There’s a fine line between an enthusiastic job candidate and one that reeks of desperation. On one hand, you don’t want to hire someone with a laissez faire attitude toward working at your company, but you don’t exactly want someone who is so frantic to get a job, they are practically exploding with eagerness over the opportunity.

Many employers consider lack of enthusiasm a deal-breaker, but the question remains whether that should always be the case. If a candidate is technically qualified for a job, but seems less-than-enthusiastic about the opportunity, you may be tempted to reject them out of hand. After all, conventional wisdom holds that skills can be taught, but it’s next to impossible to change someone’s natural drive to perform and succeed. An enthusiastic employee is likely to give their all day-after-day, helping to drive the company to greater revenues. 

If you reject an apparently unenthusiastic candidate, you could be making a huge mistake, however, as that person may have been absolutely perfect for the position – and for your company. Before making a critical hiring decision, you must consider that you may have not been seeing the candidate’s true colors when it comes to their enthusiasm level. And there could be some very good reasons behind their inability – or unwillingness – to clue you in on just how excited they are to be interviewing for the position. 

It should go without saying, but you must remember that some people are naturally shy. They may be bumbling over with enthusiasm, but simply unable to communicate that adequately. Granted, some employers steer clear of shy candidates, believing their natural proclivity to introspection may prevent them from working well with others, but you must remember that shy people often make better employees, as they spend less time gossiping around the water cooler and engaged in unnecessary inner-office emails. 

At the same time, a candidate may have been excited beyond belief to be interviewing for the job, but merely afraid they would appear desperate if they came across as too enthusiastic. Therefore, they may have tempered their enthusiasm – perhaps a bit too much – and unintentionally come across as disinterested. 

During the interview process, if a candidate doesn’t seem suitably interested in the job, try engaging them in a conversation that may elicit their true level of interest. If they still seem somewhat lackluster about the position, you can just come right out and say, “I’m getting the impression you’re not particularly enthusiastic about the job.” That gives the job seeker the opportunity to tell you how they really feel about the opportunity. It’s far better to make your final hiring decision based on the truth, rather than merely assuming a shy – or cautious – candidate isn’t excited about working for you.

It’s that moment of a job interview that every applicant dreads. After chatting casually about your experience and qualifications, the hiring manager looks you in the eye and asks, “Do you have any questions for me?” 

Gulp. It’s here. What do I do? What do I say? I don’t want to appear stupid? Do I have to say anything? Is it alright to simply pass? 

A good job interview should be a two-way street. In other words, there should be a conversation, a dialogue, not an interrogation. Sure, the interviewer is seeking to determine whether you are the right person for the job, but at the same time, your goal should be determining whether the job is right for you.

To a certain extent, you can ascertain a job’s appropriateness through the types of questions the hiring manager is asking. Chances are, however, there will be a number of vital questions which remain unasked at the end of a typical interview, however. It falls to you, therefore, to ensure such questions are posed.

Here are some sample questions you may wish to ask when given the opportunity: 

• What is your definition of the ideal candidate?
• What happened to the last person who held this job?
• What are the most important skills and attributes for this position?
• How often will I be evaluated if I am hired for this job?
• How will you be defining success in this position?
• What opportunities exist for growth and advancement?
• What do you envision for the company in five years?
• Tell me about the structure and hierarchy of the company?
• What are the next steps in the hiring process?

 Conversely, here are some questions you should never ask: 

• What does the company do? (You should already know this going in.)
• How much does the job pay? (The hiring manager should be the one to broach this subject.)
• How soon do I get vacation? (Wait until the job has been offered to begin discussions of time-off.)
• Are you going to hire me? (Don’t seem too eager. If they decide to hire you, they will let you know.)

Whenever possible, keep the questions open-ended. Avoid questions which can be answered with a simple “yes” or “no.” And be sure to avoid questions which could be easily be answered by visiting the company’s website.

What questions you ultimately ask is up to you. To a certain extent, the job and company in question will help dictate what questions are appropriate to ask. The important thing is not to let this valuable opportunity pass you by. Remember, the only stupid questions are the ones you never ask.

