Greater Milwaukee Jobs

The interviewer doesn't get to ask all the questions. If and when you've nabbed a job interview, you're going to be nerv- ous. You're going to practice your answers to "tell me about yourself " and "tell me why we should hire you." You're going to dress nicely and mute your cellphone. But are you going to prepare ques- tions to ask the employer? You should. Your answers to the interviewer's queries aren't the only way to show you're a good fit for the job. The answers you get to your questions could help you decide if the job (or place) is right for you. Here are a few great suggestions that The Five O'Clock Club, a career transition service, shares with its clients, meshed with some of my thoughts. You should ask: • How long have you worked here? What do you like about working here? It's a good way to level the power field by posing personal questions to the interviewer – but in a human interest way. They indicate you have an interest in others, a good asset in "team-oriented" workplaces. • Is the job I'm interviewing for a new position? Do others do the same work here? Or did someone previ- ously hold the job who's not here anymore? The answers will help you deter- mine whether standards already have been set for the position or if you'll be plowing new ground. • May I speak with someone else who does (or did) this job? In a job interview, bring questions for the interviewer see JOB INTERVIEW . . . page 6 2 GREATERmilwaukeeJOBS • November 12, 2015 training, coaching." As she was finishing the degree, she called a friend who was a recruiting manager at a restaurant management group to request an informational interview. "She'd gotten a promotion that day!" Mack said. "She said, 'Come in, let's talk." Mack joined the group, D'Amico & Partners, for four years as a recruiting and training manager. "It was a really great opportunity." In her current role, Mack said, "I work with salaried managers. We look for a minimum of two years of experience, but I'm open to talking to anyone. If someone said, 'I'm interested but I don't have the two years,' I'd help them find ways to build their resume." Mack said that in the Twin Cities, where unemployment is low, recruiters serve both employ- ers and prospective employees. "When labor is tight, more compa- nies are having hard time finding talent. I can find a candidate who is a passive job seeker. I cold call, I connect on LinkedIn," she said. "In a tight labor market, employ- ees are working and they don't have time to look for a job. I can do the legwork." Q: What's the best part of recruiting? A: I feel like it's putting the pieces of the puzzle together. You have to go out there and find the missing piece. There's a little bit of the hunter. You're making a great impact on the person's life as well as the company's. If you have good people working for you, you're going to grow. I've had people tell me, "This job changed my life." You really do make an impactful difference. Q: What's the benefit of working with a recruiter? A: I know the best companies out there so they don't have to sift through the openings. I get them right through to the hiring manag- er versus getting caught in minuti- ae of hundreds of applicants. Q: What are the trends in restau- rant careers? A: The jobs that are easier to fill are the ones with a lot of ben- efits – a dining discount, always having two days off in a row, opportunities to be promoted from within. Those jobs always get a better response. Q: What does it take to be suc- cessful in restaurant management? A: When you get someone who's just a ray of sunshine coming through, that's a great manager. That's someone who can engage people across the corpo- rate ladder. You need a positive attitude – you can't have a bad day. If you're having a personal issue, you have to leave that at the door. It's like a stage presence. restaurant . . . from page 1 A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 18 • Number 10 November 12, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-338-5271 deadline: Noon on Wednesdays Explore the roots of your dislike for co-worker & A Q A. It can be difficult to maintain civility if you've got a lot of active negative emo- tions, so your focus should be on creating more neutrality. To be honest, your reaction to this person seems a bit harsh, and I'm curious about the behaviors that have led to this intensity.Was there some manner of betrayal that elicit- ed this, or has it been a series of more minor issues? Give yourself a fairness test: If someone you liked did the same things, would you have the same reaction? Assume for now that there has been a major incident between you that caused you to lose trust. In this type of situation, what has it taken for people to regain your confi- dence? There are always two sides to a story - it would be interesting to understand what your colleague would have to say. Think about whether knowing her side would help you find a way to move forward. If it's been more a matter of many small things, consider whether they really add up to the blanket lack of respect you're feeling. Also look at whether style rather than substance is causing at least some of the issues. If she does her work or interacts in a way that is different from you, that can be hard to handle. The goal in all of this is to look for ways that you can come to better terms with working with her. Because, if you don't, you're likely going to be the one perceived to have a problem. Try finding even minor things that you like or admire about her, and then focusing on them. Or develop an emotional buffer that helps you keep your mind on the business at hand. Consider also if an open conversation about being able to work together successfully is in order. Handled well, you could establish your good intent while also driving toward ground rules that may help improve your working relationship. Seek ways to re- establish trust or remove unneeded friction. In turn, if she reacts well, this could help with the underlying issues. If it remains unmanageable for you to work with this col- league, then you need to decide whether it's worth talking to your boss or some- one else about making changes that will lessen your contact with her. Be careful about this; again, it could result in you appearing to be the problem. Plan to explain the steps you've taken to make it work. As with any problem you bring to a boss, it'll also help if you bring a recommended solution. You also have the option to consider whether you simply need to find a new position. If that's the case, just be sure that you're moving to some- thing new rather than running away from your problem. When you don't seek a sys- temic solution, your problems will follow. Q. I have to work with someone I dislike a lot and don't have respect for. At times, I have to work with her quite closely. It's really hard to keep it together and remain professional. What can I do? By Liz Reyer Tribune News Service (TNS) Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com.

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