the company expresses an interest in you. Your bargaining
position will be much stronger then, so just resist asking about
money and concentrate on showing that you understand the company’s
challenges and can help solve them.

On the other hand, let’s be real. Money is critical, so why should it be
so awkward to acknowledge that fact? True, most career counselors and
job-hunting experts suggest it is taboo for you to ask about pay before
the interviewer does, but I think it’s possible to be too rigid on this point.
Occasionally it may make sense for the candidate to initiate a relaxed conversation
about pay issues at an early point in the interview. Any reasonable
person would expect rate of pay, health benefits, and what constitutes
the workweek to be important topics. To pointedly ignore them diminishes
the honesty of the relationship between the candidate and the interviewer,
surely not an auspicious way to start a relationship with someone who
may become your immediate supervisor and mentor.

There is one exception when issues of pay should come first, not last.
That exception refers to salespeople who are paid by commission, not
salary. With salespeople, the acknowledged desire to earn a high income
is considered an unalloyed virtue. Companies actually like to see a reasonable
level of greediness in their salespeople. The system is set up so
that salespeople make money only if they earn the company a lot more
money. Thus if you are interviewing for a sales job, it can be appropriate
for you to raise the issue of commissions, royalties, quotas, and other
compensation issues early on in the interview.

SELF-LIMITING QUESTIONS

These are questions that appear to put your needs before those of the
employer. You may have legitimate issues around matters of hours,
transportation, medical requirements, education, and accommodations
of all sorts. But it is rarely to your advantage to initiate these issues before the employer has expressed an interest in you. Rather, wait until you
have indications of real interest from the employer. The interviewer will
eventually ask you a question such as, “Are there any other issues we
should know about before taking the next step?” It’s at that point you can
more safely bring up the issues you have in mind.
In other words, be sure that the question you ask doesn’t raise barriers
or objections. 

For e.g:
Is relocation a necessary part of the job?

The very question raises doubts about your willingness to relocate. Even
if the person selected for the position is not tracked for relocation, the
negativity of the question makes the hiring manager wonder whether
you are resistant in other areas as well.

If the issue of relocation is important to you, by all means ask, but
go with a phrasing that reinforces your flexibility, not challenges it:

I’m aware that relocation is often required in a career and I am
prepared to relocate for the good of the company as necessary. Could you
tell me how often I might be asked to relocate in a five- or ten-year period?

I’m aware that relocation is often required in a career and I am
prepared to relocate for the good of the company as necessary. Could you
tell me how often I might be asked to relocate in a five- or ten-year period?
Here are a few more examples of self-limiting questions and the comments
of recruiters who fielded them:

Is job-sharing a possibility for me?
Possibly, but does this mean you can’t give us a commitment for fulltime
work?

Can you tell me whether you have considered the incredible benefits of
telecommuting for this position?

Why do you want to get out of the office before you have even seen it?

I understand that employee paychecks are electronically deposited. Can
I get my paycheck in the old-fashioned way?

You are already asking for exceptions. What’s next? And are you afraid
of technology?

I won’t have to work for someone with less education than I have,
will I?

You clearly have a chip on your shoulder. Why should we take a chance
that you don’t have other interpersonal issues?

The job description mentions weekend work.Are you serious or not?

We’re serious about the job description. We’re suddenly less serious
about you.

You get the picture. Don’t raise red flags. Once the interviewers has decided
that you are the right person for the job, you will find the employer
to be much more accommodating about issues like these. Wait
until after you have the offer in hand before you raise these questions.

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Monday, March 9, 2009

START WITH THE COMPANY’S WEB SITE interviewtips

START WITH THE COMPANY’S WEB SITE

In the age of the Internet, there is absolutely no excuse for you not to
have excellent information about a company. All public companies and
most private companies have Web sites. The Web sites are free and available
24 hours a day. You can access the Web sites from any computer

connected to the Internet. If you don’t have a computer, go to the library
or an Internet cafĂ©. Log onto the company’s Web site. It has all the information
you could want to frame thoughtful and impressive questions.
“If a candidate can’t spend 15 minutes on my company’s Web site,” Conlin
notes, “it immediately tells me that they are, at best, not serious and,
at worst, just plain lazy.”