For decades, job seekers have been instructed to focus on the same things: drafting a professional cover letter, listening closely and giving satisfactory responses to interviewers’ questions, and then following up appropriately. However, the new realities of the job market are requiring applicants to take a different approach to their job search.

These days, it’s all about knowing your value, identifying the employer’s pain points, telling a story, and showing relevance. As a result, there is an all-new list of must-have skills for job seekers:

1. Identify Pain Points – In the past, applicants could get by simply focusing on the requirements listed in the “help wanted” ad. That approach won’t cut the mustard these days. You need to dig deep and discover what kind of business pain is behind the job opening. This can be accomplished by reading the job posting and researching the employer. Their pain could be growth-related or consolidation-related. They could be losing customers to competitors who provide cheaper prices. Their industry could simply be experiencing a shortage of talent. Whatever the cause of the pain, it’s up to you to identify it and use that information to make your case for why they should hire you.

2. Tell a Story – Rambling off characteristics like “strong work ethic” doesn’t mean much in today’s overcrowded job market. Hundreds of well-qualified individuals are likely to apply for any opening. Chances are they will all claim to possess the same desirable characteristics. Rather than building your responses around catch phrases, tell a story. Seek to explain what kind of results you produce on the job. Keep it brief, but make it powerful.

3. Be Personable — Not long ago, applicants were taught to talk in business speak, using phrases like “bottom-line orientation” and “results-oriented professional.” Unfortunately, such phrases mean little to today’s hiring managers. Aim to use a human voice instead of tired, worn-out corporate speak. Don’t be afraid to begin sentences with “I.” Be proud to speak in the first person as you take credit where credit is due.

4. Nix the One-Size-Fits-All Resume – Most job seekers make the mistake of using one resume for every position. This approach does nothing to help the hiring manager envision how you will fit into their organization. Take steps to highlight accomplishments that are relevant to the position in question. Don’t be afraid to revise your resume as often as necessary.

5. Know Your Value – Earlier this year, television news personality Mika Brzezinski published a book titled “Knowing Your Value.” While her tome was geared towards the historically underpaid female sex, there’s much to be said for the concept of knowing your value, no matter what gender, race, or orientation you may be. Before you begin a job search, undertake some research to discover your fair market value. Go in with a specific salary range in your head. Even in a tough economy, your skills and experiences have a specific value, so don’t allow yourself to get low-balled. If a potential employer isn’t willing to pay what you are worth, take your talents elsewhere.

There’s simply not enough time in the day for hiring managers to conduct face-to-face interviews with each and every applicant. Consequently, companies are increasingly making use of phone interviews as a means of thinning the herd – that is, weeding out candidates that simply wouldn’t work out. The goal is to end up with a more manageable number of applicants.

While the prospect of a phone interview can be somewhat daunting, it’s important to view it as an opportunity for you to earn an in-person interview. Fortunately, most phone interviews are relatively short. The focus is on questions that will enable the employer to evaluate you quickly. In keeping with that goal, aim for short but concise answers, ideally less than two minutes each. If the interviewer wants to know more, they will ask.

 Here are some questions you should expect to be asked in a phone interview:

 Tell me about yourself? – Typically the first question to be asked, this one is best answered by simply giving a brief work history, along with an explanation of how your skills relate to the job for which you are applying. Whatever you do, don’t look at this question as an opportunity to tell your life story.

What experience do you have? – Your goal should be to highlight your skills and experiences as they pertain to the job in question. Endeavor to steer the discussion to specific skills which give you the ability to execute your duties well.

What are your strengths? – Again, gear your response toward the specific skill requirements of the job for which you are applying. If you find it difficult to make that connection, you should highlight transferable skills, such as multitasking, critical thinking, and the ability to communicate well, instead.

What are your weaknesses? – The question that applicants always dread, this one can easily be answered simply by responding that it’s always a challenge to stay current on technology requirements. After all, that is a challenge everyone faces. Be sure to turn your answer into something positive by explaining how you have endeavored to develop such knowledge.

What are your salary requirements? – Another tricky question, this one can take you out of the running if you aim too high right off the bat. When you are participating in a phone interview, it’s best to avoid giving a straight answer. You may state that you simply don’t know enough about the position yet to make a salary request. This answer opens the door to requesting an in-person meeting, which should be your bottom line goal anyway.

