Don't get caught out at a job interview – prepare for some of these tough questions and make your next interview the best one ever!

While this is often a question that strikes terror into the hearts of candidates, you should see this as an opportunity to build rapport with the interviewer and to show them a little of who you are.

Give a brief summary of your career in chronological order, highlighting the companies you have worked for and some of the positions that you held. Bearing in mind the skills that you want to demonstrate to the interviewer, include one or two major achievements that illustrate these. If you are still early in your career, include more information about academic or extra-curricular activities that show these skills.

You should keep your answer to three minutes at most and stick to the highlights – the interviewer will ask you for more detail if they want it. Keep your tone lively to hold their attention and don't get sidetracked.

If you haven't done your homework about the company and the job role, this is where you might just as well get up and leave.

Assuming you have taken the time to find out what you need to know, you can use this question to demonstrate what you have learned about the company and the job in question. Making reference to the organisation's products, markets, strategy and competition, you should explain where and how your skills and experience will add value. Show the interviewer why you are motivated to join their firm and what they will gain by taking you on board.

This question sometimes comes disguised as 'What would your team/manager say are your weaknesses?' Usually, this question is an attempt by the interviewer to see how self-aware you are and how you address gaps in your competence.

Be honest but also be aware that this is not the place to admit to a bad character trait or confess to ignorance about a skill that is critical to the job you are after! Pick on something that is not key to the job and show how you are working towards improving the weakness; it is often better to pick on a skill that you can learn fairly easily or are already in the process of improving.

Every employer is going to want to know why you left your job or why you are planning to move on. Make sure you prepare your leaving story carefully; be honest and factual, but brief, in your reply and move the focus of your response to the future and the kind of opportunity you are now seeking. Remember that an employer will ask for a reference and will find out if you are not being completely honest.

Every employer is going to want to know why you left your job or why you are planning to move on.

If your reason for leaving was due to redundancy, de-personalise your response – 'the role I was in was no longer needed by the company'/'my position was one of a number that were no longer viable for the company's new direction' – and stick to the facts.

Don't be critical of your last employer and instead show your ability to move on and to be professional. Turn your answer around to highlight the skills and experience that the role gave you. This may give you the chance to explain your desire to move on to more challenging opportunities.

This is the question that's always best avoided until you actually have a job offer in front of you, but this might not always be possible! Before you go into the interview, it is useful to have some idea of the salary and/or package that you would ideally want – and how far you are prepared to compromise. You can then state the salary range that you would expect, showing that you can be flexible. Consider the whole package on offer and not just the base salary as this can make a major difference in terms of your total take-home income.

If you can't postpone salary negotiations until a firm offer has been made, you should do some research to find out comparable salaries for the job role and the industry that you are going after. Some job sites provide salary checking information and reviewing the kind of salaries on offer for similar jobs will also give you an idea of the salary ranges.

Another approach is to reply by asking what the normal salary or salary range is for the role in question. While not dismissing the issue of compensation, keep the focus on the fact that you see this job as a wonderful opportunity to add value to the company and to progress your career.

Need some help to prepare for interviews? Whether you are a recent graduate or a seasoned professional, our experienced careers coaches can work with you – on an individual or group basis – to help you make the right impact at interview.

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What's wrong with relaxing your hair? Leading Trichologist, Noon Etienne, examines some of the myths around relaxing hair and offers some advice on how to make relaxing work for you.

Myth No.1: 'I can relax my hair and braid it the next day'

Noon Etienne: No, ladies! The newly processed hair is in a fragile state and you would need to wait at least 4 weeks before you can braid it.

Myth No. 2: 'I can take my hair out of braids or weaves and put a relaxer on it the same day or the next day'

Noon Etienne: This is totally wrong! To get the best results, you need to remove the braids and treat the hair with a reconstructive, moisturizing treatment. Then you should wait for at least one to two weeks before relaxing or retouching the roots.

Noon Etienne: This is totally the wrong way around. The correct sequence is to relax the hair and then you can apply a rinse or semi permanent colour the same day - once you have neutralised and treated the hair.

A permanent colour would not be recommended after having a relaxer process on the same day because the scalp would not be able to with stand the hydrogen peroxide that is found in the permanent colour – in other words, it will sting or burn the scalp!

To get the best results, you need to remove the braids and treat the hair with a reconstructive, moisturizing treatment.

Noon Etienne: Well, ladies, that is wrong thinking! Even though your hair is natural, you still need to prepare your hair for the chemical process to 'take' correctly.

When the hair is not at its best, the chemical will not relax the hair and may even cause damage to your hair, which will result in breakage in some areas. You should be taking good care of your natural hair with reconstructive, moisturizing treatments every week or two, then your hair will have the strength that it needs for the breakdown process of a relaxer.

