You're listening to Business English Pod, the Business English podcast for professionals on the move.
Hello, and welcome back to Business English Pod.
My name's Edwin, and I'll be your host for today's lesson on internal job interviews.
You already have experience with interviews.
You know the kinds of questions that are typically asked and you've rehearsed your answers to those kinds of questions.
But this is different.
In an internal interview, chances are you're talking with someone you already know.
And you're talking about experiences they already know about.
They know you, too.
That can make it more comfortable in some ways.
You don't have to break the ice, and you probably understand the company's priorities.
But it can be more uncomfortable in other ways.
You might not have talked in this way with these people before, and you won't be able to exaggerate anything.
For these reasons, you might need some different techniques.
You need to use your knowledge of the company and your experience as an advantage.
But at the same time you have to watch your language and maintain a very high level of professionalism.
We'll be looking at some of these techniques in today's lesson.
We'll cover how to give an example of a positive change you've made, as well as how to accept responsibility for mistakes.
We'll also learn how we can differentiate ourselves from external candidates, identify problems and solutions and show a commitment to professional development.
In the dialogue, we'll hear Graham interviewing for a managerial position with a software company.
He's being interviewed by Seth and Michelle.
You'll notice right away that it sounds a bit different than a standard interview at a new company.
Seth and Michelle have first-hand knowledge of what Graham has done and how he works.
As you listen, try to answer the following questions.
One, what positive change did Graham make for the company?
Two, how does Graham show he is committed to developing professionally?
Three, what does Graham understand about the company that other candidates might not?
Okay, Graham.
We've talked a bit about your experience.
Now, can you give me an example of a concrete change you've made to the way we operate?
Certainly.
I'd love to, Michelle.
So, earlier this year, we were working on V2 of our Bookmate app.
As you know, there was a lot of conflict between the designers and programmers.
At the root of it, I think it came down to a lack of communication.
So I saw to it that the two teams got together every week for progress updates.
It turns out those weekly meetings are now happening on all our other big projects as well.
I'm glad to hear that.
But the Bookmate 2.0 project wasn't a complete success, was it?
Wasn't the launch postponed?
Yes, it was.
And I certainly accept some of the blame for that.
We shouldn't have stretched the timeline through the summer, when so many people are on holiday.
But at the same time, it seemed there was no other way.
I see.
So how do you think you can avoid issues like that down the road?
Well, I've certainly caught on to the fact that there are seasonal considerations when managing these projects.
And just last month, I wrapped up courses in PRINCE2 and Agile Project Management.
I'm hoping to incorporate a lot of what I learned into what we do.
Would you suggest a larger systematic change to go along with those ideas?
I mean, does it call for a complete overhaul of our project protocols?
No, I don't think that we're in a position to do that right now with so much going on.
I've worked here for eight years and I understand how staff can become overwhelmed by too much change at one time.
So I think the important thing is to choose one or two changes that will have the greatest impact and really focus on those.
And exactly which changes do you think would have the greatest impact?
Well, I'd start with project planning.
Almost every glitch along the way can be traced back to that.
I'd push for a more thorough planning process with broader involvement of all parties.
Now let's go through the dialogue again and look more closely at the language Graham uses in the interview.
Okay, Graham, we've talked a bit about your experience.
Now, can you give me an example of a concrete change you've made to the way we operate?
We are joining the interview after they've already discussed some of Graham's experience.
Michelle now wants Graham to give an example of a concrete change he's made to how the company works.
What she's asking for is something very specific that he has done.
This should not come as a surprise.
You should always have specific accomplishments in mind to talk about.
Now, let's hear Graham's example.
Certainly.
I'd love to, Michel.
So, earlier this year we were working on V2 of our Bookmate app.
As you know, there was a lot of conflict between the designers and programmers.
At the root of it, I think it came down to a lack of communication.
So I saw to it that the two teams got together every week for progress updates.
It turns out those weekly meetings are now happening on all our other big projects as well.
Notice Graham's positive attitude.
Michelle has asked him to give an example, and he says, I'd love to.
