Hopefully, there is nothing here that you do not already know when it comes to what to do after a job interview. But the highly charged atmosphere of interviewing is enough to make even the most skilled interviewer forget some of the most basic tasks necessary to close the deal. Please read below and focus your attention on the fact that this is the conclusion of a sales call. Treat it as such.

End of Interview Rules

1. Always give the hiring authority a firm handshake, use proper eye contact and close for the “next step.”  Remember, you are expected to be in a sales mode and close for the order.

2. Always show enthusiasm, for the interviewer, their position, their background, and their responsibility, as well as, for the opportunity.

3. Always seek a definite time for the next decision.

4. Always review your strengths; address one or two of the issues raised in the “conversation.”


3 Day Rule

One of the most often overlooked, yet critically important parts of transition is the 3 Day Rule.

In every hiring situation there is always an implied “3 Day Rule.” If you, as a candidate, fail to keep in contact with the “opportunity” mechanism, recruiter and or the hiring authority every 3 days you face an excellent chance of being forgotten. You will end up on the dust heap of unresolved business issues. It is not necessarily the hiring authority’s or recruiter’s (internal or external) fault. The “business of business” will always take precedence over other alleged priorities. You must initiate contact between you and the hiring authority regularly; the squeaky wheel does get noticed or at least acknowledged. I am not saying or suggesting that you become a pest, but I am telling every candidate that reads this page must understand basic human nature. C3=N2=O (Contact every 3 days =Noticed Squared=OFFER & Start)

Focus today on the modern business environment; blackberrys, emails and the varied pressures to “produce.” Remember that the manager’s job is always more important that your potential job offer. As candidates; we all face fear of the unknown every day, ofttimes we think it best to not know whether we have been hired or worse yet, rejected outright. Adherence to the illusion of the “alter of good hope” always beats the harsh truth of delay or rejection. Managers, as we have said before, look at interviewing, hiring, and training new employees as a business distraction. All managers are paid to perform; the hiring process is often one of delayed alleged “promised” reward.

The 3 Day Rule is probably the most forgotten and emotionally unsettling process in any transition process. Do not fall into the trap of thinking that just because you did very well in the interview session, telephonically or face-to-face that your candidacy will be acted upon if you ignore the necessary follow-up of making that contact again and again. No hiring manager can readily forget the “real cost of a hire;” his or her fear of embarrassment or termination. (rskh>rwh) Hiring managers therefore delay decision until the last possible moment or they just do not make a decision.

The contact that I am discussing here can be as insignificant as an email that just reminds the hiring authority of your interest or a full blown production of additional “sales” material about you, the job, the company, the market, or a plan of attack after you begin the job. An example of these can best be described as a formal 30-60-90 day plan, for the new job that you prepare and then send to the hiring authority.

Just as going to an interview properly dressed and prepared; the 3 Day Rule’s use is akin to a semaphore flag of notice that you are still there, interested and waiting for the hiring authority’s action or attention. It may not be acknowledged, but it will be NOTICED!

Until the “sale” is made, and the offer is delivered and you sign the offer letter; your job is to stay in front of the hiring authority. That final contact is similar to a sales person asking one more time for the order; in transition you are that sales person. Your additional contact can best nullify or at least mitigate the biggest fear of any hiring authority: Will hiring you cause them embarrassment, both within and without the company? Remember, that since most positions are not permanently “filled” for the first 90 days after start, you must stay in touch even after an offer is made to a competitive candidate.

After Interview Thank You Notes (eNotes and/or Snail Mail)

Your follow-up is as important as your initial meeting; maybe even more important. You should also give serious consideration to a written snail mail thank you note, as well as, an immediate email or written thank you note. That email thank you note must be sent before the end of business the day of the interview. It is also advisable that you compose a note before you leave the interview area and give it to the receptionist or if in a hotel the desk clerk to be handed to the interviewer. When composing emails, notes, CIP’s, Tri-Folds, and letters, but especially targeted emails, please remember: We are measured in our email communication by the manager’s risk-o-meter. Just, as we are measured by that risk-o-meter in our “audition.” In other words; “how would we represent the HA to their clients after we are hired.” The below is a checklist you should/could use before you email that next note, solicitation or response to a client’s inquiry or an interview.

1.  Use the spell check function on your word system.

2.  Proof read all outgoing information twice before hitting send. As in construction, measure twice cut once.

3.  If you have communicated before; refer to your last communication.

4.  If this is a pre-planned activity; then refer to the subsequent mailings.

5.  Summarize your last meeting; or discussion.  Reinforce your background, last conversation or connection, and state the purpose of this note.

6.  Please moderate the length of your communication, better to be thought a fool, than to demonstrate it.

Emotions often get the best of our ability to plan our attack.

You are a product here, a “risk.” You are also a person with an agenda. Be sure that you convey how you will make hiring YOU a reward? Do not assume the HA will see it the same way you do; even if the interviews were superb.

To put that another way, if you had an applicant like you, would you succumb to the risk/fear of hire, or to the reward of hire?

Now demonstrate why you should be considered, then hired.

If you have found these concepts useful and want more in depth information, please check out our book, CD’s and website at www.get-THAT-NEXT-job.com. Our website is constantly being updated. Please check for updates.

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