Noon Etienne: This is what I call the "Oh, it's not burning yet" attitude –does it sound familiar, ladies? Well, something you need to know about ‘No-Lye relaxers’ is that it is "the biggest Lie in the hairdressing industry"

Of course there are chemicals in the relaxer! There are several types of Lye chemicals - Sodium hydroxide, calcium hydroxide, potassium hydroxide and guanidine. Any of the relaxer kits that you purchase off-the-shelf would contain one of the latter thee ingredients and usually involve mixing a cream and a lotion together for the chemical to be activated. Even though this type of relaxer does not burn, it does not mean "you can leave it on until you feel the burn"! You will end up over-processing your hair, causing it to lose elasticity, moisture and strength.

In the midst of weak economies and rising job cuts, it has never been more important to have a plan for your career than it is today.

Here are five tips to help you deal with the realities of a tight job market.

If you have just finished with one degree, it may not seem particularly appealing to return to University or college to study for yet another. But, in a climate where there is stiff competition for fewer jobs as well as greater numbers of first degree graduates for employers to choose from, a Master's degree or a professional qualification will give you an edge when you do go job hunting.

While college fees and other costs can be daunting, doing some research could lead you to opportunities for grants and scholarships to ease the financial burden. Investigate all options and negotiate with your chosen institution to identify flexible approaches to paying your tuition costs.

To make an immediate impact with recruiters and employers, whether you are a new graduate or an experienced professional, you must have a powerful CV or resume. Don’t be content to add your latest job description to your old CV – this will not serve you well! The simple truth is that there is no such thing as having one CV. Each time you apply for a job you should tailor your application to make sure that you are highlighting the skills and experience needed for that particular role.

Writing a good CV takes time and careful analysis so throw away your tired old CV and write a new one that really highlights who you are today. A high-impact CV is one that shows your skills sets and the talents that you can bring to an employer to help them deliver their business goals.

For more advice on writing a CV, take a look at this advice from our Careers Coach or This e-mail address is being protected from spam bots, you need JavaScript enabled to view it to arrange a CV writing session.

While we would all like to be paid for the work we do, an internship can offer you a great way to build your skills and increase your experience and to create or extend your professional network in your chosen field.

For a new graduate or someone seeking a career change, a well placed internship will be a worthwhile investment of your time and will help you reap greater dividends further down the line. Taking an unpaid role when money is tight is a challenge and you will need to be resourceful in terms of finding ways to make additional money in the short term.

Working overseas is another way to gain invaluable hands-on experience and there are a number of overseas voluntary programmes that offer not only the opportunity to experience working in a different culture, but that also provide accommodation and a financial stipend.

While we would all like to be paid for the work we do; for a new graduate or someone seeking a career change, a well placed internship will be a worthwhile investment of your time.

During economic downturns and difficult job markets, having a wide and powerful network is going to be crucial to getting the job you want. Enlist your contacts, starting with your family and friends, and move on to include your professors, alumni and any former work colleagues. The rise of online networking also means that using networks such as LinkedIn can help you find people who work in the field you are targeting. Join relevant professional networks and build up your contacts list by attending industry events, careers fairs and other venues where you can mix with and meet the right people.

Making effective use of your networks will give you a chance to get in front of the people you need to impress. Bear in mind, however, that the key to leveraging your network is how well you articulate your message to your contacts. What are your areas of interest and what experience or expertise are you bringing to this? What type of job role are you looking for and how flexible are you about possible opportunities? The more specific you can be when you interact with your network, the more effective your contacts can be when putting you in touch with the right people or opportunities.

For more tips on networking, take a look at this article from a previous issue of ReConnect Africa.

In a tough employment market, it is vital to be flexible and to look positively at every opportunity that comes your way. While what is on offer may not appear to be your ideal job, ask yourself if it will give you the chance to learn new skills that will be helpful for the job you really want or if it will put you inside an organisation that offers the chance of a lateral move in due course?

However lowly the position might seem, working hard and making a positive impact will get you noticed and moving up the ladder. Being flexible and showing yourself to be a team player will make you an extremely attractive proposition to an employer, while starting at the bottom can give you a great understanding of how the business works at all levels, making you a more informed and empathetic leader as you progress in your career.

Finally, however tough it looks out there, stay focused, show a positive attitude and keep your eyes firmly fixed on your ultimate career objective!

There is simply no short-cut when it comes to making the right impact at interview. You need to take time to research the company that you are about to meet. Before you arrive for your meeting, you should have a good understanding of what the business does, who its key clients are and some idea of the market in which it is operating.

Start with a detailed look at the company’s website and search the internet for recent news about the company and its business performance. Your objective is to find a company that is on the way up, not on the way down!

Doing your research will help you find information that will help you decide whether you are interested in the company as well as offering you important data that you can refer to during the interview.