While it may seem that a phone interview does not allow for much opportunity to impress a potential employer, it’s actually a great chance to introduce yourself without all the stress of a face-to-face interview. After all, you don’t have to worry about your appearance or your body language over the phone.

That said, it’s still helpful to smile during the interview. The interviewer may not be able to see your face, but they will hear the smile in your voice. You will be perceived as more open, friendly, and enthusiastic about the job. Also, stand up and walk around while you are on the phone with the interviewer. Not only will it help you relax, walking around actually makes your voice clearer and louder. The interviewer will better understand your answers and you will come across as more confident.

More often than not, job seekers go into an interview with a certain degree of fear. Do I look presentable? Will I answer the questions right? Do I have what it takes to get hired? What many candidates don’t realize is the interviewer has their own set of fears.

Truth be told, hiring is a scary business. The hiring manager is essentially bringing an unknown into the company. If they have done their proper due diligence and conducted a thorough interview, they can be fairly confident they have hired the right person for the job. But recruiting is a major responsibility and one which cannot be taken lightly.

As a job seeker, you can help alleviate some of the interviewer’s fears AND possibly nab yourself the job at the same time. It all comes down to understanding their fears and knowing how to respond. Read on for some advice on mitigating interviewers’ most common fears:

#1 Getting the Process Completed Promptly – When searching for a job, it often seems like it takes forever between submitting your resume and getting called for an interview. For the hiring manager, however, it usually feels like the process is dragging on and on. From determining their needs to writing the job description to posting ads, wading through resumes, and conducting interviews, the process of hiring a new employee is remarkably time-consuming. As the old adage goes, “time is money” and the pressure is on to get the position filled PRONTO! You can help the hiring manager feel less stressed by making it easy to reach you. Include multiple options, such as home, cell, or email, on your resume. And be sure to respond promptly to their communications. Answer emails and return voice mails as quickly as possible.

#2 Sharp Learning Curves – Training a new person takes time. In the meantime, there is a loss in productivity as the work team struggles to pick up the slack. Managers are understandably concerned about losing valuable employees who may be uncomfortable taking on extra work until a new employee can be found. This stresses them out even more, something they do not need when they are in the throes of selecting a new employee. Help the hiring manager by explaining that you are a fast learner. Share some stories from your past jobs that demonstrate this fact. Drop hints throughout the interview that will give them the impression you would be up to speed in record time.

#3 Hiring the Wrong Fit – Every organization has its own culture. It falls to the hiring manager to bring people onboard who are a good fit for the existing culture. Hiring someone who doesn’t mesh with the team can upset a delicate balance and put great stress on the manager. You can practically eliminate that concern simply by making sure you fit at least 75 percent of the job requirements. During the interview, share some stories that demonstrate how your experience matches up with those requirements. 

#4 Hiring the Overqualified – In today’s economy, many organizations have found themselves faced with the question of whether to hire someone who is obviously overqualified for the position. The concern is that the new employee will quickly grow bored or disillusioned. At the same time, an overqualified employee may never truly give up their job search, only hanging on until “something better comes along.” They can also upset team dynamics because the new employee may very well be qualified to manage their colleagues – or even their supervisors. Be sure to honestly evaluate your qualifications. If you are obviously overqualified, mitigate the interviewer’s concerns by toning down your resume. During the interview, inform the manager of your career goals and tell them why you are interested in the position.

Administrative assistants play a key role in the organizations in which they work. No longer merely “glorified secretaries,” admins are responsible for tending to the administrative operations of the company. Thus, they are crucial to the efficient operations of the unit, department, or company. Fortunately, administrative positions rank high among the most commonly listed jobs.

The duties of an administrative assistant vary greatly, depending upon the department and the company in which they operate. While a front desk admin’s responsibilities may be similar to that of a receptionist – answering incoming calls, greeting visitors, etc. – a marketing administrative assistant will have significantly different duties as he/she supports the marketing function. They include helping to coordinate marketing events, updating marketing communication platforms, organizing special marketing projects, and managing the inventory of promotional items and client gifts. A medical administrative assistant will have even weightier responsibilities, including preparing patient charts, obtaining lab reports, maintaining a safe and hygienic environment, and verifying accuracy of patient insurance information.

