12 • HR & recruitment


Business Guide - brought to you by APL Media • Wednesday 15 February 2023


emotionally intelligent people, the ability to get on with other people and those who have strong values above anything else.”


Ace that interview


Standing out in the recruitment process is easier than you think. Words by Iris Goldsztajn


BE MINDFUL OF BODY LANGUAGE/GETTY S


o you’ve decided it’s time for a career change and you’ve applied for a few positions.


Once you start getting interviews, though, it all starts to feel rather daunting. A job interview is one of the most nerve-racking experiences there is, but there are easy ways to make it go smoothly and to boost your chances of landing your dream job. We asked experts to share their tips for making a positive impression.


1 MANAGE YOUR EMOTIONS You’re likely to feel anxious going into an interview, but your emotions shouldn’t feel unmanageable to the point that you can’t put your best foot forward. “Learn to process the emotions you’re going through, recognise and understand them,” says Kul Mahay, a leadership and emotional intelligence expert. “Don’t allow your decisions to be dictated by your emotions; take a step back and focus.”


2 COME PREPARED In order to make a good impression, you should be knowledgeable about your potential employer. “Read through the website and try to get a sense of what’s important to that company,” says Mahay. “Check out their social media channels, too, to see their personality, and ask yourself, ‘Do my values align with the organisation?’ Many organisations are looking for


3 DRESS THE PART Ultimately, what you wear to your interview will constitute the hiring manager’s first impression of you. “Understand the culture,” suggests Dean Sadler, CEO at Tribepad. “For some, a suit and tie works, whereas for others, they want a more informal appearance. Do your research. And wear what you feel comfortable in. If you’re comfortable, you’ll feel more at ease throughout the interview process.”


4 HAVE EVIDENCE TO BACK UP YOUR CV Your interviewer will have read your CV, so it’s important that you’re able to answer any questions related to what you’ve written on it. Sadler provides the following example: “You might have said you’re a team player, but what does that mean?” he says. “A good team player in football passes the most and creates opportunities for others, rather than being there for the glory. They’re there to make everyone more effective and efficient. That’s who I want on a team.”


5 BE MINDFUL OF YOUR BODY LANGUAGE A study by The University of Texas proved that up to 90% of communication is nonverbal


— meaning your body language is crucial for acing an interview. “Maintain eye contact without overdoing it,” says Mahay. “Try practising mirroring the interviewer to build rapport. When you’re in an interview, keep your awareness levels high and look for language that the interviewer might be using… and try to mirror it.”


6 ASK MEMORABLE QUESTIONS “Most people ask the same questions — think outside the box,” advises Sadler. “The people I’ve been impressed by have stopped me in my tracks and are prepared to challenge me.” When thinking of questions, remember that you should be asking about aspects of the company that matter to you. “Don’t be afraid to ask them why they’re the best organisation to work for, whether that’s when it comes down to paternity pay or critical illness cover, or earning potential,” Sadler adds.


7 FOLLOW UP The interview process doesn’t end aſter you say goodbye. “Don’t be afraid to follow up. Ask for feedback,” advises Sadler. In one of the expert’s previous positions, he shares, “A 16-year-old boy knocked on my door every day for two weeks. I gave him a job. This isn’t advisable for a CEO position, but remember to show willingness and enthusiasm.” If physically knocking on a door feels a little much, a thank you email goes a long way.


ADVERTISEMENT FEATURE


Why organisations should double down on DEI in turbulent times


A view from Raj Tulsiani, CEO of Green Park and Co-founder of Race Equality Matters


In uncertain times, businesses tend to focus purely on the financial elements of the balance sheet. But what if bracing for a recession involved doubling down on your core offering and company DNA? You could mitigate risk, strengthen your teams, and build the foundations for more sustainable and inclusive long-term results, all while demonstrating your commitment to Diversity, Equity, & Inclusion (DEI). In the current economic climate,


creative solutions, and smart workforce and hiring decisions will be key. Boosting inclusion and engagement to leverage existing teams and attract new talent will unlock innovative thinking and build competitive advantage. However, in tomorrow’s sceptical environment any commitment to DEI has to be sincere and constant. It will play an important part in people’s decisions on where they work, whether they stay, and if they choose to engage or ‘quiet quit’.


If you want to recruit, engage and retain the best candidates, then you have to do more than promise to build an inclusive culture


At Green Park, 35% of the


executive and board appointments are ethnic minorities for whom an employer’s purpose and DEI credibility can be major factors in the attraction, engagement, and acceptance of an employment offer. There’s risk with inauthenticity. If you want to recruit, engage and retain the best candidates, then you have to do more than promise to build an inclusive culture. For business owners who are


serious about DEI, there are a few things to bear in mind. Underlying problems — such as disparities around pay or high rates of attrition — will undermine your recruitment efforts. Additionally, be honest about the DEI situation within your


organisation. Small achievable steps are far better than large ones that have no likelihood of happening.


FOUR THINGS BUSINESS OWNERS SHOULD DO TO EMBED DEI 1. Know where you’re at now. Create a base line to assess progress.


2. Know what data you need to achieve objectives. Keep focused on your aims. Too much data can become a distraction.


3. Use an independent strategic partner. They’ll be able to ask difficult questions and constructively challenge, while providing support, structure, and credibility.


4. Measure impact, collect evidence, and build trust. Hold yourself accountable and be transparent.


Green Park knows inclusive organisations aren’t created overnight. It takes long-term, unwavering commitment. But once you’ve embedded inclusion, group thinking turns into diversity of thought,


RAJ TULSIANI, FOUNDER AND CEO, GREEN PARK


and culture fit turns into culture add. It’s essential to stand strong, amplify your ambition and ensure people decisions and processes are transparent and equitable.


GREEN PARK’S GLOBAL TALENT ADVISORY SERVICES INCLUDE: • Executive Search • Interim Management • Diversity, Culture, Inclusions & Ethics


• Leadership & Consultancy • People Solutions


Get in touch


T: +44 (0) 207 399 4300 E: info@green-park.co.uk W: green-park.co.uk


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