University of Texas Medical Branch Graduate School Professional Development WorkshopNovember 10, 2007 :University of Texas Medical Branch Graduate School Professional Development WorkshopNovember 10, 2007 “Effective Interviewing Techniques” Enhancing Your Job Search Kevin C. Wooten, Ph.D. Professor of Management and Human Resources University of Houston – Clear Lake


Outline :Outline Part A Objectives and Session Process Part B Contemporary Use and Status of Interviews Part C Pre-Interview Activities Part D Managing Interview Processes and Dynamics Part E Post-Interview Activities Appendices Helpful Links References and Resources


Biographical Sketch of Kevin C. Wooten, Ph.D. :Biographical Sketch of Kevin C. Wooten, Ph.D. Kevin is currently a Professor of Management and Human Resource Management at the University of Houston at Clear Lake. He teaches courses in General Management, Organizational Behavior, Organizational Theory, Organizational Design, as well as Human Resource Management courses such as Selection, Compensation, and Employee Training. He also serves as an adjunct faculty member in the Department of Psychology at Rice University, the Department of Preventative Medicine at the University of Texas – Medical Branch at Galveston, and the Department of Informatics at the University of Texas Health Science Center in Houston. Prior to joining the University of Houston System, Kevin served on the faculty of the A.B. Freeman School of Business at Tulane University, teaching Organizational Behavior in the Executive MBA Program. He is also the co-founder of the UHCL MBA for Physicians Program. Kevin holds a Ph.D. in Industrial Organizational Psychology from Tulane University. He has over nine years of industrial experience, much of which involved managing the corporate training and development function for a Fortune 500 corporation. Kevin also has over three years of experience as a Vice President and Staff Psychologist for the nation’s leading career consulting firm, where his practice focused on psychological assessment for high level executives, stress management, career counseling, and organization development. Kevin maintains an active research and consulting agenda. He presents his research frequently at international, national, and regional academic conferences. He has published in such journals as The Academy of Management Journal, Human Relations, Journal of Employment Counseling, Training and Development Journal, Public Administration Quarterly, Journal of Organizational Change Management, Training Research Journal, Human Resource Development Quarterly, Journal of Vocational Behavior, Journal of Management Education, Human Resource Management Review, and Organizational Development Journal. His research interest includes organizational development, job loss reactions, organizational justice and fairness, vocational assessment, and change resistance and readiness. He has also co-authored an award-winning book on the ethics of organizational change. Over the span of his career, Kevin has consulted many leading institutions and Fortune 100 organizations involving organizational development, design, and human resource practices.


The Job Interview Joke :The Job Interview Joke Reaching the end of a job interview, the Human Resources Person asked a young engineer fresh out of MIT, “What starting salary were you looking for?” The engineer replied, “In the neighborhood of $125,000 a year, depending on the benefits package.” The interviewer said, “Well, what would you say to a package of 5 days vacation, 14 paid holidays, full medical and dental, company matching retirement fund to 50% of salary, and a company car leased every 2 years – say a red Corvette?” The engineer sat up straight and said, “Wow! Are you kidding?” The interviewer replied, “Well yeah, but you started it.”


Things Not to Say in an Interview :Things Not to Say in an Interview See photo of interviewer’s family on desk, point, start laughing uncontrollably After detailing your greatest achievement, qualify with, “of course I was totally hammered at the time.” Inquire on office policy of friends staying over Over-emphasize your ability to use a copier Ask if it is okay to sit on the floor Mention your resume would have been stronger, but you did not feel like making anything else up Upon walking into the office for the first time, ask receptionist to hold your calls


PART A :PART A Objectives and Session Process


Workshop Objectives :Workshop Objectives In this workshop, you will learn: To examine the phases of a job search To provide support for your job search through interview preparation To understand the types of interviews and interview questions you are likely to be asked To understand the dynamics of an interview To prepare for handling difficult or tough situations To provide a framework for making decisions between options


Workshop Process :Workshop Process Lecture Question & Answer Skill Practice Role Plays


Questions to Ask Yourself :Questions to Ask Yourself How is an academic or scientific job search different than others? How much emphasis is placed on the interview compared to the rest of my record (i.e., publications, grants, awards, etc.)? Do I have resume(s) and cover letter(s) that will get my foot in the door? Am I prepared to answer 50-75 questions that I am likely to be asked in an academic or scientific job search?


Inexperienced Job Seekers Frequently :Inexperienced Job Seekers Frequently Become overwhelmed or confused by not knowing what to expect Frustrated by their inability to come up with the right answers to interview questions Surprised by questions they have not prepared for Annoyed by interviewing and not getting an offer Confused by the tactics used by interviewers


Remember :Remember Nothing is forever – even with tenure Interviewing skills are life skills and career skills


Your Academic/Scientific/Research Job Search :Your Academic/Scientific/Research Job Search Pre-Interview Activities Managing Interview Processes and Dynamics Post-Interview Activities


Pre-Interview Activities :Pre-Interview Activities Audit and assess your knowledge, skills, abilities, characteristics, and overall qualifications Determine institutional and job fit Develop your job search strategy Prepare your resume, CV, portfolio, and cover letter Prepare your answers and your story Launch your search and networking


Managing Interview Processes and Dynamics :Managing Interview Processes and Dynamics Answer questions with confidence and evidence Handle difficult situations Ask questions Obtain understanding and action plan


Post-Interview Activities :Post-Interview Activities Acknowledge individuals Follow up Compare opportunities Negotiate deals Make decision


PART B :PART B Contemporary Use and Status of Interviews


Interviews Defined :Interviews Defined According to Dipboye (1992), “a selection interview is a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.”


Perspectives on Interviews :Perspectives on Interviews Most frequently used selection tool or technique, across industries, functions, job types, etc. Popularity is based, in part, on its flexibility and face validity Many experts predict that much future litigation involving selection interviewing will focus on interviews that are unstructured, undocumented, and not related to the job


Implications for Academic and Scientific Applicants :Your academic record, your CV, and your personal connections will get your foot in the door, but your answers to interview questions will get you the job Your interview answers and presentation will confirm/disconfirm assumptions and stereotypes about yourself, and provide an opportunity for you to differentiate yourself from other candidates How you respond in an interview establishes the initial “expectations” and the “psychological contract” You never get a second chance to make a first impression! It’s a small world – people talk! Implications for Academic and Scientific Applicants


Interviews Are Frequently Used in Conjunction with: :Interviews Are Frequently Used in Conjunction with: Objective test or board scores Weighted application blanks Bibliographic information blanks Personality testing


Objective Uses of the Interview :Objective Uses of the Interview Selling the applicant on the organization Measuring the applicant’s knowledge, skills, and abilities in relation to the job


Subjective Realities of the Interview :Subjective Realities of the Interview Political spin and correctness Decisional expediency Confirmation of biases Perpetuation of the culture


Considerations :Considerations KSAOs: Selection Criteria Selection Hurdles Selection Strategy/Decision Models


Selection Hurdles :Selection Hurdles How many? Where does the interview fall?


Selection Strategy :Selection Strategy Immediate needs versus long term development? Basic qualifications or broad based skills? Top draft pick or developmental investment? Hire for skills or for cultural fit? Diversity and generational considerations


Interviews Today Are Greatly Influenced by: :Interviews Today Are Greatly Influenced by: Compressing the number of selection hurdles Intense competition for key talent Interviewee preparedness for the interview


Models of Selection Criteria :Models of Selection Criteria KSAO Model Competency Model


KSAO’s :KSAO’s Knowledge – understanding the principles, processes, or facts that are needed to perform a given function. Skill – demonstrated and visible performance of a physical action or overt demonstration of intellect. Ability – broad based set of physical skills or intellectual capabilities needed to perform a given function.