Understandably, companies employ a stringent hiring process for these crucial positions. When interviewing for an administrative position, you should expect to be asked a slate of questions designed to determine whether you have what it takes to perform the requisite duties and to thrive in the specific environment in which you would be working.

While each company approaches the hiring process differently – and asks different interview questions – they will undoubtedly ask you questions that hit on the following key areas: 

• Roles and Responsibilities: The interviewer will want to make sure you truly understand what an administrative assistant – and specifically, an administrative assistant in their industry – does. In today’s tough job market, many people may apply for an admin position, mistakenly assuming that it’s easy and anyone can do it. The goal of the hiring manager is to weed such individuals out of the pool. They will ask questions like, “What do you consider the most important responsibilities of an executive administrative assistant?” They may also ask you to list specific duties you performed on a daily basis on your last administrative job.
• Technical Capabilities: In today’s world, administrative assistants must have thorough working knowledge of a number of machines, computer programs, and other supporting technology. To ascertain whether you truly possess such abilities, the interviewer will likely ask the following questions:
• What office applications and systems did you use in your previous job?
• What specific calendar programs and messaging systems have you used?
• What kind of experience do you have preparing data graphs and spreadsheets?
• How have you handled confidential documentation in the past?
• Previous Employment: Undoubtedly, you will be asked about past positions you have held. These questions may be broad and open-ended, such as “Briefly describe your administrative experience” or they may be more specific, delving into your specific administrative strengths. Many interviewers will ask how you feel your previous experience makes you an ideal candidate for the job. In all instances, focus on the aspects of your previous work that is most applicable to the position for which you are applying. Be prepared to describe exactly how you will apply your past knowledge, experience, and accomplishments to make their department or company run more efficiently.

Much like secretaries and receptionists of decades-past, administrative assistants are the individuals who keep an organization running smoothly. They know what makes the company tick and when something needs attention to keep things moving along. Prepare yourself well and you just may find yourself with a new administrative assistant position sooner than you expected.

Team interviews are becoming an increasingly common recruiting strategy. Recognizing that hiring should be a team sport, companies are incorporating a number of different stakeholders in the process. These extend beyond HR into the candidate’s potential new supervisor and teammates. Some organizations even invite an objective third-party, like a member of the Board of Directors, to participate, depending upon the level of the hire, of course.

The rationale behind this strategy is simple: The more eyes and ears, the more thorough picture of the candidate will emerge. Different people tend to notice different things, so bringing multiple people together to interview a promising candidate makes for a wise hiring decision. It can also help build consensus that the best person for the job was, in fact, the one brought onboard. And having future teammates help select their future co-worker builds commitment to helping the new hire succeed.

But having a diverse team present for the interview doesn’t do any good if no attempt is made to elicit their input afterwards. Therefore, it’s crucial to conduct a post-interview review to gather their insights and concerns before making any kind of hiring decision.

Here are a few tips for conducting an effective post-interview review:

1)      Take Notes – Prior to the review, ask each person who participated in the interview to make extensive notes on the candidate. Encourage them to note their experience, specific capabilities (technical or otherwise), past accomplishments, and anything in particular that struck them as impressive or concerning during the course of the interview. If the team is going to be reviewing more than one candidate, ask each stakeholder to rate them.

2)      Together Is Better — Bring all the constituents together in one room. Talking to each stakeholder separately is only somewhat effective. It’s far better to hold a free-flowing conversation. What one person shares may jog another’s memory, leading to a more thorough review of the candidate.

3)      Sharing Time — Begin by going around the table, allowing each person to share their impressions of the candidate. Ask specific questions like: What impressed you? Which of the candidate’s answers did you find unsatisfactory or incomplete? What lingering questions did you have following the interview?

4)      Foster Honesty and Openness – You don’t want anyone to hold back, so have the senior-most participants wait until the end to share their impressions. Otherwise, junior members of the team may feel pressured to fall in line with what the bosses think.

