The “Halo Effect” refers to the fact that we judge people within the first few seconds of meeting them. Verbal exchange between two people forms only 7% of the total communication being exchanged. You can use these rules to your advantage by adopting the following behaviours:

A. Initial Impressions:

Arrive on time – at least 10 minutes before the interview time.

Dress to impress - “When in Rome do as the Romans do.”

            Suits should be well tailored and business like. Wear white or light blue shirts with             complementary tie. Shoes should be polished. Leave behind unnecessary jewellery.             Check out your personal grooming.

Never smoke prior to an interview.

Turn off your mobile phone.

Watch out for defensive or nervous body language; folded arms, crossed legs, poor posture.

Check out your accessories. What does your briefcase, writing pad and pen say about you?

Maintain eye contact – be wary of staring.

Smile frequently – It relaxes both you and the interviewer.

Handshake – Should be firm and full. Have someone check it out.

Listening ability – Remember you have two ears and one mouth. Use them in that proportion.

Answer questions – Pause before you answer a question.

Control – Interviews should be two way. Don’t come across as been submissive or aggressive.

Content – Practice, Practice, Practice. Write out and rehearse your answers.

Note taking. Ask permission to take notes at the start of the interview.

Questions. – Write your questions down prior to the interview.

B. The Interview Itself:

An interview should have two sales persons & two buyers.

Interview should be looked upon as a two way conversation between interviewer and interviewee. Your role is to assess your suitability for the role and then to sell yourself as the ideal candidate. Meanwhile the interviewer’s role is to sell the role to you and also to assess your suitability.

To develop the right chemistry in an interview:

Say good things about the company.

Praise the company’s product/service.

Behaviour based interview versus Opinion based interview.

A behaviour based interview goes beyond the simple answering of questions. It is a process of answering questions by providing specific examples.

For example:

“I have spent the last 12 months as Sales Manager to a team of five field sales personnel in the Greater Dublin Region. We exceeded our yearly quota by 25% by selling Euro 5.5m in Turnover and achieving a GP margin of 30% during that period.

Over 60% of our business won were new accounts which we won by implementing telecanvassing days, weekly mail shots and by setting a minimum of 10 appointments per week per sales executive.”        

Don’t discuss compensation during the first interview, unless it has been brought up.

Questions you should ask about a position.

Is there anything else that I could explain to give you a clear understanding of my qualification and suitability for this position?

What makes this company better than the competition?

When do you expect to fill this position?

What is the next step in the interview process?

Why is this opportunity available?

In this position, what goals would you like to see accomplished in the first six months? In the first year? What obstacles or difficulties stand in the way of reaching these goals?

Where will this company be in the next 5 years?

Will you please tell me about the people I will be working with?

What is the management style of the person I will be working with?

Questions you should be prepared to answer:

What can you tell me about yourself?

What is your ideal job?

Why should this company hire you?

Where do you picture yourself 5-10 years from now?

How do you normally react to praise/criticism?

What is one of your weaknesses?

Are you considering other positions?

Do you consider yourself a highly competitive person?

What motivates you?

What kind of frustrations did you encounter in your last job?

Do you consider yourself a success?

What was the worst decision you ever made?

What do you like best and least about the position we’re trying to fill?

What are your weaknesses?

Remember this type of question can be interpreted as “give me a reason not to hire you.”

Turn a minus into a plus. It’s okay to admit “I was wrong, I made a mistake.”

Focus on how you can contribute to the company.

Quantify your worth financially. Can you demonstrate how much money you have either saved or made for your current employers?

“Fire in the belly”

Employers seek out candidates that pass the FITB test. Can you be described as an energetic and enthusiastic person?

Never badmouth a present or past employer.

Be flexible when asked to schedule meetings.

C. Closing the Interview:

Make it clear you want the job.

Set the stage for the next step.

Create a final good impression.

Get an actual offer.

Closing Questions:

“Do you have any concerns about my ability to do the job and fit in?”

“How do I compare to other candidates you have interviewed?”

“I’m sure that when I think about today’s conversation, additional questions will come to mind. Is there a convenient time during the next several days when I can call you to pose these questions?”

Can you extend an offer at this time? Or would you rather set up another meeting?

Create a sense of urgency. – But tread with caution.

“I’m in final stage interviews with other companies but I like what I see here”.

            When will I hear from you?

When asked about your current salary:

Ask what salary range they have in mind for the position.

Sales Appointments Ltd.

Leaders in Sales Recruitment & Training

Contact: Mark O`Donoghue

Tel: 01 8146035

Email: mark@salesappointments.com

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