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IS PREPARATION MISSING IN YOUR INTERVIEW ROOM?
THE HIRING MANAGER AND INTERVIEWERS
by Chris Cottey and Rod McDermott |
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Last month, we focused at length upon the need for
quality preparation by candidates engaged in the
interview process. As we stated, “everyone knows the
basics of interviewing” and then shared some of the key
points the hiring manager would, or should, expect in
the discussion with a candidate:
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Industry knowledge supported by research;
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Company knowledge driven by investigative research
beyond just the company website;
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Being prepared to answer questions (to do that, the
candidate has to anticipate);
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Thoughtful questions about the industry, company,
executives, position, and work environment;
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Managing objections that stem from a candidate’s
skills, expertise, experience, accomplishments, and
capabilities;
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Demonstrating a commitment to the opportunity, the
company, and the industry;
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Follow-up.
Just as for candidates, this can serve as an equally
strong starting point for hiring managers and those
charged with interviewing responsibilities. The purpose
of this article is not to address the technical and
legal questions to ask, rather, it is to speak to the
need to be as prepared for each interview as you would
expect from the candidate.
[Full
Article] |
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Biotech Meets
High-tech
Part II: Funding
by Scott Seabaugh, Principal
Consultant |
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Have you ever wondered how much money is involved in
developing life saving drugs? What does it take to
convert innovative research discovered at the National
Institutes of Health (under grants from the U.S.
government) into a drug compound that is later proven to
be a medicine of therapeutic value for something like
diabetes, colon cancer or glaucoma? [Full
Article] |
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The McDermott &
Bull Approach to Networking For “In-Transition” Senior
Executives
by Denae Butte, Program
Coordinator, McDermott & Bull Executive Network |
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Over the past three years, we had a large number of
senior executives approach us as they were beginning to
look for a new opportunity. When we began speaking with
these executives, we continually emphasized the fact the
90% of opportunities at the senior executive level are
found through networking. Ironically, almost every
executive that we spoke with said that their network was
weak or non existent. While most executives had
relationships within their industries of expertise on a
national or global basis, many lacked local
relationships that could assist them in their efforts to
find meaningful employment in southern California. A
common theme was that they had moved many times
previously in their careers, and were now focused on
remaining in southern California with a new employer. In
March, 2002, to help senior executives build strong,
local networks, we created the McDermott & Bull
Executive Network.
[Full
Article] |
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