5)      Narrow It Down – The goal of the post-interview review should be to whittle down the candidate pool. If this was the first round of interviews, you should look to create a short list of those you have selected to bring back for a second interview. Aim to exclude those who clearly don’t qualify for the job or who were simply so unimpressive in the first interview that you can’t imagine ever hiring them. You may wish to shake up the hiring team for the second round of interviews, incorporating other stakeholders to ensure an even more thorough review of the candidates.

High unemployment has resulted in a slew of professionals who would otherwise never be out of work scrambling to find a job. Consequently, the current labor pool is a hodge-podge of highly-qualified go-getters mixed in amongst the expected population of unmotivated slackers and the simply unqualified. So how can you go about unearthing the gems and enticing them to join your company? The answer may be right under your nose.

Employee referral programs are a great way to tap into your existing workforce – especially those valued employees you would love to replicate – and find out who they would like to see working at the company. Not only are such programs a cost-effective means of recruiting new blood, but more often than not, the candidate recommended is just as awesome as the employee themselves. After all, birds of a feather flock together, don’t they? And besides, they wouldn’t want to risk their standing with the company by recommending a less-than-stellar person for the job.

Devising a successful employee referral program need not be difficult. At its core, it entails keeping employees abreast of current openings and encouraging them to consider who they might know that meets the requirements and has what it takes to succeed in the organization. Just follow these few simple tips and you’ll find yourself swamped with top-notch candidates in no time:

• While some people will be happy referring friends, relatives, and former colleagues just for the sake of bringing more great employees into the organization, it’s always a good idea to offer some kind of incentive. A portion can be paid when the referred candidate is hired, with the rest awarded once they’ve proven to have staying power – a retention bonus to the referring employee, if you will.

• Once an employee has presented a referral, act quickly. Your current employee has essentially already completed the initial screening on your behalf, so contact the potential new employee within 48 hours and invite them to come in for an interview. Employee referrals should be put on the fast track with an eye toward bringing that person into the fold – assuming they are as good as you’ve been told – as soon as possible.

• Throw out conventional wisdom with regard to nepotism. Remember, the apple doesn’t fall far from the tree, so don’t discount referrals to relatives of current employees. Intelligence tends to run in families, so don’t be afraid to bring in a brother, sister, cousin, son, or daughter for an interview. They may not be a clone of their revered relative, but chances are they possess some of the same great qualities.

• Always keep the employee in the loop with regard to their referral’s status. And be sure to recognize them for their efforts, regardless of whether the candidate is ultimately hired. Not only is recognition a great motivator, it will ensure that they step forward the next time they have a brilliant suggestion.

• Market the program throughout signage, emails, and public recognition of those whose referrals have led to a great new hire. And be sure to have senior leaders openly talk up the program.

Employee referral programs can be an essential component of a company’s recruiting initiative. Cost-effective and highly successful, they help boost morale and retention among current employees, while sourcing quality candidates for the organization. The next time you find yourself needing to make a hire, remember that the best candidate could be right under your nose. Sometimes all you have to do is ask.

When Father Guido Sarducci (aka Don Novello) posed this question of former Beatle Paul McCartney in 1980, it was a moment of comedic genius. The Saturday Night Live regular had set up the question as if he were about to ask the one thing everyone wanted to know in the years leading up to John Lennon’s assassination: When are the Beatles going to get back together? Then he posed the animal question instead. Too funny. 

McCartney’s answer (“Koala Bear”) came easily. After all, creativity is his business – and chances are he had been tipped off to the question beforehand. But for the average Joe (or Jane), such a question can really throw them for a loop, especially when it comes in the middle of a job interview. That’s exactly why savvy hiring managers are increasingly incorporating non-traditional, even oddball, questions into interviews – to catch candidates off-guard.

 Here are a few examples of actual questions posed in job interviews: 

• If Hollywood made a movie about your life, who would play you?
• If you could have dinner with anyone from history, who would you choose?
• What was your best MacGyver moment?
• If you were a salad, what kind of dressing would you have?
• If you were a superhero, what would your superpowers be? 

Granted, not all non-traditional interview questions are so odd or comical, but they all have one thing in common – they are designed to elicit facets of your personality that would not otherwise be evident in a traditional interview.  Because they are intended to catch you offguard, it is never possible to prepare for them. And that’s the idea. The interviewer wants to see how you think on your feet. However, you can prepare yourself mentally to give it your best shot. 