A company’s Web site also gives you good clues about whether the
organization is growing or struggling.
The Web site addresses of most companies are obvious. At the place
in the browser where it says “address,” just type in “www” (for World
Wide Web), the name of the company, and the extension “.com.” Most
Web addresses are obvious.
 For example, 
Cisco Systems is www.cisco.com. 
General Motors is www.gm.com. 
General Electric is www.ge.com.

Another way to find a Web site is to use a search engine. I prefer
Google, although there are dozens of general and specialized search engines
that will do the job. Simply type in www.google.com and the lean
page of the Google Web site will appear. In the blank box, type in the
name of the company you want to research and click on “I’m feeling
lucky.” Google will almost always take you straight to the Web site you
want. It’s unlikely that Google will fail you, but if it does, click “Back”
and then click on the “Search Google” button. Now you will get a list
of possible destinations. The company you want to research will usually
be near the top of the list. Click on that item and you will go straight
to the Web site you want.
And if a company does not have a Web site, that tells you that the
company prefers to be invisible. Why would you want to work for an
invisible company? If you still want to be interviewed, a question like
this probably needs to be at the top of your list:

In my research on the company, I tried to find a Web site. I did not see
any reference to a Web site on the company materials, nor could I find
one using any of the search engines I tried. Is this intentional, and what
is the logic behind not having exposure on the Web?

Every company’s Web site is different, but they are all organized in standard
ways. The first thing is to look for a tab or button that says “About.”

Most companies put basic background information about themselves
in this area. Another area to look for is the “pressroom” or “newsroom.”
Many companies collect news releases and articles about themselves
under this designation.

Some corporate Web sites are pretty complicated affairs, with literally
tens of thousands of places to hide information. So if you are lost,
most Web sites have a feature called “Site Map.” This feature gives Web
site visitors a high-level look at where information may be found on the
site. It’s like the store directory you find in a shopping mall. Finally,
most Web sites have a search function. Click on the search function and
type in a term such as “about” or “news releases” and let the search engine
take you where you need to go.

For public companies, the annual report is almost always available at
the Web site. This document is an invaluable source of information about
the company and its challenges. Pay careful attention to the letter from the
management. In that letter, the organization’s CEO lays out the company’s
accomplishments and challenges. It will give you important clues for
questions you can ask. In some cases, there is a Q&A format, so many of
the questions you might want to ask in your interview are already there.

“The best questions to ask interviewers are those that demonstrate a
knowledge of the company and its market,” says Incentive Systems’
Bob Conlin. “I’m always impressed by good questions about specific
competitors, where the market is going in terms of trends, and how the
company is adapting to those trends.”

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DO YOUR HOMEWORK Interviewtips

When Sonja Parker interviews a candidate, she expects that the job
seeker will have done a reasonable amount of research into the company.
Before you interview with Parker, VP of Integrated Design in Ann
Arbor, Michigan, you will receive a folder with general information on
the company, a detailed job overview, and an application. During the
preliminary telephone interview, Parker always asks:

What do you know about us? Have you reviewed the packet I sent, or
have you poked around on our Web site?

If the candidate hedges, Parker questions whether she should invite
the candidate in for a job interview. If the candidate answers yes,
Parker asks:

What is your impression of what we do?

“I want to see if the candidate can articulate the information about our
company and the job,” she says. Her reasons for asking are twofold.
First, she wants some feedback on how effectively the company’s recruiting
materials are working. But even more importantly, she believes
that a candidate who has taken the time to thoroughly study the recruiting
materials demonstrates real interest in the job, while one who has
not is a poor risk.

“If you want to work at Integrated Design, I insist that you demonstrate
at least a basic understanding of what the company does,” she says. The best way to demonstrate that is to ask Parker informed questions

I’ve scanned your Web site and the materials you sent me. I understand
that Integrated Design specializes in employee data integration. As a
service business, has the recent economic downturn changed the weight
of the build-versus-buy calculation that every customer must evaluate?

Such a question tells Parker that the candidate not only researched the
company’s mission but has a mature understanding of the challenges of
a service company. On the other hand, Parker experiences a visceral
turn-off for applicants who show no evidence they looked at the recruitment
information packet she sent about the company. She also has
no use for applicants who expect her to repeat all the information contained
in the information packet. Such applicants—they hardly rise to
the status of candidates—are too unmotivated to get Parker’s attention.