KSAO’s :KSAO’s Other Educational requirements/license – amount of formal training or professional authorization needed to perform a given function. Experience – amount of formalized activity, formally or otherwise, needed to perform a given function. Traits, style, or values – personality and dispositional characteristics required for successful performance of a function or duty, or related to success within a given team or organizational culture


Competency Approach :Competency Approach Newest approach to basing total HRM system First developed by McClelland and Boyatzis


Competency Definition :Competency Definition Underlying characteristics of people and in indicate ways of behaving or thinking, generalizing across situations, and enduring for reasonably long periods of time


Types of Competencies :Types of Competencies Threshold competencies are essential characteristics that everyone in the job needs to have to be minimally effective but do not differentiate between superior and average performers Differentiating competencies distinguish superior from average performers


Definition of a Competency :Definition of a Competency Personal Characteristics Behavior Job Performance “Intent” “Action” “Outcome” Motive Trait Self-Concept Knowledge Skill


Example: Achievement Motivation :Example: Achievement Motivation Achievement Motivation Goal Setting, Personal Responsibility, Use of Feedback Calculated Risk Taking Innovation Continuous Improvement Quality, Productivity, Sales, Earning New Products, Services, and Processes “Doing better” Competition withStandards of Excellence Unique Accomplishment


Central and Surface Competencies :Central and Surface Competencies Skill Knowledge Visible The Iceberg Model Self-Concept Trait Motive Hidden


Central and Surface Competencies :Skill Self-Concept Attitudes, Values Knowledge Trait, Motive Surface: Most easily developed Core Personality Most difficult to develop Central and Surface Competencies


Alternative Decision Models :Alternative Decision Models Compensatory models Non-compensatory models Boundary condition models


Compensatory Model :Compensatory Model Interviewer evaluates the applicant on each of several dimensions, evaluations on each dimension are weighted according to importance, and then are summed


Non-Compensatory Model :Non-Compensatory Model Decision makers do not allow trade-offs but impose rigid rules. For example, each candidate must exceed the cutoff for all dimensions to be selected


Boundary Model :Boundary Model Establishes boundaries or lowest threshold points for use in compensatory model use


Interviews Can Be Categorized by: :Interviews Can Be Categorized by: Type Stage/Phase Mode Model


Types of Interviews :Types of Interviews Screening Selection Final Beauty Parade Job Talk


Screening :Screening Large number of candidates Used to narrow down number of candidates Uses broadly defined criteria (i.e., five years of experience, valid driver’s license). Often at academic conference, scientific job fair, or by phone


Selection :Selection Smaller number of candidates Used to select final candidates Uses criteria involving skills, abilities, knowledge, and experience levels


Final :Final Used to select final candidate to offer job In addition to skills, abilities, etc., final interview used criteria involving job related traits and issues of culture/team fit


Beauty Parade :Beauty Parade Series of very brief introductions/interviews Generally a series of individuals within a department or possible co-workers Want to know “basics” and “highlights”


Job Talk :Job Talk Primarily used in academia Candidates provide a demonstration of teaching class (sometimes with students and faculty) as well as a research overview or actual findings The question and answer session at the end turns into a “community interview”


Variations in Interview Mode :Variations in Interview Mode One-on-one – serial One-on-one – discontinuous Team based Panel


Interview Models :Interview Models Situational (behavioral) interviews Job content interviews


Situational Interviews :Situational Interviews Identify specific activities that are representative of the job Develop questions using critical incident method Group incidents into behavior dimensions by using SME’s


Job Content Interviews :Job Content Interviews Identifies and rates critical job tasks Rates KSA’s necessary for tasks performance Links KSA’s to job performance Develops questions around KSA’s


Question Types and Techniques :Question Types and Techniques


Question Targets :Question Targets How Fit? Will Do? Can Do?


Types of Questions :Types of Questions Open ended … Tell about a time when … Closed ended … Do you have experience with structural equation modeling?


Open-Ended Questions :Open-Ended Questions These are questions which are frequently used to get the applicant talking. They request the candidate to respond freely, without having to give specifics on facts. They typically begin with words such as tell me about. . .how. . .what. . . Examples: Tell me about a time when you were asked to use your own judgment on your last job? How did you decide on becoming a biologist? What lead up to your deciding to go back to graduate school?


Closed Questions :Closed Questions These are questions designed to get at specific facts. They typically limit the amount of information the candidate exchanges to either a yes or no, or a number or name. They frequently are used to follow up and qualify aspects of open-ended question. Closed questions frequently begin with Have. . .,When. . .,Do. . .,Would. . . Examples: Have you ever taught a graduate class? When did you learn to use the SPSS? Do you have a publication in an upper tiered journal? Would you feel comfortable working in a cross functional research team?


Specific Questioning Techniques :Specific Questioning Techniques Behavioral/situational questions Comparison questions Evaluation questions Example questions


Behavioral/Situational Questions :Behavioral/Situational Questions The purpose of a behavioral/ situational question is to determine how the candidate would act in certain situations which is similar to actual job conditions. These types of questions can be developed such that they can be considered somewhat of a behavioral sample. Often such questions reflect either real operational problems on the job which are likely to be encountered, or aspects of the job which are highly predictive of success.


Two Parts of the Behavioral/Situation Question :Two Parts of the Behavioral/Situation Question Describe a behavioral event or situation to the candidate. Ask him/her how they would likely behave in the situation or solve the problem.


Examples of Behavioral/ Situational Questions :Examples of Behavioral/ Situational Questions If you were placed in a work team in which the other team members did not feel comfortable with you, tell me what you would do? What would you do if you were teaching a class and were accused of being a sexist? What would you do if you learned that your research chief was conducting activities in the lab under the influence of alcohol?


Comparison Questions :Comparison Questions The purpose of a comparison question is to examine how the candidate can differentiate between two situations, or compare between two sets of skills, abilities, etc. These questions can be used to examine how a candidate compares himself/herself between two different key/select criteria.


Two Parts of a Comparison Question :Two Parts of a Comparison Question Decide upon the two things you want the candidate to compare, malting sure they are tied to the job requirements. Ask the candidate how they would compare these two.


Examples of Comparison Questions :Examples of Comparison Questions How would you compare the evaluative skills you have now to those several years ago? What comparisons would you make between your need for autonomy on research projects and your desire for effective data collection? How would you compare your programming skills to your teaching ability? What comparisons can you make between the relations you developed in Research Project A and in Research Project B?


Evaluation Questions :Evaluation Questions The purpose of an evaluation question is to allow the candidate the opportunity to discuss themselves. Evaluation questions allow you to confirm what the candidate may have already depicted about himself/herself earlier in the interview. These questions may be used in both positive and negative areas of the candidate's experience, skills, etc.


Components of Evaluation Questions :Components of Evaluation Questions Describe/reflect two aspects or qualities (good/bad) of the candidate. Ask the candidate how they evaluate these aspects or qualities.


Examples of Evaluation Questions :Examples of Evaluation Questions Compare your ability to resolve conflict with a coworker with your ability to manage your time effectively. Which do you do better and why? Compare your first lab accident to your second accident. Which accident do you feel you had the most responsibility for? If several of your former bosses were sitting here today, how do you think they would compare your ability to work in a team environment to your ability to manage a project? If several of your former teammates/coworkers were here today, how do you think they would compare your planning ability to your ability to help them when needed?


Example Questions :Example Questions The purpose of an example question is to ask the candidate for evidence (an example) of a given K, S, A, or O They can be used to examine both successful as well as unsuccessful demonstration of the specific K, S, A, or O


Components of Example Questions :Components of Example Questions Directly ask the candidate for successful and unsuccessful examples of a specific K, S, A, or O Ask the candidate (if positive or successful example) what made this particularly good or successful, or what steps/actions led up to it, or (if negative or unsuccessful) what they learned from the situation.


Examples of Example Questions :Examples of Example Questions Can you give me an example in which your efforts to resolve a conflict with a colleague did not work out? What did you learn from this? What happened next? Can you give me an example in which you have been credited for emerging as the leader of a group, even though you were not the formal leader? What led up to this? What happened long term?


Examples of Example Questions (cont.) :Examples of Example Questions (cont.) Can you give me an example of a situation in which you were the only calm and organized person in a crisis situation. What led to this? What happened next? Can you give me an example in which your efforts to influence a boss or supervisor failed? What did you learn from this? What happened next?