You may think you know all about yourself but you should also prepare by reading through your CV or the application form that you sent in. This will remind you of what you said so that you remain consistent in your responses.

Refresh your mind about the companies that you have worked for and projects and other achievements that you cite on your CV. There’s no point listing your successes if you can’t remember the details when you are asked!

How you look will have a much more immediate impact on an interviewer than what you say. Research shows that 55% of what we feel about a person is based on their appearance and on the non-verbal communication that receive from them.

An interviewer will be assessing not just your technical skills and experience but also how well you are likely to represent the firm and, as the saying goes, ‘clothes maketh the man’.

Even if the organisation is one where casual clothes are the norm, when it comes to an interview you should aim to look smart and professional. Keep an eye on the colours you choose to wear and stick to clothes and jewellery that are clean, well-tailored and understated. You want the interviewer to focus on you and not to be distracted by what you are wearing.

Dress for the job you want and you will have a far better chance of convincing someone that, given the opportunity, you will be capable of delivering.

Bearing in mind that body language (i.e. non-verbal communication) has such a big impact in terms of how we are perceived, try and stay aware of how what your body is saying.Even if you don’t feel it, appear confident from the first interaction with your interviewer. A friendly and professional greeting coupled with a firm handshake will set the tone for a positive encounter.

Sit in a way that shows you feel comfortable and, if possible, aim to ‘mirror’ the position of the interviewer. Control any urges to play with your hair or tap a pen while you are speaking and try and maintain good eye contact and a measured tone.

Speak clearly and slow your pace down if you tend to speak quickly (particularly if you have a foreign accent) so that you can make yourself understand. Show your enthusiasm for the company and the job – offers are more likely to be made to people who demonstrate that they are hungry for the opportunity.

Keep your answers brief and concise. Stick to the point when answering questions – and don’t ramble. Unless you are asked to give more details, limit your answers to two to three minutes per question. Practice by timing yourself to see how long it takes you to fully answer a question.

Unless you’re interviewing for another role in your company or department and you are absolutely sure that everyone understands what you mean, avoid jargon. It stops you being understood and is an irritant to an interviewer.

Having good body language is no substitute if your verbal skills are lacking - think about why the company is hiring for the role. Your research and a thorough analysis of the job vacancy will have told you which skills and experience the organisation is looking for.

With that in mind, your job at the interview is to comfortably and confidently articulate your strengths. Explain how your strengths relate to the job and to the company’s or department’s goals and how they might benefit this employer. Find ways to keep repeating your strengths so they will be remembered and support this with quantifiable accomplishments so that they are more likely be believed.

Having good body language is no substitute if your verbal skills are lacking - think about why the company is hiring for the role.

Many organisations will interview based on competencies – the skills and behaviour needed for a job, rather than going through your specific experience. This approach needs you to answer answers based upon your actual experience rather than your theoretical opinions. By thinking about the competencies or skills needed for the job you are after, you can prepare specific examples of past experiences which indicate how you have demonstrated the behaviour or used the skill.

Prepare a number of ‘success stories’ that you can use to demonstrate a range of competencies. It can also help to make a list of your skills and key assets and to identify from past jobs one or two instances when you used those skills successfully.

Interviews are a two-way street and you should use the opportunity to ask questions about the job on offer and about the company.

The current economic climate may be creating new challenges for the company and you should be aware of and comfortable about any changes in direction, market or service lines that may be coming up.

Good questions need advance planning and, in the same way you should plan on how to answer questions, develop some specific questions that you want to ask and look for opportunities to ask them during the interview.

Conventional wisdom would always recommend that you stay away from asking about salary and benefits until an offer is on the table. If the interviewer tries to press you on your salary expectations, focus instead on talking about the opportunities that you believe the job will offer you.

Help the interviewer to maintain a conversational flow by creating a dialogue instead of a monologue from either party. Occasionally use feedback questions at the end of your answers and let the tone of your voice create a conversational interchange between you and the interviewer.

Having made the effort to impress, don’t forget to follow up in a professional way. If you have been asked for any additional information, make a note and do it immediately.

Whenever possible, prepare and send a brief, concise thank you e-mail or letter. Re-state your skills and stress what you can do for the company. In a tight contest between good candidates, the candidate that appears the most enthusiastic about the job is more likely to be selected.

Help the interviewer to maintain a conversational flow by creating a dialogue instead of a monologue from either party.

To help you in future interviews, as soon as possible after an interview make some brief notes for yourself about your performance (and ask for feedback from the recruiter later if you were not successful).

Think about your attitude and the way you answered the questions. Did you ask questions to get the information you needed? What might you do differently next time? No interview is wasted if you use the opportunity to learn and to improve the skills that will help you get the job that you really want.

