Category Archives: Personality testing

Personal interests: 10 CV dos and don’ts

There is always much conflicting advice from career experts on what to include on CVs. One of the areas  that has an opinion divide of Grand Canyon proportions, is whether to mention your personal interests and hobbies on your resume and if they can actually make a difference to the selection process.

Hannah Morgan, Career Sherpa says “No one really cares that you enjoy knitting, wine tasting and training for marathons. That is, unless, you are applying for a job in one of those areas. Save the space for more meaningful, work-related information. Have you included professional memberships or volunteer activities?

Stand out with your hobbies on your job search by  exhorts candidates to share their personal interests on their CVs. Why? “ because who you are transfers over to how you work.”

 

personal interests

Personal interests:  10 CV dos and don’ts

Do:  Remember that what is relevant will depend on the company culture and nature of the open position. Not all company cultures or teams look for, welcome or need, the person who does a fitness boot camp at  5.00 am every day before work.

Do:  include some personal interests especially if they can showcase or endorse your professional skills and particularly if  you have achieved some level of excellence or expertise.

Do:  give a range of personal interests which showcase your personality. I think Hannah’s example of a wine tasting,  knitter, who runs marathons could be a potentially interesting character.

Do:  be strategic and highlight those personal interests which could be professionally relevant, but with a balance: team and leadership roles, as well as introverted and extroverted, competitive and non competitive. Depending on the nature of the opening, I would certainly pay attention to someone whose interests were exclusively solitary or exclusively competitive.  Generally personality traits will be identified via any type of testing or assessment process anyway.

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Do:  include if you played a sport to a high  or professional level or represented your country in any activity, even if it was some years previously. It demonstrates focus, discipline and energy. Plus skills!

Don’t:  include if you claim to be an international athlete light years before and it looks as if it was 50 pounds ago and walking from the desk to the door will induce a coronary.

Do: be sensitive with regard to any of your interests which might be “hot” issues for others:  certain causes, or political or religious activities fall into that category. It’s impossible to know the personal biases and perceptions of  the reader and interviewer unless they are in the public domain.

Do: share if you are using that skill currently via coaching,  mentoring or volunteering.

Do: if you think your personal interests will be a social ice-breaker and professionally relevant. It is becoming increasingly easy to research interviewers and companies. If the hiring company sponsor an activity which genuinely interests you – include it. I was participating in a search recently where the company sponsored the fine arts and one of the candidates was a serious opera buff. The panel Chair and candidate had a brief aside on Liudmyla Monastyrska‘s  role as Aida.  It was  a clear differentiator in that particular hiring process with a number of equal candidates. Confirmation bias exists.

Don’t: claim to have interests which are not real. If the last book you read was the Spark Notes from a university course, or the last movie you saw was Ghost or your idea of haute cuisine is opening a takeaway carton,  best not to mention them as interests. You could be asked.

I interviewed someone who said they were a “huge tennis fan“, but couldn’t comment on the last Wimbledon final.  As John McEnroe would say “You can’t be serious.

So like any other part of your CV the personal interest section is an opportunity to be strategic.  So I say use it – but wisely!

Making the cut. How to ace a behavioural interview

Behavioural interviews have always been popular with major international organisations for carrying out in-depth selection processes. Recently however, interest in them seems to have peaked after being popularised by the TV show, The Apprentice just screened in the U.K. The reason I don’t write about this programme is because when I do watch it, for the most part I sit cringing, but also worrying that any potential candidates will take it seriously. Be under no illusion, this is a globally franchised game show where the real heroes are probably the film editors who reduce 100s of hours of material to a dozen hours of slick TV for our entertainment.

In it we have seen candidates lying or being facetious on their application forms, lacking basic knowledge of the company they are interviewing for, having very little idea what their transferable skills are and what they can indeed offer. It’s a miracle that anyone get’s hired at all, which is perhaps why there are rumours of 2 endings being filmed.