Degree of Interviewing Structure :Degree of Interviewing Structure Very controversial Huge impact on interview process, validity, and legality


Interview Structure :Interview Structure Job relatedness Standardization of interview process Structured use of data to evaluate the candidate


Job Relatedness :Job Relatedness Job analysis Specification of KSAO’s


Structured Use of Data to Evaluate the Candidate :Structured Use of Data to Evaluate the Candidate Scoring system Use of ancillary data Combination of data to form judgments Decision model in reaching a decision


Cone Method of Semi-Structured Interviewing :Cone Method of Semi-Structured Interviewing Broad Introductory Question on topic Moderately Specific Question “Tell me about your last job” “What did you learn from that job?” “What were your major duties?” “What were your greatest accomplishment?” “How would you describe your boss on that job?” Probes “Could you tell me more about that? “Will you elaborate on why you choose to do it that way?” Very Specific and Yes-No Questions “How many subordinates did you have?” “Were you paid on a commission basis?”


Situational (Behavioral) Interviewing Addresses :Situational (Behavioral) Interviewing Addresses Bias and undifferentiated theories on the ideal candidate Biased information gathering Potential influence of nonverbal behavior on interview judgments Impression management Categorical and biased judgments Biases in decision making


Question Formats :Question Formats Life span analysis Consistency of effort STAR analysis


Life Span Analysis :Life Span Analysis Using questions across the lifespan of a candidate Example: autonomy in decision making Early years Education First job Current position Answers – have KSAO’s been consistent, and have weaknesses remained unattended to?


Consistency of Effect :Consistency of Effect Use of different question techniques to address a specific criterion Example: autonomy in decision making Behavioral/situational questions Comparison questions Evaluation questions Example questions Answers – is there consistency to the candidate’s profile and responses?


STAR Analysis :STAR Analysis Uses a sequence based process to validate KSAO absence or presence Example: asking candidates questions in parts Situation or task Action taken Result or outcome Answers – does candidate really have skills and abilities, or simply experiences?


Part C :Part C Pre-Interview Activities


Pre-Interview Activities :Pre-Interview Activities Audit and assess your knowledge, skills, abilities, characteristics, and overall qualifications and experience Determine institutional and job fit Develop your job search strategy Prepare your resume, CV, portfolio, and cover letters Prepare your answers and your story Launch your search and networking


Audit Your KSAOs, Qualification, and Experiences :Audit Your KSAOs, Qualification, and Experiences


KSAOs :KSAOs Use websites and resources (appendices) to assess yourself List your areas of knowledge (e.g., statistics) with sample of evidence List your skill areas (e.g., teaching cell biology) with sample of evidence List your abilities (e.g., working with interdisciplinary work teams) with sample of evidence List your qualifications (e.g., MS and/or Ph.D.) List your experiences (e.g., participation on NIH project group) with sample of evidence


Who Are You? Your Uniqueness! :Who Are You? Your Uniqueness! Your Uniqueness K S A O


Your Target :Your Target Foundation for your job search and ultimate decision Focus on your uniqueness Need to ask? What is best institutional fit? Job fit


Determine Institutional and Job Fit :Determine Institutional and Job Fit


Institutional Fit :Institutional Fit What schools, institutions, corporations, government agencies will my KSAOs fit into or satisfy? Size Age/maturity Prestige Organizational cultural dynamics Resources and support Mentoring


Job Fit :Job Fit What schools, institutions, corporations, or government agencies will my KSAOs fit into or satisfy? Task mix (e.g., specific forms of research or student populations) Generalist versus specialist Growth potential


Develop Your Job Search Strategy :Develop Your Job Search Strategy


Lifestyle Considerations :Lifestyle Considerations After your analysis of KSAOs, you should determine your: Geographic preference Urban/rural preference International preference Lifestyle Family issues Spousal/partner issues


Reward Considerations :Reward Considerations You also need to consider your needs with respect to: Direct pay Pay range Pay supplements (e.g., summer teaching) Promotion or tenure schedule Special stipends Special health and retirement benefits (e.g., adult daycare for elders)


Job Search Strategy :Job Search Strategy K S A O s L I F E S T Y L E R E W A R D S Marketplace Realities Networking Applying Relationship Building Immediacy of Need


Your Targets :Your Targets After auditing your KSAOs, determine preferred institution and job fit, lifestyle considerations, and reward preferences, and research opportunities Search engines (see web links in appendices) Placement services (school related, association related) Ask your mentors for their ideas of here/how you should look to: Uncover hidden opportunities Validate your knowledge of yourself


Prepare Your Resume, CV, Portfolio, Cover Letter :Prepare Your Resume, CV, Portfolio, Cover Letter


Resumes :Resumes One pager Functional Chronological Mixed


One Pager :One Pager See Appendix for links and resources for examples and help Simple, fact based Name, personal data Core objective Brief listing of education/thesis Brief listing of positions held/experience


Functional Resume :Functional Resume See Appendix for links and resources for examples and help Focus is on functions/positions/task experiences General format: Name, personal data Objective Functional areas of expertise with or without accomplishment statements List of positions held Education/training Special skills/awards/community service


Chronological Resume :Chronological Resume See Appendix for links and resources for examples and help Focus is on the chronology of positions, jobs held Accomplishment statement or description of duties and dates typically listed Typical format: Name, personal data Objective Chronology of jobs/positions by date Education/training Special skills/awards/community service


Mixed :Mixed See Appendix for links and resources for examples and help Combination of chronological and functional Generally used when moving from industry to industry, showing both experience and unique skills/abilities


CVs :CVs See Appendix for examples and help Different from resumes Primarily used in academic or research related fields Much longer, detailed, with further explanation of experiences, products, and outcomes


Portfolios :Portfolios See Appendix for examples and help Wave of the future (e.g., option in Academic Keys website/search engine) Electronic/multimedia portfolios are now becoming a powerful tool You should create one as your informational repository Depending on job applying for, you can: Post academic papers for review, works in progress Post video of classes you have taught Post pictures and research materials Post different types of resumes/CVs Post syllabi


Cover Letters :Cover Letters See Appendix for links and resources for help, assistance, templates Generally quite targeted to a given opportunity Style, form, accuracy, and punctuation matters Do not replicate your CV or resume Highlight specific areas of skill or experience and relate to them Position requirements Marketplace/populations served Philosophy/mission Institutional needs


Prepare Your Answers and Your “Story” :Prepare Your Answers and Your “Story”


Prepare Your Story :Prepare Your Story 2-minute drill when asked “tell me about yourself” or during “beauty parade” Format Where you are from Chronology of education Note special accomplishments Note significant mentors Not significant experiences Chronology of work/work related experiences or skills acquired Summarize your uniqueness (KSAOs) Describe how your KSAOs fit into organization/department/project Express excitement about being considered


Prepare Answers to Typical Questions :Prepare Answers to Typical Questions See Appendices for websites and resources for templates and advice on hundreds of possible questions


General Questions to Prepare :General Questions to Prepare Tell me about yourself (see your 2-minute narrative). Name three strengths and three weaknesses. What are you looking for (see ideal job)? How do you manage your time? How do you assign priorities? What are your salary expectations? What are you worth and how can you justify this with data? Describe your work ethic. Are you better as a team participant or as an individual? Provide evidence! What areas of your work have ever been criticized? Where do you see yourself in 5-10 years? If you had your education/career to do over again, what would you do differently? What was your biggest challenge working on your dissertation? How did you overcome it? What did you learn?


Typical Academic Questions :Typical Academic Questions What is your teaching philosophy? How would you teach (x)? What books or resources would you use? Has your research influenced your teaching? Are you better at teaching or research? Why? What is your optimum balance between teaching and research? What type of students do you feel it easiest to deal with? Hardest? Why? What contribution will your thesis/dissertation have in the field?


Typical Scientific Questions :Typical Scientific Questions Describe your research. What contribution will your thesis/dissertation have in the field? What are your research plans for the next 5 to 10 years? What kinds of facilities, resources, or equipment do you need to conduct your research? What is the theoretical framework you feel most closely aligned with? Why?