If you think your qualifications are enough to take you to the top, think again. Here are 6 (maybe not so) easy ways to really make an impact at work!

No matter how hard you worked for your degree, diploma or doctorate, what will make the difference in how far and how fast you climb the corporate ladder is your ability to make an impact. In other words, what will really make you stand out from the competition is your ability to use your personality to motivate people, inspire a team, communicate effectively and – of course - look the part!

Personal impact is about what you bring into a room and what others read from that. Think about the people you have met who are able to command attention simply by the way they carry themselves, speak and engage an audience. What is it that makes certain people appear confident and able to draws others to them?

Personal impact is about what you bring into a room and what others read from that.

Just as a commercial company strategically develops a brand to make it stand out in the marketplace, you should be developing your own personal brand that will make you first choice when it comes to your professional career.

Here are some useful tips to help you take that step up the ladder.

Just because the expression 'you don't get a second chance to make a first impression' has become a bit of a cliché, doesnt make it wrong. We live in an image-conscious society where perceptions count and trying to change negative impressions can be very difficult once someone has made a judgement about you.

>Studies have shown that what we see accounts for about 55% of the feelings that we have about another person – and how they feel about us. By understanding what you are saying about yourself through your appearance and your body language, you can strategically manage your visual impact.

Your personal brand will be established first of all by your image, so before jumping into whatever clothes happen to be within your reach each morning, consider what attitude your image is reflecting to those in charge and remember that people will take you at your own estimation. Clean, well-tailored clothes will reflect a well-groomed professional person, so avoid loud colours, large, bright jewellery and other personal expressions of style and remember that when you are at work, you are representing those who are paying for your time. Dress for the job you want - not the job you have - and never think that it doesnt matter how you look.

Be aware of your body language and the impact that this makes on other peoples perception of you. An upright posture, firm handshake, warm smile and good eye contact when speaking to others sends the message that you are a professional and can confidently handle any situation.

To make an impact at work, you have to be able to work effectively with your colleagues. If you are part of a team, this means not just doing your share of any assigned projects, but also delivering any work given to you on time and to a consistently high standard so that you can be seen as reliable and dependable.

Aim to inspire those you work with by offering and sharing ideas and by being proactive. Listen to your colleagues' ideas and give positive and respectful feedback rather than purely negative comments, even if you don't agree with their position. For example, 'That's an interesting idea' is a much more positive response than 'Don't talk rubbish – that would never work!'

Be supportive and share your skills with others in the team. Not only will it build a bank of goodwill for you when you need help, it will also show you to be a leader and a natural coach – an essential skill for getting ahead today.

Dress for the job you want - not the job you have - and never think that it doesn't matter how you look.

Being late for work or for important meetings will get you noticed for all the wrong reasons. Think about how you manage time and the impact this makes on your colleagues and manager.

With the range of gadgets and other electronic tools on the market today, there is no excuse for being late, missing deadlines or for forgetting an important meeting. Getting your timekeeping right means prioritizing between what is urgent and what is important.

If you report to more than one person, communicate conflicting priorities or delays to manage your managers or colleagues expectations. Even if you dont own a Blackberry, you can still use pen and paper to write a 'To Do list or use your diary to help you manage time.

Making an impact isnt simply about having the skill – its also about showing the will to get things done. This means showing leadership by taking responsibility and having a 'can do not a 'must I do? attitude. People will remember you for taking responsibility when, instead of saying 'its not my job, you are the one who says 'let me find out who can help you.

Dealing with people at work isnt always easy but it is important to keep control of your emotions. Try to remember when you have to deal with difficult people – whether these are customers or colleagues – that when you are at work, its business, not personal. Keep any conflicts in perspective and aim to find a resolution that allows a win/win situation for all concerned.

Being shy and retiring at work will not make the kind of impact you need to get ahead. Be positive about what you accomplish and learn to talk up your achievements in a clear and confident way. Take credit for what you do but remember to share the credit with others in your team who helped you.

Avoid getting sucked into office politics and, however tempting it may sometimes be, keep your ethics and integrity intact, even when others are losing theirs. There are no short cuts when it comes to planning a long-term strategy and while it can take a long time to build a good quality personal brand, it takes a very short time to lose it.

Being late for work or for important meetings will get you noticed for all the wrong reasons.

Be assertive, not aggressive when dealing with others at work. Being assertive means communicating what you want and need to your colleagues clearly and respectfully and treating people with the respect that you would like to be given. Be assertive by learning how to say 'no when it is appropriate and setting clear boundaries so that everyone knows where they stand.

Navigating the maze of office etiquette and understanding the unwritten rules of different corporate cultures can be incredibly difficult. A mentor can help you understand the norms of your workplace, particularly when you are fairly new to a company.