“If candidates ask no questions at all, especially after I sent them an information
packet of recruitment materials, I know they are cruising,” agrees
Bob Conlin, VP of marketing at Incentive Systems in Bedford, Massachusetts.
“If a candidate tells me she is considering committing the next phase
of her career to Incentive Systems, I want to know she is thinking hard
about the opportunity. I expect to hear some very probing questions.”


One of the strongest candidates in Conlin’s experience was prepared
not only with great questions, but with a portfolio of materials the candidate
could point to during the interview. The candidate for a senior
marketing position had copies of Incentive Systems’ company’s data
sheets and full-page ads and those of its competitors. Using these materials,
the candidate asked informed questions about the merits of specific
marketing campaigns on behalf of specific products. “As soon as
he pulled out the portfolio, I said to myself, ‘This is my guy!’” Conlin
recalls.



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What Recruiters think about interviewtips

WHAT RECRUITERS THINK ABOUT

Asking for the job directly is tricky, and there’s some disagreement from
recruiters and job coaches. Some consider asking for the job assertive;
others think it cheeky or smacking of desperation. My personal preference
is to err on the side of being assertive. The meek may, as the Bible
says, inherit the earth, but they don’t necessarily get jobs. As always, you
have to use your radar and trust your instincts.

It’s good to be direct when asking for the job, says Tony Stanic, resource
manager at CNC Global, in Ottawa, Ontario, Canada. “I think it
is good to come across as enthusiastic and direct as possible. The person
that appears to want the job the most will get the offer. Try to find out
their level of interest in you by asking them directly.” Stanic has been
impressed with candidates who could deliver lines such as:

• Do you feel that I am suitable for the position?
• Do you have any reservations about my ability to do this job?

“Don’t be afraid to ask these questions,” Stanic continues. “You may be
able to overcome any objections that they may have. It may feel a bit uncomfortable
but it’s better to find out what their concerns are than it is to
find out that you did not get the job. Asking for the job can be a crucial
factor in the interviewer’s decision-making process.”

“There’s a fine line between confidence and arrogance,” says KnowledgePoint’s
HR director, Rich Franklin. To be successful in some jobs,
you need to be pushy and demonstrate in the job interview how aggressively
you can sell. For example, Franklin recruited stockbrokers for
Dean Witter for 10 years before he joined KnowledgePoint. Stockbrokers,
of course, are salespeople who sell securities. One question from
a sales candidate that that impressed him was:

• I’m the person for the job! Can you tell me when you can make me
an offer?

“In the software industry where things are more laid back,” Franklin
continues, “I’d be a little less comfortable with a guy coming on that
strong.”

The Pacific Firm’s Nancy Levine also urges caution. For her, such
direct questions are indications of too much thinking inside the box.
What Levin likes to hear from candidates are more subtle probes for
objections:

I am very interested in this position. Do you have any questions or
concerns I can address?
• It has been a pleasure meeting you. I really want this job. Can you
tell me where you are in your process?

“Then, hopefully, the interviewer will cough up objections that the
job-seeker can address and overcome,” Levine says.
The important thing, she says, is not to appear like you’re trying
too hard. For example, Levine criticizes a formulation such as
this:

As I understand it, the successful candidate will be someone with x education,
y qualifications, and z experience. Do I understand the opportunity
correctly?

“For me this formulation is too cookie cutterish, too car salesman-y, a
bit transparent in terms of trying to close,” she says. “It may work as a
line of questioning in a first phone call, but not to close in an interview.
I would expect that our discussion would pinpoint what we’re
looking for.”





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Sunday, March 1, 2009

Question For Company Founder And Owner

If your interview is with the founder or owner of the company, especially
if your position proposes to take on activities currently handled by
the founder or owner, you have a special challenging.

All the other question in this books are fair game, and will give you
good information. But the main challenge of working with a company
founder or owner is not in getting the job offer, but in succeess at
the job. If it does not  work out, often it won’t be because of performance
but because of the inability of the company founder or owner to
let go of the reins. Thus, the questions you ask in this circumstance
need to give you sharp information about fit.

Business histories shows that few companies founders have the skills to
manage the company when it gets past a certain size. Few such managers,
however, acknowledge this reality. One of your main goals in the
interview, then, is to try to determine how you will be able to work with
this individual and, by extension, his or her heirs, all of which have a
stake in the business. To satisfy yourself of the viability of the situation,
you are entitled to a much greater degree of latitude.