Launch Your Search and Networking :Launch Your Search and Networking


Your Search :Your Search See Appendices for helpful links and resources to help you Network Apply online to openings Develop relationships


Part D :Part D Managing Interview Processes and Dynamics


Managing Interview Processes and Dynamics :Managing Interview Processes and Dynamics Answer questions with confidence and evidence Handle difficult situations Ask questions Obtain understanding and action plan


Before the Interview :Before the Interview Research the organization/institution Research the players Identify their needs Identify the marketplace niche/opportunities Read research papers, mission statements, study website Identify the existing talent (specialties, backgrounds) Identify organization’s chief competitors Interview people who have had contact or experience with the organization/institution Research salary parameters (government websites, associations, salary surveys) Research area (cost of living, available housing, lifestyle issues)


Before the Interview :Before the Interview Prepare Questions to ask the organization/institution Answers related to KSAOs and education, experience, or interests related to organization’s/institution’s needs or “fit”


Answer Questions with Confidence and Evidence :Answer Questions with Confidence and Evidence


Responding to Questions :Responding to Questions Please refer to Appendices for references, resources, and links to hundreds of questions and possible answers


Ways to Respond – General Questions :Ways to Respond – General Questions Tell me about yourself. Use your 2-minute “story” See previous format


Ways to Respond – General Questions :Ways to Respond – General Questions Name three strengths and three weaknesses Provide three strengths, but only one weakness Be able to provide evidence or a story/accomplishment on each Take one strength – to the extreme – as your weakness Describe how you have managed to overcome your weakness – provide evidence/ accomplishment


Ways to Respond – General Questions :Ways to Respond – General Questions What are you looking for? Relate the current opportunity in relation to your K, S, A, O experience Institution fit Job fit Lifestyle preferences


Ways to Respond – General Questions :Ways to Respond – General Questions How do you manage your time? How do you assign priorities? Provide step by step process Critical criteria you use Provide example/accomplishment Pay attention to how you have managed multiple projects, different constituencies


Ways to Respond – General Questions :Ways to Respond – General Questions What are your salary expectations? What are you worth and how can you justify this with data? “Based on my research (website, association salary surveys, AAUP, NIH, BLS, etc.), the salary range for those in between X and Y…How does this relate to your range?” “Obviously, I am interested in more than money and consider the work environment, benefits, and growth opportunities as part of the whole package to consider.” “Based on my research (see above) and what I have accomplished (e.g., publications, etc.), I feel that I should fall in a range between X and Y.”


Ways to Respond – General Questions :Ways to Respond – General Questions Describe your work ethic. Rely on your KSAO analysis Show/describe how your work habits have been consistent across various situations Provide evidence/accomplishment


Ways to Respond – General Questions :Ways to Respond – General Questions Are you better as a team participant or as an individual? Provide evidence. Pick one, and then give evidence of doing quite well with the other


Ways to Respond – General Questions :Ways to Respond – General Questions What areas of your work have ever been criticized? Pick a real situation (of low risk/controversy) and explain how you overcame Describe how you used situation as growth opportunity


Ways to Respond – General Questions :Ways to Respond – General Questions Where do you see yourself in 5-10 years? Focus on your research or teaching agenda – what you want to accomplish – breakthrough research Briefly describe the experiences you will want to have had – and how this would be developmentally important


Ways to Respond – General Questions :Ways to Respond – General Questions If you had your education/career to do over again, what would you do differently? Generally describe how you have been pleased thus far, and how all of your experiences helped to prepare you academically and personally Pick an area of recent interest, and express regret that you did not know about it sooner – or that you were unable to focus upon this until recently


Ways to Respond – General Questions :Ways to Respond – General Questions What was your biggest challenge working on your dissertation? How did you overcome it? What did you learn? Avoid the “hitman” contract issue involving your dissertation chair Pick an area (e.g., obtaining agreement, managing schedule, disappointing results, conflict among members) and describe in detail how you addressed this Illustrate how you can use your learning on the job/tasks


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions What is your teaching philosophy? Pick a general pedagogy such as Constructivism Metacognitive techniques Describe methods and media Describe desired outcomes Describe evaluative criteria


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions How would you teach (x)? What books or resources would you use? Review the course offerings, and research the appropriate texts for such (check website for existing syllabi) If a new prep, describe how you would use your network and mentors as advisors


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions Has your research influenced your teaching? Provide an example of how you have used your interest or actual research in the classroom or as an assignment Talk about how you plan to do this in the future as a value added feature


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions Are you better at teaching or research? Why? Identify whether the school is more of a teaching or research institution –(or their current need) – then pick that as your best – and provide evidence Provide evidence of the other by saying “I however feel great about X at this time.”


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions What is your optimum balance between teaching and research? “Prefer a blend between them, but will focus on “X” for the purpose of tenure” “I understand both are important,” and lay out plan to make sure both are addressed


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions What type of students do you find it easiest to deal with? Hardest? Why? Pick the hardest, then describe how you have learned to deal with them – how you plan on dealing with such in the future


Ways to Respond – Academic Questions :Ways to Respond – Academic Questions What contribution will your thesis/dissertation have in the field? Do not tell them that it has been approved by the National Association of Sleep Disorders as therapeutic in nature! Describe specifically how it extends an existing theory base, line of research, or how it will create a new line of research (by content, application, or by methodology used) Describe how you plan to use it in your future


Ways to Respond – Research Questions :Ways to Respond – Research Questions Describe your research. Note your area of interest, focus Tell why it is important to you Tell why it is important to examine (theoretically, parenthetically, methodologically) Outline research efforts and outputs Outline future plans


Ways to Respond – Research Questions :Ways to Respond – Research Questions What contribution will your thesis/dissertation have in the field? Do not tell them that it has been approved by the National Association of Sleep Disorders as therapeutic in nature! Describe specifically how it extends an existing theory base, line of research, or how it will create a new line of research (by content, application, or by methodology used) Describe how you plan to use it in your future


Ways to Respond – Research Questions :Ways to Respond – Research Questions What are your research plans for the next 5 to 10 years? Outline next five years in two/three areas (major streams of research) Outline how, when, where, what and most importantly journal, conferences, publications, groups to be targeted Describe how these plans fit with the institution’s activity, expertise, or need


Ways to Respond – Research Questions :Ways to Respond – Research Questions What kinds of facilities, resources, or equipment do you need to conduct your research? Make a specific list of facilities, resources, and equipment (include databases, software) Be able to tell how you will be able to source if the institution/organization cannot provide (e.g., grant opportunities)


Ways to Respond – Research Questions :Ways to Respond – Research Questions What is the theoretical framework you feel most closely aligned with? Why? Concisely describe the theory or framework – and tell interviewer(s) why it is so important (possible contributions) Describe why the framework or theory relates to your values, experience, or epistemological views


Prepare for Questions :Prepare for Questions Make a list of possible criteria Generate possible behavioral/situational, compare/contrast, evaluation, and example questions in relation to expected criteria Prepare your answers


Prepare to Respond to Question Types :Prepare to Respond to Question Types Behavioral/Situational (B) Compare/Contrast (C) Evaluation (E) Example (X)


Sample Questions :Sample Questions Organizational Skills B If [plug in research example] you were asked to provide a high attention to detail but you were prevented from doing this, how would you handle this? What would you do? C Compare your ability to act independently versus function within a collegial team. Which one would you say is better developed? Why? Give an example? E How would your previous research supervisor describe your ability to use good judgment to ask for help? X Can you give an example in which you were asked to perform beyond your abilities? What happened? What did you learn?


Sample Questions :Sample Questions Leadership Skills B If [plug in departmental example] and you were expected to be a self-starter, but this would violate the norms of your classmates/colleagues, how would you handle it? C Compare your ability to effectively communicate to an individual versus a small group. Which do you need the most development in? Why? E How would former colleagues describe your ability to contribute effectively? Why? X Can you give an example in which your sense of professionalism was truly tested? What happened? What did you learn?