The good thing about these types of questions is there’s no “right answer,” so technically you can’t be wrong. If you find yourself faced with an unusual question, don’t let it rattle you. Simply take a deep breath and take a few moments to prepare your response. You may even wish to tell the interviewer, “That’s an interesting question. Let me give it some thought.” That way, they won’t think you are just biding your time when you sit there silently. 

If it helps, imagine how you would answer the same question if it had been posed by a friend. Such an approach may help relax you and let an answer come to you naturally. Just remember to leave the expletives for the TGIFriday’s, however.

 Whatever you do, be sure to provide some kind of thoughtful answer and then back it up. If your superpowers would be the ability to mentally dismantle a lawnmower or your choice of dinner guest would be legendary serial killer Ted Bundy, be prepared to explain why. All the while, remain poised and confident. No matter how wacky your response, it’s to your advantage to demonstrate that you are a sincere, thoughtful person who takes their questions – no matter how off-the-wall – seriously.

In an ideal world, all new hires would fit seamlessly into the corporate culture, get along with their colleagues, and be instantly integrated into their workplace team. That’s a tall order to fill, however, as interviews don’t always reveal a candidate’s true personality.

When sitting face to face with a corporate recruiter or their potential future boss, job seekers may not feel completely comfortable being themselves. It’s not always a matter of “putting on airs” or being deliberately deceitful. Sometimes, a potential new employee simply feels nervous or uneasy in a traditional interview situation.

In an attempt to bolster their recruiting efforts, a growing number of companies are employing peer interviews. This technique involves having current employees meet with job candidates in a relaxed setting. Both sides ask each other questions, thus giving the potential new employee the opportunity to learn what it’s really like to work at the company, while current employees get a feel for how this particular individual would fit in.

As with any recruiting strategy, there’s both an upside and a downside to peer interviews. Let’s take a closer look:

The Upside

• Candidates are more likely to relax and let their guard down when they are chatting with peers instead of a member of HR or a supervisor. As a result, they are more likely to be themselves and provide a glimpse into their real self.

• New employees are less likely to harbor unrealistic notions about the company when given the opportunity to ask their future peers what it’s like to work there. This eliminates impractical expectations that could make for a difficult working relationship down the road.

• Giving workers the opportunity to aid in the selection of new employees empowers them. It makes them feel appreciated and important, resulting in improved morale and retention. These newly minted interviewers also have a vested interest in helping the new hire succeed and will be more likely to help them become part of the team.

The Downside

• Peer interviews are a two-way street. If you choose a disgruntled employee to do the interviewing, they are likely to share their dissatisfaction with the candidate. Their candor could end up discouraging a desirable candidate from taking the job.

• Some employees may feel threatened by a candidate if they view them as potential competition for future promotions. They may also be prejudiced against the candidate if the job was previously held by a favorite co-worker. As a result, the best candidate may not be recommended for the job.

• If an employee (or group of employees) is enthusiastic about a candidate, but management feels he/she wouldn’t make for a good hire (or vice versa), you have a dilemma. Do you trust your gut or that of your employee(s)? While it’s important to maintain that the final decision rests in the hands of management, you must be careful not to give the impression that the opinion of your peer interviewers doesn’t matter.

Helpful Tips

• Remember that the candidate is also sizing up the company, so choose your peer interviewers carefully. Only select enthusiastic and articulate individuals, who possess great people skills, are upbeat about the company and have a firm grasp of where it’s headed. Also be sure to choose a group of employees who represent a cross-section of the workforce in terms of race, sex, ethnicity, and tenure.

• Be mindful that employees are not HR professionals. They may inadvertently ask questions that have been deemed illegal under hiring laws, such as an applicant’s age and whether they are married or have children. Before they participate in any interviews, make sure you review a list of prohibited questions with them.

• Peer interviews are not intended to intimidate the candidate, so avoid having an entire panel of employees conducting the interview. You should also endeavor to keep the interview short and to the point. While there should ideally be some give-and-take, few candidates will appreciate a three-hour interview. Whenever possible, limit peer interviews to 30 minutes.