Finding someone inside or outside your organisation from whose experiences you can learn something can be critical to your success in making a positive impact. Think about a mentor who has the skills or qualities that you would like to model yourself on and dont restrict your options to someone who looks like you. Quite often, having a mentor with a different ethnic background or gender to you can help you see other points of view and provide you with different experiences that will be of help to you.

When you do find a mentor, treat the relationship with respect. Follow through with any assignments that you are given and be ready to take advice when its offered without being defensive.

Another critical way to make an impact is through networking. Whether we like it or not, the harsh reality in any society is that its not always what you know but who you know. Understanding why and how to network is one of the most critical of the new skills that we need to apply at work.

Networking can be for business or social reasons and it is important to set goals for your networking and to clarify what you want to achieve. Think about where and how you can most benefit from making new contacts and the types of people in your company or your industry that would be most helpful to you. List your contacts and highlight the best people to help you towards achieving your goals. Get involved in your company or industry networks, attend events and stay in touch with your new contacts on a regular basis.

Navigating the maze of office etiquette and understanding the unwritten rules of different corporate cultures can be incredibly difficult.

But do keep in mind that networking is a two-way street and while building your contacts, always look for ways to offer support to others as well.

Just doing what you have to do may see you get by, but is unlikely to help you get ahead. Making a success of your career is not an easy option and it calls for continuous personal and professional development.

You can increase your knowledge of your companys business and widen your network internally by getting involved in projects outside your immediate job description. Consider mentoring others in a more junior role to you; not only will this help improve your management skills, it will also help to demonstrate your leadership potential.

To make an impact at work, you need to be proactive and to keep looking for opportunities to progress. You need to be persistent; to take strategic risks and eventually, you need to also be smart enough to know when to move on.

Go out and make an impact!

Can’t get promoted? A new report reveals how the role of language and ethnicity in interviews contribute to ‘enduring and intangible’ barriers for ethnic minority groups to progress into management positions.

’Talking like a manager: promotion interviews, language and ethnicity’ is a report by Celia Roberts, Sarah Campbell and Yvonne Robinson which aims to identify some of the wider organisational cultures and practices which may act as a barrier to promotion.

The research, which was carried out by Kings College, London on behalf of the UK Department for Work and Pensions, is a follow-up to the previous Talk on trial study which examined the role of language and ethnicity in selection interviews for low-paid jobs.

Talking like a manager confirms the earlier finding that there is a 'linguistic penalty' in promotion interviews against those ethnic minority candidates who were born abroad. First generation ethnic minority candidates fared less well than other candidates in interviews.

‘While the requirements of the interview produce challenges for most candidates, its linguistic and cultural demands disadvantage this group disproportionately,’ said the researchers. Despite well-meaning attempts to design objective and fair interviews, the taken-for-granted cultural and linguistic norms of the job interview disadvantage this group.

There is a 'linguistic penalty' in promotion interviews against those ethnic minority candidates who were born abroad.

The report also highlighted a lack of shared understanding about the purpose of the interview and expected responses which lead to frequent misalignments between interviewer and candidate. This, said the authors, can lead to a negative dynamic in which interviewers' modes of questioning serve to reinforce an initial, negative impression.

The study used a mix-method approach including discourse analysis of promotion interviews from three companies and case studies of two companies using semi-structured interviews.

Twenty-two promotion and selection interviews were video or audio recorded and analysed using an interactional discourse analysis approach. The researchers also conducted brief pre- and post-interviews with candidates; decision-making sessions were observed and interviewers gave feedback on recorded interviews. In the two case study organisations, sixty-two semi-structured interviews were conducted and DVD trialling sessions were audio recorded and analysed using an interpretive discourse analysis approach.

The research showed that there are persistent but intangible barriers to ethnic minority groups progressing into management positions. While some of these relate to specific practices, such as the interview itself, others can only be overcome if organisations address the more general issues of race equality that affect satisfaction and morale.

While formal procedures in place in organisations are a necessary element in overcoming or preventing barriers to progression for ethnic minority groups, they are not, in themselves, enough.

The processes of socialisation with managers that would help them to ‘talk like a manager’ as one of the many factors that demotivate staff from applying for promotion.

For example, the researchers identified the processes of socialisation with managers that would help them to ‘talk like a manager’ as one of the many factors that demotivate staff from applying for promotion or inhibit their access to social networks and social capital.

In the same way, formal procedures for training in diversity and interviewing skills, while giving the appearance of objectivity, do not always engage with the detailed processes of the job interview or scrutinise them for the potential they have for indirect discrimination.

In terms of diversity and equality, the selection interview is still what the researchers call ‘a paradox’. While presented as an objective, transparent and institutionally defensible procedure, more detailed analysis shows that it is a distinctly human and subjective process in which candidates are sorted primarily on the basis of their personality.