Sample Questions :Sample Questions Listening Skills B If [plug in student example/situation] and a student was unrealistic, yet told you that you were not empathetic to his/her condition, how would you handle this? C Compare your ability to be empathetic to a concerned student verses a class. Which are you better at? Why? E Which part of listening to difficult students do you find most challenging? Why? X Can you give an example of a time when being empathetic with a student really made a difference? What happened? What did you learn?


Sample Questions :Sample Questions Creativity B If [plug in research example] you were asked to stimulate the creativity of your colleagues work on a project, how you would approach this? C Compare your ability to be creative with your attention to detail. Which one would you say you are best at? Why? E How would your describe your ability to be creative? How would others who know you? X Can you give an example in which you were creative in a situation that required a highly creative approach? What happened? How did this work out?


Responding to Behavioral/Situational Questions :Responding to Behavioral/Situational Questions Give concrete example of how you would do so Give an example of when you have done so in similar circumstances Focus on the positive result or awareness/learning obtained


Responding to Compare/Contrast Questions :Responding to Compare/Contrast Questions When asked to pick between two, pick one and describe – then pick the other and provide evidence of competence or mastery You will likely get a shadow question similar if it is an important criterion


Responding to Example Questions :Responding to Example Questions Give a brief background outline of what led up to the situation Describe how you assessed/diagnosed the situation Describe what led to making a decision about approach/resolution/ resource Describe as an accomplishment


Responding to Evaluative Questions :Responding to Evaluative Questions Be honest! Do brag! Don’t whine! Tell if it is one of your strengths Describe how you are addressing if it is an area of development Focus on awareness, actions taken, and positive results


Note Taking :Note Taking Ask if it is okay Jot down brief notes on notepad (not on PalmPilot, laptop, or PDA – you will alienate the geezers!) When asked if you have questions, refer to notes, appear attentive and organized Use notes to personalize follow up correspondence


Non Verbal Issues :Non Verbal Issues You should: Make and maintain good eye contact Move forward in your chair Smile or nod appropriately You should not: Fidget Play with your hair/constant grooming Show surprise or anxiety Rattle change Check your cell phone Eat garlic before the interview Use too much perfume/cologne


Wardrobe and Attire :Wardrobe and Attire See Appendices for resources and references Generally speaking: Dress conservatively Assume that you are to be in a suit/tie, business wardrobe unless instructed otherwise Do not dress to kill, dress to win!


Handle Difficult Situations :Handle Difficult Situations


Difficult Questions :Difficult Questions Illegal questions Inappropriate questions Trick questions


Legal Issues for Interviewing :Legal Issues for Interviewing Race, color Sex National origin Height and weight Disabilities Marital status Number of children/child care Language skills/English language


Legal Issues for Interviewing :Legal Issues for Interviewing Educational requirements Arrest record Conviction record Discharge from military Age Citizenship Economic status Sexual orientation Availability to work on weekends/ holidays


Name :Name Can’t ask – If your name has been changed, what was your former name? Can ask - Have you ever worked for this company under a different name? Is any additional information relative to change of name, use of an assumed name, or nickname necessary to check educational or employment records? Have you ever been convicted of a crime under another name?


Age :Age Can’t ask - Any question that tends to identify an applicant’s age as over 40. Can ask - Are you over eighteen years of age? If hired, can you furnish proof of age? (Statement that employment is subject to verification that applicant’s age meets legal requirements.)


Citizenship :Citizenship Can’t ask - Are you a citizen of the United States? Are your parents or spouse citizens of the United States? On what dates did you, your parents, or spouse acquire US citizenship? Are you, your parents, or spouse naturalized, or native-born citizens


Citizenship (cont.) :Citizenship (cont.) Can ask - If you are not a US citizen, do you have the legal right to remain in the US? What is your visa status (if NO to above)? Do you intend to remain permanently in the US? (Statement that employment is subject to verification of applicant’s eligibility for employment under laws related to visa status.) If hired, are you prepared to show proof of employability and ID (i.e., Social Security card and driver’s license)?


Birthplace :Birthplace Can’t ask - Applicant’s birthplace, birthplace of applicant’s parents, spouse, or other relatives Can ask - None


National Origin/Ancestry :National Origin/Ancestry Can’t ask - What is your nationality/lineage/ ancestry/national origin/descent/ parentage? How did you acquire the ability to speak, read, or write a foreign language? What language is spoken in your home? What is your mother’s tongue? Can ask - What languages do you speak, read, or write fluently? Do you have special familiarity with any foreign country? What is the nature of that familiarity (if YES to above)?


Race or Color :Race or Color Can’t ask - Any questions that directly or indirectly relates to race or color Can ask - None


Religion :Religion Can’t ask - Do you attend religious services or a house of worship? What is your religious denomination or affiliation, church, parish, or pastor? What religious holidays do you observe? Can ask - None


Sex :Sex Can’t ask - Any inquiry as to sex, such as the following: Do you wish to be addressed with Mr., Mrs., or Ms.? What are your plans regarding having children in the future? Do you have the capacity to reproduce? Can ask - None


Relative/Martial Status :Relative/Martial Status Can’t ask - What is your marital status? If over 18: What is the name or address of relative/spouse/ children? With whom do you reside? What are the ages of your children? Can ask - None


Physical Condition :Physical Condition Can’t ask - Do you have any physical disabilities? What is your handicap? What caused your handicap? What is the prognosis of your handicap? Have you ever filed a workers’ compensation claim or received workers’ compensation benefits? Can ask - Explain how you would go about doing the job applied for. How many days did you lose from work (or school) during the past year (or other period of time)?


Education :Education Can’t ask - Any question asking specifically the nationality, racial, or religious affiliation of a school. Can ask - Questions related to academic, vocational or professional education of an applicant, including schools attended, degrees/diplomas received, dates of graduation, and courses of study.


Experience :Experience Can’t ask - Questions related to military experience in general. Can ask - Questions related to applicant’s work history if related to job being considered (e.g., drive)


Organizations :Organizations Can’t ask - To what organizations, clubs, societies, and lodges do you belong? Can ask - Do you have any outside interests or belong to any organizations that you think may help you in the position you have applied for?


Character :Character Can’t ask - Have you ever been arrested? Can ask - Have you ever been convicted under any criminal law within the past five years (excluding minor traffic violations)?


Work/Schedule/Traveling :Work/Schedule/Traveling Can’t ask - Any question related to child care, ages of children, or other subject that is likely to be perceived by covered group members, especially women, as discriminatory. How will you get to work? Can ask - Do you have any family, business, health, or social obligations that would prevent you from working consistently, working overtime/traveling? Are there any reasons why you would not consistently arrive on time and work according to the company’s work schedule?


Relocation :Relocation Can’t ask - Any questions related to spouse’s attitudes or other subject that is likely to be perceived by covered group members, especially women. Can ask - Do you have any family, business, health, or social obligations that would prevent you from relocating? Would you be willing to relocate?


Misc. :Misc. Can’t ask - Any inquiry that is not job related or necessary for determining an applicant’s potential for employment. Can ask - Statement or notice to applicant that any misstatements or omission of significant facts in written application forms/ interview may cause dismissal.


Americans with Disabilities – Principles :Americans with Disabilities – Principles It is unlawful to screen out individuals with disabilities, unless the selection procedure is job related and consistent with business necessity. A selection procedure must adequately reflect the knowledge, skills, and abilities, etc. being measured, and impaired sensory, manual, or speaking skills, unless those impaired skills are the ones being measured by the procedure.


Americans with Disabilities – Principles (cont.) :Americans with Disabilities – Principles (cont.) Organization’s job application process must be accessible to individuals with disabilities. Reasonable accommodations must be provided to enable all persons to apply, and applicants should be provided with assistance (if needed) in completing process. Applicants should be told about the nature and content of selection process. Organization may not ask previous employers or other sources about applicant’s disability, illness, or worker’s compensation history.


Inappropriate Interview Questions :Inappropriate Interview Questions Have you ever had or been treated for xxx condition or disease? What conditions or diseases have you been treated for in the last 3 years? Have you ever been hospitalized? Why? Have you ever been treated by a psychologist or psychiatrist? Have you ever been treated for any medical condition?


