Lack of preparation is the primary reason well-qualified candidates fail in an interview. Understanding how companies approach interviews, including the iceberg model, is key to success.
December often finds security professionals planning for career change in the following year. Lack of preparation is the primary reason well-qualified candidates fail in an interview. This means you should design your job search strategy now, not next year. One way to kick that preparation off is to understand how companies approach interviews. Organizations continually develop and improve upon carefully constructed candidate assessment processes designed to aid them in selection of well-matched candidates. These models quickly weed out candidates who are not adequately prepared for the experience. One common interview method is known as the iceberg model. It is designed to identify components that are visible such as observable behaviors, knowledge, and skills – the tip of the iceberg. It also explores components below the iceberg's water line, such as traits, characteristics, attitudes, and beliefs. This method is used both for internal and external candidate assessments of various competencies in hiring, promotions, and performance management. Organizations invest heavily in training their human resources and talent acquisition teams on this interview strategy. They may also use well-documented assessment instruments designed for use in conjunction with the interview process. The goal is to gain both an accurate picture of the candidate and the candidate's cultural alignment with the organization. Candidates often focus solely on their skills and knowledge of the tactical and operational aspects of a role when prepping for an interview. If the organization you are going to interview with uses the iceberg model, this narrow focus is only the first 10 percent seen above the waterline. It does not consider the more critical elements of the interview, the remaining 90 percent that is underwater. Companies using this interview method develop a specific set of selection competencies. Candidates will be asked questions designed to assess if you show those abilities the organization has determined are critical for success. Following are common examples of soft skill areas you should prepare to be asked questions about: - **Concern for Effectiveness** – An underlying concern for doing things better. - **Initiative** – Willingness to go beyond what is required. Act before being asked. - **Enthusiasm for Work** – Passion for the job. Working hard and energetically. - **Self Confidence** – Ability to succeed, reach challenging goals and overcome obstacles. - **Concern for Impact** – Self-awareness of the impression you make on others. - **Conceptual Thinking** – Ability to draw well thought out conclusions based on assessment of experiences and observations of seemingly unrelated information. - **Analytical Thinking** – Logical thinking in seeing relationships between cause and effect. - **Interpersonal Astuteness** – Understanding of others' desires, strengths, and weakness. - **Effective Communication** – Ability to effectively present and engage both formally and informally. - **Listening Skills** – Actively being interested in what others communicate. - **Flexibility** – Willingness to shift strategies and accept other viewpoints. - **Innate Curiosity** – Desire to learn and explore. Creativity, imagination, problem-solving and adaptation. - **Influence** – Building credibility through cross functional relationships to achieve goals. - **Customer and Stakeholder Focus** – Initiative-taking engagement and understanding of others' needs and priorities. Take time to think about how you would describe yourself in an interview that seeks insight into these soft skill areas.
Topic: career
By Jerry Brennan & Joanne Pollock, SMR Group