The culture shock of the interview, particularly for ethnic minority candidates born abroad, is rarely acknowledged, while talk of respecting differences is hard to reconcile with the interview’s culturally determined criteria.

The issues are similar across all levels of jobs, says the report, although for promotion and management interviews, there is greater attention paid to displaying ‘a management persona’.

‘The largely hidden demands on candidates to talk in an institutionally credible style are similar in both low-paid and management interviews. The competency frameworks are similar in both levels of interviews as are the expectations to align to the interviewers and to the particular blend of work talk, analytic talk and more personal talk which comprises the ‘linguistic capital’ expected in job interviews.’

The general design of interviews, says the report, creates a persistent barrier to those who have less access to and experience of the communicative style and knowledge that they need to succeed at interview.

On a more positive note, the research also found many good practices, both informal and formal, that were closing the gap between official statements and the reality of some persistent disadvantage.

However, they noted, there were still institutional norms and local attitudes that had the potential to negatively affect ethnic minority progression.

In its recommendations, the researchers have highlighted the need for formal procedures such as ethnic monitoring to create fairness in promotion.

Many of the identified good practices such as language training, mentoring, preparation and support for the interview and open systems of communication are transferable to any organisation where ethnic minority groups are not progressing into management posts, they conclude.

Organisations also need to consider the gaps between formal procedures and local practices. Organisations should introduce more formal and wide-ranging systems for mentoring those who are considering, or might consider promotion. Once these are in place, mentors can better develop extensive and informal relations with mentees so that the latter can be given the opportunity to be socialised into ways of talking like a manager and into the specific linguistic/cultural demands of the competence based interview.

Organisations need to recognise that the management selection interview is a highly culturally-specific event, reflecting the normative values and styles of the majority ethnic organisational culture. The researchers suggest dispensing with the interview or re-weighting it in relation to other assessment centre activities.

Interviewers should be trained for a better awareness of the dangers of ethnic minority candidates’ perceived discrimination which can occur because of the gap between their perceptions of their performance and how they were rated by interviewers. The researchers recommend that interviewers should also be given a more detailed awareness on the difficulties that a competency-based interview presents to candidates, particularly those born abroad.

Candidates born abroad should also be given more advice on the purpose and conduct of the interview.

For interviews with candidates born abroad, the researchers recommend that the focus should be on differences in communicative style and the implicit expectations of the interview. This involves finding a middle way between discretion and display, supporting claims with evidence and managing the social relationships of the interview.

Candidates born abroad should also be given more advice on the purpose and conduct of the interview. While interviewers look for a holistic picture of the candidate through the style in which they answer mainly competency-based questions, the research showed that candidates born abroad expect more opportunity to talk explicitly about their different life experiences.

To help individuals improve their interview skills, the research also recommends that specific feedback should be given to unsuccessful candidates on the detailed reasons for their lack of success.

’Talking like a manager: promotion interviews, language and ethnicity’. Celia Roberts, Sarah Campbell and Yvonne Robinson. Department for Work and Pensions Research Report No 510.

If you see networking as something you simply can’t do, career coach Jane Adshead-Grant's tips will help you transform the way you make contacts and move ahead in your career.

Many of us assume networking is an activity we engage in only when we seek a new job. It is important at this time; however we encourage you to network throughout your career on an ongoing basis. In this article, we share our thoughts on networking, its importance and benefits, and some tips to get you started.

Many believe it is asking others to help you find a new role. Networking, quite simply, is an exchange of information between two people. Networking is mutually beneficial for those involved. The key is to have a clear intention for the purpose of your networking conversation.

For example, it may be that you are seeking information about a new job opportunity you are interested in and therefore you will network with someone who can provide this information. At the same time, as we have described, you will also offer information to this person.

Research* has shown how women who have developed strong networks experience greater success. They achieve this through developing relationships both across and outside their organisation.

Having a strong network can more effectively facilitate:

The first is to correct any thinking errors that we may not be very good at it. Remember, networking is an exchange of information, it is a conversation. Below are some tips to get you started:

As you begin to develop your network, consider who is in your network already; colleagues, boss, individuals with in the senior team, previous boss, friends, family, community network.

Research* has shown how women who have developed strong networks experience greater success. They achieve this through developing relationships both across and outside their organisation.

When you are clear on what you want from a networking conversation, consider who might be the best person to assist you with what you want. It may be that the person you engage with initially recommends that you speak with someone else. This automatically adds to your network.

Therefore, as you begin the process, start with no more than two or three contacts. These contacts may refer you to others and very quickly your network increases. It is important to maintain your network. This does not have to be an arduous process, it is suggested that you make contact two or three times a year, updating your specific network contacts on where you are and what you are doing now.

Susan worked 4 days a week. She needed to revisit her childcare options as her eldest child would soon be starting school.