Inappropriate Interview Questions (cont.) :Inappropriate Interview Questions (cont.) Is there any health-related reason you may not be able to perform the job for which you are applying? Have you had a major illness in the last five years? How many days were you absent from work because of illness last year? Do you have any physical defects which preclude you from performing certain kinds of work? Are you taking any prescribed drugs?


Appropriate Questions :Appropriate Questions The key is to ask about the applicant’s ability to perform the job, not the disability! Examples: “Are you able to perform these tasks with or without accommodation?” If yes, ask “How would you perform the task, and with what accommodation?”


If Asked an Illegal Question :If Asked an Illegal Question Ask the interviewer to restate and clarify Reframe the question for the interviewer Respond in relation to the assumed job criterion If it is related to a disability, outline an easy/cheap accommodation and how this might work Use phrases like, “If I am hearing you correctly, you would like to know…is that right?”


Inappropriate Questions :Inappropriate Questions Ask the interviewer to restate and clarify Reframe the question for the interviewer Respond in relation to the assumed job criterion Ask if you have answered the question adequately


Trick Questions :Trick Questions No way to totally prepare for Ask for clarity or restatement Use a phrase like “I want to make sure that I answer your question fully, so let me see if I understand what you are asking…”


Ask Questions :Ask Questions


Questions You Should Ask :Questions You Should Ask See Appendices for resources, references, and specific links Generally speaking, you should ask 3-5 questions (do not grill them) Prompt questions by saying, “on the basis of my research, I feel that…”, “earlier you mentioned…”, or “my sense is that…”


Questions to Ask :Questions to Ask “Describe the ideal candidate” “What will make the person you hire successful?” “Describe the culture, work team dynamics, decision making protocol…” “What are your departmental/institutional needs over the next 3-5 years?” “What are the long term plans of the department/institution?” “What is the salary range” (only if not offered or addressed on website) “What does it take to get tenured/promoted?” “What will you expect of the person you select during the next couple of years?”


Obtain Understanding and Action Plan :Obtain Understanding and Action Plan


Obtain Understanding :Obtain Understanding Ask about critical qualifications for position Ask about task requirements, initial projects, course schedules, etc. Ask about timeline for decision making


Action Plan :Action Plan Ask if there are any areas/questions that need to be addressed Determine who you should follow up with When you should follow up What should be sent to support your candidacy


Tips on Interview Dynamics and Politics :Tips on Interview Dynamics and Politics Stay positive – don’t be drawn into negatively evaluating others Do not take control of the interviews – if you take control – you will threaten Don’t be played by good cop, bad cop routine Don’t get caught up in institutional turf wars


Post Interview Activities :Post Interview Activities


Post Interview Activities :Post Interview Activities Acknowledge individuals Follow up Compare opportunities Negotiate deal Make decision


Acknowledge Individuals :Acknowledge Individuals Write thank you note/email to all significant individuals with whom you interview Attempt to personalize each thank you by drawing upon information provided or common interest Clarify why you think the position is a good fit for you


Follow Up :Follow Up Send additional materials (promised) to parties or materials you feel will strengthen your case – tie them to the organization’s needs/interests, or a need/interest uncovered during the interview Make contact with the primary party during the time agreed upon to ascertain status Identify new timetable and agree upon a new action plan


Compare Opportunities :Compare Opportunities Weight each criterion from 1-5


Compare Opportunities (cont.) :Compare Opportunities (cont.) Weight each criterion from 1-5


Compare Opportunities (cont.) :Compare Opportunities (cont.) Weight each criterion from 1-5


Negotiate Deal :Negotiate Deal See appendices for references and resources All things are negotiable, except the 80% on the table! Sometimes pay and benefits are very “fixed,” other times not Try to view offer as a total package, not just direct pay Things that are generally negotiable Teaching load/schedule Work on certain projects Resources for certain projects Promotion or tenure review timetable Stipend/incentives Travel budget Continuing education Professional fees/associations Assistants


Negotiate Deal (cont.) :Negotiate Deal (cont.) Use a ZOPA principle (zone of possible agreement). This allows you to identify the least you would accept (all factors), and the most the organization would offer (all factors) You need to identify your BATNA or Best Alternative To a Negotiated Agreement. BATNA is your walk away alternative – allows you to satisfy your interest Thinking about negotiations from the perspective of interest as opposed to position gives each side the opportunity to modify its position without compromising or losing face. Determine how you can provide differential value to organization/institution. Understanding your value comes from identifying their needs. In most negotiations…there is more at stake than just positions (e.g., fixed salary). Thus, a thorough examination of other issues (timing, location, quality, etc.) allows all parties to visualize how much value can be generated…and who gets what share of it.


Make Decisions :Make Decisions Make overall decision, not just on monetary means Weigh all factors Be ready o make decisions quickly – close deal


Post Decision Communications :Post Decision Communications Once accepting position, send correspondence to all relevant parties of your new organization. Express optimism about your decision and thank them for their assistance. Make special note of what they contributed to your decision. Write all relevant parties of the organization you did not accept offers from. Let them know of your decision. Stress the good qualities of their offer and institution. Thank them for their help in your job search.


Communicating with Rejecting Organizations/Institutions :Communicating with Rejecting Organizations/Institutions Communicate with all relevant parties of those institutions that did not offer you a job. Stress your appreciation for their consideration and ask to be kept in mind should other opportunities arise. Note specific things that the individuals said or did of merit – make a friend and a colleague!


Appendices :Appendices


Appendices :Appendices Helpful Links References and Resources


Helpful Links :Helpful Links


Overview of Helpful Links :Overview of Helpful Links Helpful links break down into the following categories: General Sites General Job Search Resumes/CVs Cover Letters Portfolios Interviewing Job Search Links Mega Links Academic/Research Scientific/Professional General Medical


General Job Search :General Job Search http//:www.phds.org/jobs http://www.sph.umn.edu/current/career/jobsearch/home.html http://www.career.berkeley.edu/PhDs/PhDs.stm http://www.ucea.org/uceajobsearch/jobsearch/index.html http://www.grad.washington.edu/Envision/phd/obtaining_employment/web_sites3.html http://www.training.nih.gov/careers/careercenter/advice.html http://www1.umn.edu/ohr/teachlearn/tutorials/jobsearch/process.html.html http://www.otal.umd.edu/~sies/jobadvice.html http://careercenter.umich.edu/students/gradservices/academic/acadtime.htm


Resumes/CVs :Resumes/CVs http://edu.itypeusa.com/resume - covers tips on resume production, objectives, formats, templates, as well as samples University of Minnesota http://www1.umn.edu/ohr/teachlearn/tutorials/jobsearch/writingcv.html - provides link to a worksheet to write CV PhD.org http://www.phds.org/jobs - provides link to writing resumes and CVs http://www.ucea.org/uceajobsearch/jobsearch/index.html


Cover Letters :Cover Letters http://www.ucea.org/uceajobsearch/jobsearch/index.html http://www1.umn.edu/ohr/teachlearn/tutorials/jobsearch/writingletter.html


Portfolio Items :Portfolio Items http://www1.umn.edu/ohr/teachlearn/tutorials/jobsearch/portfolio.html http://www.sciences.acadmickeys.com/all/multimedia.php


Interviewing :Interviewing http://edu.itypeusa.com/resume/Job_Interview_Skills.htm http://www.otal.umd.edu/~sies/jobguess.html http://www1.umn.edu/ohr/teachlearn/tutorials/jobsearch/interview/questions.html http://www.jobinterviewquestions.org/questions/academic-questions.asp http://hotjobs.yahoo.com/interview/Six_common_job-interview_questions http://www.quintcareers.com/interview_question_database/interview_questions.html http://www.job-interview.net/interviewguidegoo.htm?