Company founders and owners have tremendous proude in the success
of the organizations they built. They will generally resist sharing their
organizations with anyone else. The big issue, then, is how willingly the
company founder or owner is prepared to adjust the company’s balance
of power and, perhaps, ownership. The question which follow are designed
to give you a clue about how flexible the company founder or
owner might be. The questions assume the candidate is interviewing for
a senior executive position, perhaps the COO to the founder’s CEO.
Use these wordings as the basis for customizing questions to your
unique situation:

What are the success factors that will tell you that the decision to bring
me on board was the right one?

This question starts the conversations off on the successive factors that you
will bring to the organization.

How would you describe the company you’d like to leave your heirs
in terms of sale, size, number of employees, and position in the
industry?

This opens the conversation about heirs and what impact they may have
on the negotiations.

Have you considered the degree to which you want your heirs to have
strategic or operational influence in the company until one of them is
ready to assume the role of COO or CEO?

If there is an heir waiting in the wings, this is a good way to start a conversation
about it.

If for any reason you were unable to function as CEO, how would you
like to see the company managed? Is this known, understood, and agreed
to by your heirs? Is it in writing?

Transition strategies, or more frequently the lacking of them, derail many
organizations. If a transition strategy exists in writing, you can have
some confidence that the organization is relatively mature in its governance.

To make our working relationships successful—something we both
want—we’ll need to be sure we have good chemistry together.How might
we determine this, and then what action would you see us engage in to
build that relationship?

This question alerts the CEO that one of your success factors is the relationship
between the two of you.

If you and I were developing some sort of philosophical difference, how
would you want to go about resolving it?

Here is a refreshingly candid question that goes to how inevitable differences
will be resolved.

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QUESTIONS FOR Hire The Manager

What specific skills from the person you hire would make your
life easier?

This question focuses the conversation squarely on the proposition that
the employer has a problem. As the potential new hire, you want the employer
to tell you that you can make his or her life easier because your
skills are just the ticket.

What are some of the problems that keep you up at night?

This is another way to uncover the employer’s hot buttons, subtly suggesting
that hiring you will bring immediate relief to the interviewer’s
insomnia.

What would be a surprising but positive thing the new person could do in
the first 90 days?

The wording here is designed to reveal the interviewer’s “wish list” for
what the new hire can offer.

How does upper management perceive this part of the organization?

The response to this question will give the job seeker a feel for how
valuable the department is to upper management, because if and when
the organization goes through a financial crisis, you want to know that
your department will not be the first department cut.

What do you see as the most important opportunities for improvement
in the area I hope to join?

This is another way to get some clues about what specific improvements
the hiring manager desires.

What are the organization’s three most important goals?

This answer will provide an important clue for you if you take the job,
because you’ll be evaluated on your contribution to those three goals.

How do you see this position impacting on the achievement of those goals?

This answer will give an important clue about whether the job is important.
If the answer is essentially “not much,” you are being considered
for a nonessential position.

What attracted you to working for this organization?

Get the hiring manager to tell you a story. Listen carefully for clues
about what makes for success.

What have you liked most about working here?

Shared stories are what create community. Here’s another way to bond
with the interviewer around a story.

In what ways has the experience surprised or disappointed you?

Follow-up is good. If the interviewer feels safe, he or she may actually
share a disappointment.

What are the day-to-day responsibilities I’ll be assigned?

No better way to know what you’ll be doing. Notice how the question
gently assumes you are already on the team.

Could you explain the company’s organizational structure?

Ask this question if there is something you don’t understand about the
organization.

What is the organization’s plan for the next five years, and how does this
department or division fit in?

Any question that implies you have the long term in mind is great. The
hiring manager is thinking, “This guy aims to stick around for the long
term.”

Will we be expanding or bringing on new products or new services that
I should be aware of?

Notice the use of the word “we.” This is another question that allows
the hiring manager to discuss future plans and prospects.

What are some of the skills and abilities you see as necessary for someone
to succeed in this job?

This is another way to uncover possible objections or conflicts. Again,
you can’t address an objection unless it’s articulated.

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Asking Questions That Focus on What the Company Can?

The hiring manager is less interested in how much you want to better
yourself than what you can do to ease his or her problem. “What about
me?” questions like this are a turnoff.