Through Susan’s external network, she began to gain information and experiences from others about various alternative childcare options. One conversation led Susan to making contact with one of the nursery nannies who was on maternity leave to enquire whether she would be interested in working for 4 days a week, looking after Susan’s two girls. The nursery nanny accepted the job which was mutually beneficial as Susan was happy for the nanny to bring her 6 month old baby whilst taking care of her two elder daughters.

Beverly wanted to return to work with flexible working arrangements, a 4 day week with one day working from home. During her maternity leave Beverly had submitted a strong business case as to how this could work.

Unfortunately her manager, who felt under-resourced and stretched, turned down her request. Beverly however had developed a strong internal network within the organisation and got in touch with one of her network contacts. She asked for their help in obtaining the flexible working arrangements. This contact was a senior manager and, with his influence, was able to support her in her request which was later accepted.

The line manager apologised for overlooking her request and recognised that he had not given it sufficient attention due to the pressure he was experiencing. This case study illustrates the benefit of having a strong networking internally and how capitalising on the seniority of a contact can be beneficial.

Reference: Research conducted by Boris Groysberg, Assistant professor at Harvard Business School, Boston, HBR Article: How star women build portable skills, February 2008

Tips for Telephone Interviews

If you are facing a telephone interview, here a few tips from leading careers guru Peter Cobbe on how to make the most of this opportunity to win your dream job.

The key to having a successful phone interview might be to remember - it's an interview. Treat it as you would any important business call, wherever you happen to be.

Finally: Although many candidates don't like phone interviews, in some respects they're fairer than in-person meetings because the candidates aren't judged on their appearance, just their competency. So, in that sense, phone interviews are truly equal!

Fed-up with the daily grind of the ‘9 to 5’? While running your own show can be a tempting proposition, do you really have what it takes to move away from employment and to be your own boss?

The increasing number of television shows about budding entrepreneurs has highlighted the rising popularity of self-employment. Whether you are a young entrepreneur with a sure-fire idea, a busy parent looking for a more flexible career or an early retiree with no inclination to simply fade away, self-employment can appear to be an attractive route to achieving riches while following your passion.

While statistics show that a good number of businesses do not survive beyond their first three years, a quick glance through any ‘Rich List’ is proof that a good business idea can be extremely profitable. Even if you don’t end up earning millions, with the right preparation, skills and attitude, you can build and grow a successful business.

But while we may relish the idea of being in charge of our own destiny and carving the career of our choice, the self-employment route may not always be our best option. Here are a few suggestions to help you move in the right direction.

If you are already in a paid job, you should think carefully about your reasons for wanting to leave. Are you running away from the difficulties of your job or are you actively choosing to change your lifestyle for a positive reason? If you want to leave your job because you’re stuck and not progressing, are you doing all you can to improve your skills, use your network and look for more challenging opportunities both within and outside your company?

Analyse your motivation for self-employment carefully and honestly.

When you apply for a job, someone else makes the decision on whether or not to hire you, usually based on interviews or tests. If you are opting for self-employment, you have to interview yourself – so be as thorough and objective as possible!

If, after asking these questions, you are still intent on becoming self-employed, it is vital that you take time to research and to plan and that you keep working while you do so, to keep some income coming in.

Opinion is divided about whether entrepreneurs are born or made. Whether or not you believe you have the ‘e’ factor, it is really important that you ask yourself some key questions and that you have a very clear idea about where your strengths lie. Even if you think your business idea can’t fail, you should try to identify all the major considerations when contemplating setting up your own business.

As with every area of your career, preparation is vital. If you want to set up your own business, you need to first create a business plan. In terms of your business idea, you should ask yourself:

Just as you had to learn the skills for the job you have, consider your own personal development needs, such as selling, business planning and basic accounting? Identify the skills you will need and how competent you feel to run your business. Careful questioning will also highlight areas that you need to address to ensure the success of your enterprise.

Being self-employed will impact both on you and your family and you should therefore also consider whether the use of your home or other assets is involved and, if so, will your family understand and support the implications? Family is often the first resort for financial support for entrepreneurs so you should aim to get your nearest and dearest on-side with your plans. Rather than being defensive when family or friends challenge your business idea, address their concerns and objections by preparing detailed financial plans that show that you have done your research and that you have a viable business opportunity.

Even with family backing, it will be important to create business networks to support you as you go forward. Research network groups in your sector that can give you valuable links to expertise, information - and new clients!

Before you print off your resignation letter, make sure that you have done all the planning possible to get your business started. Research your idea, speak to people, network and get advice before you jump off the employment ladder. Gather all the necessary information, assess fully all the risks involved, communicate with everyone who will be involved, plan your budget and set time goals.

Starting your own business can be an extremely rewarding experience, but with hard work and careful planning, your business should succeed.