Job Search Links :Job Search Links One Stop Shopping (mega links) Academic/Research Scientific/Professional General Medical


Mega Links :Mega Links


Mega Link: Career Overview :Mega Link: Career Overview Link: http://www.careeroverview.com Note: Careers – Biomedical, Pharmaceutical, and Hospital Job Sites Amgen Career Center – Job-seekers can use this site to browse through job listings and to post their resumes. Banner Health – Not-for-profit Banner Health is deeply committed to its mission: We exist to make a difference in people’s lives through excellent patient care. Headquartered in Phoenix, Ariz., Banner Health has 20 hospitals and other facilities that offer an array career positions at locations nationwide.


careeroverview.com (cont.) :careeroverview.com (cont.) BIO.com Career Center – offers an advanced career search engine for professionals seeking jobs with Biotechnology and Pharmaceutical companies. BioView – Are you a job-seeker interested in the field of pharmacology or biotechnology? If so, use this site to post your resume, search conference and news listings, access education and career related links, and search through a number of available job openings. Jobs are searchable by location, company or discipline (analytical chemistry, administration, etc.). A vast amount of valuable information on both pharmaceutical and biotech industries is also available. This site does post a Privacy Policy linked from the home page. CareerBuilder.com Health – find thousands of current healthcare job openings from across the nation. Offers one of the largest listings of healthcare positions.


careeroverview.com (cont.) :careeroverview.com (cont.) Healthcare Job Bank – Jobs bank and cv posting for the healthcare field including; medical, biotech, pharmaceutical, physicians and nursing. HireHealth – Job-seekers can use this site to post their resume (up to 5 versions), register for an e-emailed search agent, and browse through numerous job listings. Jobs are searchable by location, posting date, and keyword. In order to use this site you must register you contact information. This information can be concealed if you opt to do so when posting your resume. There is no Privacy Policy posted on this site so please be cautious. Hospital Soup – WorldWide Hospital Directory. Featuring over 6000 hospitals, healthcare jobs, nursing and medical resources, and over 50000 medical links. HospitalJobsOnline.com – Job board for medical careers, health care and medical assistant positions, physician jobs, and other hospital employment opportunities.


careeroverview.com (cont.) :careeroverview.com (cont.) Hospital Web – This site offers a list of both national (categorized by state) and international hospitals. Icos Career Opportunities – Select “Career Opportunities” to browse through the available job openings in this biopharmaceutical company. MedHunters.com – This international career site offers job-seekers who are interested in the healthcare profession the opportunity to browse through a number of job openings. Jobs are searchable by employer, location, and job title. Also, create a pin number and have a job listing matching your profile e-mailed to you. This site does post a Privacy Policy. Monster.com Health – offers thousands of current healthcare job positions from across the nation. Offers one of the largest listings of healthcare positions worldwide.


careeroverview.com (cont.) :careeroverview.com (cont.) 4NursingJobs – This site offers an extensive list of available nursing jobs, searchable by specialty (Anesthetist, OB Administrator, Cardiac Cath, etc.). Links to nursing journals, relocation information, interview and resume tips, state licensing information and much more are also available. This site does not post a Privacy Policy. However, the contact information required is limited. Please be cautious and protect your privacy. MedZilla – Are you currently seeking a job in pharmaceuticals, healthcare, biotechnology, or science medicine? If so, use this site to post your CVs and resume, register for an e-mailed job matching service, and search through a variety of posted job openings. This site is available free to job-seekers. NationJob.com – offers the ability to search thousands of current job openings in biomedical and health care industries.


careeroverview.com (cont.) :careeroverview.com (cont.) Pharmaceutical Jobs USA – Job posting service for employers in the pharmaceutical and biotechnology industry. RX Career Center – Rx Career Center - Pharmacy jobs for the pharmacist, pharmacy technician and pharmaceutical and health care industry professional. The Agency: Recruiting for Pharmaceutical, Biopharmaceutical, and Biotechnology Executive Jobs – This site allows professionals in search of a new job to post their CVs or resumes, access a variety of career resources, review biopharma news, and search through current job listings. Areas of employment include regulatory affairs, clinical, manufacturing, sales, R&D, marketing, and international. This site is available free to job-seekers.


Mega Link: University of Minnesota School of Public Health :Mega Link: University of Minnesota School of Public Health Link: http://www.sph.umn.edu/current/career/jobsearch/health/home.html Note: Provides links to the below: American Public Health Association (APHA) Career MartPost your resume online and search for new job postings in public health (must be a member of APHA to post resume) American Statistical AssociationExplore careers in statistics and browse through links to jobs and internships Association of Schools of Public Health publichealthjobs.netUse a keyword search to locate public health jobs CDC Centers for Disease ControlSearch fellowship, research, training, and employment opportunities


University of Minnesota (cont.) :University of Minnesota (cont.) Health eCareers NetworkExplore health career information and job postings from numerous national health care associations; considerable resources for dietetics and nutrition. Hire HealthBrowse job listings in the pharmaceutical, biotechnology, medical, and healthcare industries International Pharma JobsSearch for jobs in the pharmaceutical industry MedzillaSearch for jobs in the pharmaceutical and biotech industries


University of Minnesota (cont.) :University of Minnesota (cont.) Monster Healthcare JobsSearch jobs and post resumes onlineMonster also links to salary information NIH Job OpportunitiesLook up current job openings and explore research training and internship programs Science CareersSearch national job postings, explore career fairs, look up employer profilesAfter registration, post a resume Sciencejobs.comSearch by country/region for science job opportunities U.S. Department of Health and Human ServicesSearch and apply for current job openings and intern programs


Mega Link: Academic 360 :Mega Link: Academic 360 Link: http://www.academic360.com Note: Also provides links to - Institute of Medicine - National Academy of Science - National Research Center - National Institute of Health - Classified listings in “Science” - Classified listings in “The Scientist” Also the below resources: Advertising Agencies The following agencies specialize in marketing and recruitment advertising; however, they do not necessarily specialize in higher education. Search Firms These firms have conducted searches for positions at colleges and universities; however, they do not necessarily specialize in higher education searches. Diversity Resources Articles, websites, and other resources which focus on diversity interests in the world of academia.


Academic 360 (cont.) :Academic 360 (cont.) Examples of 360 Sites in Biology Bionet.jobs.offered Specific employment links for biomedical scientists Experimental medicine job listings Society for Industrial and Micro Biology Society for Neuroscience


Academic 360 (cont.) :Academic 360 (cont.) Examples of 360 Sites in Health Professions Academic Physicians and Scientists Employment links for biomedical scientists JAMA MedWeb Plus Public Health Connection


Mega Link: MedWeb Plus :Mega Link: MedWeb Plus Link: http://www.medwebplus.com Note: Massive site covering medical and allied health, as well as academic medical centers


Academic/Research :Academic/Research


Academic Keys :Academic Keys Link: http://www.academickeys.com Note: Can search for jobs and post resume; also provides academic salary survey data


Academic Careers Online :Academic Careers Online Link: http://www.academiccareers.com Note: Search by school type, job title, location


Higher Ed Jobs :Higher Ed Jobs Link: http://www.higheredjobs.com Note: Go to Education, Health, Medicine, or Science


The Chronicle of Higher Education :The Chronicle of Higher Education Link: http://chronicle.com/jobs Note: Go to Search Jobs, also go to Forums for great advice on the interview process and salaries


University Jobs :University Jobs Link: http://www.universityjobs.com Note: Go to link for faculty positions, post doc jobs, and science jobs


Scientific/Professional :Scientific/Professional


American Statistical Association :American Statistical Association Link: http://www.amstat.org/careers/index.cfm?fuseaction=main Note: Go to What Industries Employ Statisticians, ASA Marketplace, Related Links


Scientific Job Agencies :Scientific Job Agencies Link: http://jobagencies.com/76/Scientific-Jobs Note: Go to industry specific agencies


Science Jobs :Science Jobs Link: http://www.sciencejobs.com Note: Go to biology listings, or by sector (academic, industry, government)


US Government :US Government Link: http://www.federaljobsearch.com Note: Go to Job Openings by Career; has listings of state, local, and federal positions


Pharmaceutical Jobs USA :Pharmaceutical Jobs USA Link: http://www.pharmaceuticaljobsusa.com Note: Go to sections linking pharmaceuticals and biotechnology