I’m very committed to developing my intellectual property by learning
new technologies. What kinds of tuition benefits and other educational
support can I expect?

It’s nice that you want to improve yourself, but the hiring manager is
not interested in your commitment to education on his time. He has a
problem to solve and wants to know if you can help solve it. If you can,
maybe then the company can invest in your skills so you can solve even
more of its problems. Compare the above question to:

I want to put all my experience and everything I know in the service of
solving the challenges you have outlined. At the same time, I hope to increase
my value to the company by learning new skills and technologies.
Does the company have any programs that help me add value by learning
new skills?

Don’t Ask Questions That Are Irrelevant to the Job or
Organization

Another awkward moment comes when the interviewer challenges your
question with something like, “Now, why on earth would you want to
know that?”

In the same way that you can respond to interviewer’s illegal questions
with, “I fail to see what that question has to do with my ability to
do the job,” don’t give the interviewer an excuse to apply a similar
phrase to your question. To be safe, make sure that every question can
pass this test: Does the answer the question elicits shed light on the job,
the company, and its desirability as a workplace? If not, the question is
irrelevant.

Also, stay away from marginal queries about competitors, other positions
that don’t relate to the position you’re interviewing for, or current
trends that have no bearing on the organization.

While asking about the interviewer’s individual experience at the
company is okay. try not to interrogate the interviewer
about his or her career history. It’s okay, for example, to ask specific
questions about what the interviewer likes best and least about working
at the organization, but don’t go beyond that. If the interviewer chooses
to share some in-depth information about his or her career path or experiences
at the organization, then feel free to ask follow-up questions.
Just keep them open-ended and don’t push it.






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Avoid Leading or Loaded Question

Avoid Leading or Loaded Question

Leading questions signal the interviewer that you are looking for a specific
answer. They also signal that you are, at best, an awkward communicator
and, at worst, manipulative. In any case, skewing questions
is not in your interest. Be on guard that your questions are phrased to
be impartial. For example, this is a leading question:

Isn’t it true that your company is regarded as paying slightly better than
average?

This attempt to box in the interviewer is so transparent it will backfire.
Keep the question straight:

How do your company’s compensation schedules compare with the industry
average?

The wording of this next question is arrogant and makes you look
foolish.

I’m sure you agree with the policy that the customer is always right.

How are employees rewarded for going out of their way to put the customer
first?

What gives you the right to assume what the interviewer agrees with?
Ask it straight. There’s no harm in reporting a part of a company’s positive
reputation, if it’s true.

The company has a reputation for excellent customer service. How do
you motivate and empower employees to make exceptional customer
service a priority?

Loaded questions also make you look bad. Loaded questions reveal your
prejudices and biases. Besides being out of place in a job interview, such
questions convey a sense of arrogance or even contempt. They make you
look like a bully. They always backfire on you, no matter how much you
think your interviewer shares your biases. Typical loaded questions
might be:

How can the company justify locating manufacturing plants in the
People’s Republic of China with its miserable record of human rights
violations?

With all the set-aside programs for minorities and people who weren’t
even born in this country,what progress can a white American man hope
to have in your company?

Questions like these reveal your biases, often unintentionally, and cannot
advance your candidacy.

Avoid Veiled Threats

Interviewers hate to be bullied, and they will send you packing at the
first hint of a threat. That means if you have another job offer from
company A, keep it to yourself until after company B has expressed an
interest in making you an offer as well. Unfortunately, candidates have
abused the tactic of pitting employers against each other by brandishing
genuine or, as is more likely the case, fictitious job offers. A few
years ago, this tactic created an unreasonable and unsustainable climate
for hiring. Don’t test it with today’s crop of interviewers;

will wish you luck with the other company and never look back. For
example:

I’m considering a number of other offers, including a very attractive one
from your main competitor, and need to make a decision by Friday. Can
I have your best offer by then?

This question smacks of bullying and desperation. It’s hard to come up
with alternative wording, but this is more effective:

Everything I know about your company and the opportunity you described
leads me to believe that I can immediately start adding value.
I would very much welcome receiving an offer.Another company has
made me an attractive offer to join them, and I said I would give them
my decision by Friday. If my application is receiving serious consideration
here, I would very much like to consider it before then. Is that
possible?




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