If you have lost your job through redundancy, don’t despair!

Here are 10 steps to help you cope and to find that next great job!

As the effects of the global credit crunch and slowing economic growth hits us all, a number of companies are cutting jobs in a bid to save on costs and salvage their stakeholders’ investments. Yet, however logical redundancies may appear to an organisation, when you are the one at the receiving end, it’s often hard to handle.

Here are some suggestions to help you cope with this (temporary!) crisis in your life.

Resist the urge to panic.  However unexpected and unwelcome the news of impending redundancy, it is NOT the end of the world.  When you have had some time to reflect, it might even turn out to be the best thing to have happened to you.  Don’t go straight from your office to the nearest recruitment consultant after hearing the news; you need to assess what you have and what you will need.   You need to take stock, plan and develop a strategy.

Although it might seem hard to believe, try to remember that it is the job you were doing that is now redundant, not you. While you may be the person at the receiving end, cutting back on jobs is the company’s response to its business situation or to its need to reorganise and is not a reflection on your skills and abilities. It is completely natural and understandable to be angry, frustrated and bitter (particularly if you have put in long hours and worked hard at your job!). However, if you can keep in mind that this is not your fault, you will be able to move on in a more positive frame of mind.

Look back over your achievements in this last job and the others before and appreciate what you have already accomplished.  Take pride in what you have done and practice talking about your achievements.  In addition to boosting your flagging confidence, this will be good practice for marketing yourself to prospective employers who have not yet had the benefit of knowing how you work and what you have achieved.

Use this opportunity to think about what you have enjoyed - or hated - about your last job.  This will help you focus on where you might now want to take your career.  Although redundancy is usually not a voluntary decision, it has given many people the chance they may otherwise not have had to choose what works better for them.  List your skills and rate how competent you are.  Do you need to brush up on particular IT programs?  Is this the time to take that training course you have been thinking about or to improve your language skills?  There are a number of training programmes out there and opportunities for re-training into new professions, so…

Invest in the time needed to really research what’s out there and which jobs match your skills and experience. However, just because you have been doing one kind of job for a few years is no reason to continue doing so, if it doesn’t match your strongest skills or real interests. The internet offers invaluable research material and you can also pick up information about other career opportunities from libraries, professional associations and government funded organisations.

Use your recent experience to think about the kind of organisation that you want to work with.  Are you better off in a large organisation or a small one?  Do you work best in a team or by yourself?   Are you more comfortable in a caring organisation than a profit-driven company?  Is a good work/life balance more important to you than salary? Do you need an environment that offers flexibility due to family or caring responsibilities?  For a working environment that brings out the best in you, make sure that your values are in line with those of your employer.

There are various routes back into employment and you should make sure that you use them all. Find out which newspapers and magazines publish jobs in your sector or profession and either buy them or visit a local library to access a copy. Choose a few recruitment agencies or head hunters that specialise in your sector and register your CV with them. You should also keep an eye on the vacancies they advertise and contact them about any that are relevant to you – busy agencies may not necessarily have the time to contact everyone registered with them. There are a host of online job sites advertising job vacancies so sign up and check regularly with those that have the kind of vacancies that you are interested in. Research other companies in your sector and don’t shy away from direct approaches – although such applications need to be well researched and specifically targeted. One approach that is always highly recommended is to....

Use your network of friends, family and contacts to help you identify potential opportunities. Remember, the redundancy is not about you and hiding away is just reducing your chances of finding another job. Go out and talk to people and don’t be reticent about letting people know what you are looking for. Knowing the right person can get your foot through the door of many organisations. Contact past colleagues; some may know about a vacancy. Even social gatherings can give you the chance to market your experience. Remember to always follow up any referrals promptly and professionally. Get involved in industry associations for your sector; offer your help and attend any relevant events to boost your networking reach.

Don’t miss out on the right job because of a poor or misleading CV. Use this time to take a fresh look at your CV and to make sure that it is marketing you in the best and most appropriate way. Keep the look and feel of your CV professional; check your spelling and, most of all, make sure that you are using it to state your (relevant!) achievements rather than just reproducing your last job description. Keep it brief and make sure your contact details are up to date. Include information about the skills and qualities needed for the job you are targeting. Bland, generalized CVs without a focus will not make an impact or make it through rigorous and often automated scanners. Grab the attention of recruiters and prospective employers by doing your research and producing a winning CV.

Scale back on your expenses while you anticipate having less income. It’s also a good time to plan your finances for now and for the future. Have you put insurance policies in place for you and/or your dependents? Have you contacted creditors to ask about the possibility of a repayments holiday until you find new employment? Have you written your will? Use this time to look ahead at your life plan. While there’s no point trying to make absolute plans, you can start preparing for some of the inevitable changes that will be coming along.