US Dept. of Health & Human Services :US Dept. of Health & Human Services Link: http://www.hhs.gov/careers Note: Go to “Find HHS Jobs”


Centers for Disease Control and Prevention :Centers for Disease Control and Prevention Link: http://www.cdc.gov/phtrain Note: Go to “Employment Quick Links”


National Institutes of Health :National Institutes of Health Link: http://www.jobs.nih.gov Note: Go to Scientific/Research/Clinical


American Public Health Association :American Public Health Association Link: http://www.alpha.org/about/careers Note: Go to “Job Seekers”


Public Health Jobs :Public Health Jobs Link: http://www.publichealthjobs.net Note: Search by keyword


AAAS Science Careers :AAAS Science Careers Link: http://www.aaas.sciencecareers.org Note: Go to Jobs, List Academic, and Research Based Jobs


General Medical Sites :General Medical Sites


Healthcare Job Bank :Healthcare Job Bank http://www.healthcarejobbank.com


Career Builder :Career Builder http://health-care.careerbuilder.com


Med Hunters :Med Hunters http://www.medhunters.com


Medzilla :Medzilla http://www.medzilla.com


Health Jobs USA :Health Jobs USA http://www.healthjobsusa.com


Monster :Monster http://www.monster.com


I Seek :I Seek http://www.iseek.com


References and Resources :References and Resources


Books & Resources on Job Search :Books & Resources on Job Search Barnes, S.J. (2007). On the market: Strategic for a successful academic job search. Lynne River Publishers. Bermont, J. (2004). 10 insider secrets to a winning job search. Career Press. Beshara, T. (2005). The job search solution: The ultimate system for finding a great job now! AMACON. Darling, D. (2003). The networking survival guide: Get the success you want by tapping into the people you know. McGraw Hill. Figler, H. (1999). Complete job search handbook: Everything you need to know to get the job you want. Holt. Formo, D. (1999). Job search in Academe: Strategic rhetorics for faculty job candidates. Rutledge.


Books & Resources on Job Search :Books & Resources on Job Search Goldsmith, J., Komlos, J., & Gold, P. The Chicago guide to your academic career: A portable mentor for scholars for graduate schedule through tenure. Hansen, K. (2000). A foot in the door: Networking your way into the hidden job market. Ten Speed Press. Heiberger, M. (2001). The academic job search handbook. University of Pittsburgh Press. Kume, R. (2004). Surviving your academic job hunt: Advice for the humanities. Pellgrove McMillan. Lowstuter, C., & Robertson, D.P. (1994). Network your way to the next job. McGraw Hill. Misner, I. (2000). Masters of networking: Building relationships for your pocketbook and soul. Bard Press. Pierson, D. (2005). The unwritten rules of highly effective job search: The proven program used by the world’s leading career service company. McGraw Hill.


Books & Resources on Job Search :Books & Resources on Job Search Salmon, M. (2003). Super networking: Reach the right people, build your career network, and land your dream job. Career Press. Studner, P. (2003). Super job search: The Complete manual for job seekers and job change. Jamenair, Ltd. Tolliver, M. (2004). Networking for job search and career success. JIST Publishing.


Books & Resources on Cover Letters :Books & Resources on Cover Letters Betty, R. (2003). The perfect cover letter. Wiley. Hansen, K. & Hansen, R. (2001). Dynamic cover letters revised. Ten Speed Press. Martin, E. (1983). Cover letters they don’t forget. McGraw Hill. Noble, D. (2004). Gallery of best cover letters. JIST Publishers. Podesta, S., & Paxton, A. (2003). 201 killer cover letters. McGraw Hill. Wallace, R. (2006). Cover letter almanac. Adams Media Corporation. Yate, M. (2006). Cover letters that knock them dead. Adams Media Corporation.


Books & Resources on Resumes :Books & Resources on Resumes Bennett, S. The elements of resume style: Essential rules and eye-opening advice for writing resumes and cover letters that work. AMACON. Berryman, G. (2001). Designing creative resumes: A complete resource for the creative professional. Crisp Learning. Block, J., & Bertus, M. (1997). 101 best resumes. McGraw Hill. Corwin, G., Grappo, G., & Lewis, A. (2003). How to write better resumes. McGraw Hill. Greene, B. (2004). Get the interview every time: Fortune 500 hiring professionals’ tips for writing winning resumes and cover letters. Kaplan Business. Jackson, A., & Geckers, k. (2003). How to prepare your curriculum vitae. McGraw Hill Kesler, R., & Strassberg, L. (2005) Competency based resumes: How to bring your resume to the top of the pile. Career Press.


Books & Resources on Resumes :Books & Resources on Resumes Kesler, R., & Strassberg, L. (2005) Competency based resumes: How to bring your resume to the top of the pile. Career Press. Newcomb, S., & Kendall, P. (2001). E-resumes: Everything you need to know about using electronic resources to tap into today’s hot job market. McGraw Hill. Noble, D.F. (2007). Gallery of best resumes: A collection of quality resumes by professional resume writers. JIST Works. Rosenberg, A., & Hizer, D. (2003) The resume handbook: How to write outstanding resumes and cover letters for every situation. Adams Media. Smith, R. (2000). Electronic resumes & on-line networking. Career Press. Whitcomb, S. (2006). Resume magic: Trade secrets of professional resume writers. JIST Works.


Books & Resources on Portfolios :Books & Resources on Portfolios Baron, C. (2003). Designing a digital portfolio. New Readers Press. Bostaph, C. (1999). The employment portfolio: Identifying skills, training, accomplishments for the job seeker. Prentice Hall. Kimeldorf, M. (1997). Portfolio power: The new way to showcase all your job skills and experience. Petersons. Poore, C. (2001). Building your career portfolio. Cengage Delmar Learning. Satterwhite, F., & D’Orsi, G. (2002). The career portfolio workbook: Using the newest tools in your job hunting arsenal to impress employers and land a great job. McGraw Hill. Straub, C. (1996). Creating your skills portfolio: Show off your skills and accomplishments. Crisp Learning.


Books & Resources on Interviewing :Books & Resources on Interviewing Allen, J. (2004). The complete Q & A job interview book. Wiley. Bixler, S., & Rice, N. (2005). The new professional image: Dress your best for every business situation. AdamsMedia. DeLuca, M. (1996). Best answers to the 20 most frequently asked interview questions. McGraw Hill. Fry, R. (2006). 101 great answers to the toughest interview questions. Cengage Delmar Learning. Gottesman, D., & Arnaud, B. (1999). The interview rehearsal book. Berkley Trade. Kador, J. (2002). 201 best questions to ask on your interview. McGraw Hill. Krannich, R. (2007). Win the interview, win the job: Outshine the competition with great preparation and skill. Impact Publications. Malloy, J. (1988). John T. Malloy’s new dress for success. Grand Central Publishing.


Books & Resources on Interviewing :Books & Resources on Interviewing Marten, P, & Mattier, J. (1995). Job interviews made easy. McGraw Hill. Morem, S. (2005). How to gain the professional edge: Achieve the personal and professional interview you want. Ferguson Publishing. Oliver, U. (2005). 301 smart answers to tough interview questions. Sourcebooks. Powers, P. (2004). Winning job interviews. Career Press. Stein, M. (2002). Fearless interviewing: How to win the job by communication and confidence. McGraw Hill. Vervki, P. (1999). The 250 job interview questions you’ll most likely be asked. Adams Media Corporation. Williams, J. (2004). Sell yourself: Master the job interview process. Principal Publications.


Books & Resourceson Salary Negotiations :Books & Resourceson Salary Negotiations Dawson, R. (2006). Secrets of power salary negotiating: Inside secrets from a master negotiator. Career Press. Goodman, P.J., & Fisher, R. (2002). Win-win career negotiations: Proven strategies for getting what your want from your employer. Penguin. Miller, L. (1997). Get more money on your next job. McGraw Hill. Porot,. D. (2001). 101 salary secrets: How to negotiate like a pro. Ten Speed Press. Simon, M. (1997). Negotiate your job offer. Wiley.