A few unique job interview tips to make you the one they want.

This is a guest post by Thomas Taylor. If you’d also like to guest post here on JobMob, follow these guest post guidelines.

Job interviewers read and hear so many clich?s these days that they just about walk and talk in their sleep during the recruitment process. No more “I should get the job because I’m honest, hardworking, and reliable” — it’s time to say something different if you want to them hire you.

In job interviews, you’ve not just got to talk the talk. You’ve got to walk the walk. Here’s how with these unique job interview tips.

1) Give examples

It’s more than likely that you’ll never have met the interviewer. Somehow, though, you have to convince them that you’re the person for the job.

How?

You prove you’re not just blowing hot air, by supporting your answers with examples: of problems you’ve solved, of (good) results, of how you’ve turned things around in some way (if that’s the case).

Show that you understand the job requirements. Demonstrate that you know about the sector by highlighting key ...

  I'm not normally very good at remembering to send posts to HR Carnivals, but this month this is being done by Anita Lettink who I think generates some very interesting ideas for HR, so it's one that I particularly wanted to enter into.  Oh, and it's on Social HR, which is also where I seem to be spending most of my time these days.Anita says the carnival was triggered by a post from Paul Taylor at Bromford on 'how social is your CEO?' and has therefore invited contributions on 'how social is your HR?'.

I'd like to deal with he social CEO first.  This is something I've spoken about previously and I also linked to another recent post on the subject in the Social HR community:

For me, the key issue isn't whether your CEO is on social media.  They may want to be, they may not. The choice depends on a lot of things including them and their priorities and the culture of the business, etc (I think Paul expresses it very well too).

And OK, it's not going to help if they ignore their social tools completely but I don't think they need to feel that they should be using them extensively.  Now they do need to connect with their employees, and they ...

In the LinkedIn groups (TLS-TOC Lean & Six Sigma in particular) there has been an ongoing conversation about when you merge the three. In the course of the discussion we posted a comment regarding an output from a seminar we were facilitating which talked about an organization in which the job requisition was reviewed and approved three times by the same person in a hiring effort. One of participants replied that that was an indication of mismanagement not a system problem. He further went on to state that the system represents a bigger picture than the hiring process. It made me wonder whether he was correct.

On page 552 of the Theory of Constraints Handbook edited by James Cox III and John Schleier, Jr they define a system as being made up of inputs, a process of some kind, outputs and the environment in which these components exist. Chip and Dan Heath in their book Switch talks about problems being faced by organizations not being a people problem but rather a "situation"problem.Let me start with the expression of the understanding that most HR executives and in fact many executives do not know how to look at things in a systematic way, but we hope the ...

Where is the future of career? Where is the money? What roles are growing in demand? Check out this InfoGraphic to find out!

It has been an interesting week between Marissa Mayer's clamp down on telecommuters at Yahoo and Sheryl Sandberg's pitch that women sabotage their own careers.In both arenas there seems to be a criterion missing. That criterion is how do you view your human capital in your organization - are they a liability or are they an asset? Let's look at the two events separately:

Marissa Mayer contends that in order to make Yahoo more productive she wants all human capital assets under one roof. Ms. Mayer please come clean and admit that the real reason you issued the edit is because you are still operating in the command and control model which firmly believes that a productive employee is one that is in a see all, hear all environment. You know who you are, the non-engaged employee who can not be trusted to complete the requirements of his employment contract. I understand that a recent staff meeting that you were criticized for hiring only the elite. That you have added added steps to the process which lowers the efficiency of your hiring process, which should be centered around identifying the best person for the job, in the right place at the right time for the right ...