Philosophy
Behavioural-based interviewing is promoted as providing a more objective set of facts on which to base hiring decisions, rather than other interviewing methods. Underlying the philosophy is the idea that the most accurate predictor of future added value is either past performance in similar situations , or observable performance in something new. Competence in these circumstances is supposed to be 55 percent predictive of future on-the-job behavior, while traditional interviewing is said to be only 10 percent predictive. So whereas candidates are unlikely to be chasing around global capitals looking for random items to purchase, or running London visitor tours, organisations are becoming increasingly creative in introducing more challenging situations for potential candidates, than the standard interview process.

Assessment Battery
Behavioural interviews can be part of a battery of candidate assessment tools which will also include: personality and aptitude testing, individual assignment ( e.g. making a presentation, analysing a problem, formulating a solution) group assignments and/or group interviews.

One-on-one interview
Some career columnists maintain that behavioural interviews are difficult to prepare for. In part this can be true – especially in any group task where all candidates are being assessed and you won’t know the other team members. However, if you’ve done your discovery work thoroughly, you will know the challenges in your life/career, what you have done to achieve them, the results and the skills required to achieve those results. These will be articulated in your mission statement of your CV and in your elevator soundbites. So not a problem. You will have an arsenal of experiences you can call upon to illustrate as required.

What any organisation is looking for is how you deal with situations, even those with some sort of negative outcome can have value. If you have never dealt with the problem thrown at you, don’t be afraid to say so. Perhaps you have seen someone else in action in the same or similar position (a boss, colleague, family member). Describe what you observed or even describe an experience of your own which required parallel skills. Even take an educated guess.

The behavioral interviewer will delve into specific aspects of your response and probe for greater detail “What were you thinking at that point?” or ” Tell me more ..” or “Lead me through ..” Let’s go back to” if you haven’t done your CARS work properly, or you are a shadow of your own resumé, this is where you risk coming unstuck.

Aptitude/Personality testing.
Increasingly these are sent out by employers and taken on-line and there are always possibilities to have practise runs. There are any number of propriety brands on the market which are used by the major organisations. Many even have their own in-house assessment and testing facilities.

Individual Assignment
Sometimes candidates are asked to come to an interview prepared to deliver a presentation or a project. In other circumstances they will be handed one on arrival and given time to prepare. It could be a sales or marketing pitch, a negotiation or conflict situation, a managerial issue or a business strategy. This will also involve digging deep into your C.A.R.S work and previous experience.

Group Exercise
These are team based exercises and evaluation is made on the basis of the different input of individual team members in exactly the same way as employees collaborate in the workplace. They are constructed/designed to make individual assessment in areas such as decision-making, confidence, strategic analysis or time management . They also illustrate how all group members act within a team environment : who emerges as a leader, who is the strategic thinker, who is the compiler, communication styles and how is conflict handled. Organisations look for skill set and personality diversity, so there is no right or wrong way of doing this. This can be anything from an office based theoretical project ( ” your plane has crashed in the Amazon rain forest, what items would you look for in the wreckage and why?”, to something practical such as building a fence or constructing a Lego project.

Group Interview / Assessment
I am hearing more and more about this particularly at entry-level, where significant numbers of candidates are interviewed simultaneously, as many as 12 -15 at a time where they are asked to deliver their elevator pitch in front of the group , as well as company assessors. In one case it was to camera (it wasn’t a media opening) and in another there was also peer evaluation, almost in the Apprentice way. This was possibly to save organisational time and to test the candidates under pressure. The candidate feedback I received was that it was a challenging experience, with most feeling they didn’t acquit themselves well mainly because of nerves.The organisation which asked not to be named said ” It was a cost and time effective way of identifying the best candidates. We screened 80 candidates in 2 days resulting in a shortlist of 6, who went on to in-depth, one to one interviews. We are delighted with the process“.

It’s perhaps not surprising that the ultimate winner of the 2010 UK Apprentice Stella English at 31, had previous interview experience. Practise makes perfect.

So will you be hired or end up on the cutting room floor?