He goes on to describe the V2, or version 2, of a software application or app that he worked on.
He describes a problem, conflict between designers and programmers.
Then he identifies what he thinks was the root of the conflict.
In other words, he is talking about the source of the problem, which he says was a lack of communication.
But he didn't just see a problem.
He created a solution.
In his words, he saw to it that the teams met each week to discuss the project.
If you see to something, it means you make sure of it.
It's an expression that shows leadership.
Graham then mentions that weekly meetings like the one he planned have become normal on other projects.
This shows that his solution impacted the entire company.
It's a great example of the kind of positive change Michelle was asking about.
Let's practice some more examples of describing positive changes.
Notice how the speaker uses strong action verbs and powerful adjectives to describe specific changes.
With my training program, the entire staff is using Excel to its full potential.
I made vast improvements to efficiency with a better scheduling system.
With a policy of open communication, I eliminated negative attitudes on the shop floor.
My cost savings plan immediately reduced expenses by over 12%.
Now, let's get back to the dialogue.
I'm glad to hear that.
But the Bookmate 2.0 project wasn't a complete success, was it?
Wasn't the launch postponed?
Yes, it was.
And I certainly accept some of the blame for that.
We shouldn't have stretched the timeline through the summer, when so many people are on holiday.
But at the same time, it seemed there was no other way.
Seth seems impressed, but points out a problem with the project that Graham has brought up.
He says that the launch or the release of the product was delayed.
Seth raises this issue in the form of a question to give Graham a chance to explain.
And this is exactly what Graham does.
He doesn't hedge or try to minimize the problem.
He says very directly, yes, it was.
He then openly accepts some of the blame.
This means that it's partly Graham's fault.
But Graham does more than this.
He identifies the exact problem explaining that the timeline was stretched or made longer through the summer, when some staff were on holidays.
Accepting responsibility for mistakes shows professional integrity.
And in an internal interview, you can't really hide.
So what are some other ways we can do this?
In each of the following examples, you'll notice clear admission of blame.
And you might also hear the speaker imply that it didn't seem like a mistake at the time, just as Graham did.
In hindsight, I see that delegating too much to Irene was a mistake.
It is my fault that the project was delayed and I've learned from that.
The confusion about the delivery schedule is on me.
So how do the interviewers react to Graham accepting responsibility for his mistakes?
I see.
So how do you think you can avoid issues like that down the road?
Well, I certainly caught on to the fact that there are seasonal considerations when managing these projects.
And just last month, I wrapped up courses in PRINCE2 and Agile Project Management.
I'm hoping to incorporate a lot of what I learned into what we do.
Everyone makes mistakes, of course, but we shouldn't repeat them.
This is why Michelle asks how Graham thinks such problems can be avoided down the road, which just means in the future.
This is an opportunity for Graham to show his ability to learn.
He says that he has caught onto or learned that he has to think about seasonal constraints to project management.
Graham goes on to mention that he's recently finished, or wrapped up, as he says, a couple of project management courses.
And he hopes to use what he's learned in his work for the company.
When you continue to learn or study for your work, you are doing what we call professional development.
And it's important to highlight these activities.
Let's listen to some more ways to do this.
In each case, the speaker starts with I and focuses on the exact nature of the professional development.
I've enrolled in a part-time MBA program to develop the skills I need for an executive role.
I have organized several workshops for employees over the past year.
I believe it's important to keep up with the latest research.
I just completed an online certificate in industrial health and safety.
Now, we'll hear Seth ask Graham for some suggestions based on what he has learned.
Would you suggest a larger systematic change to go along with those ideas?
I mean, does it call for a complete overhaul of our project protocols?
No, I don't think that we're in a position to do that right now with so much going on.
I've worked here for eight years and I understand how staff can become overwhelmed by too much change at one time.
Seth wants to know about the scale of Graham's ideas.
He asks whether it calls for or requires a complete overhaul of protocols.
An overhaul is a large-scale change or total transformation.
Graham starts with a clear no and states that the company is not in a position for a large-scale change.
If a person or organization is not in a position to do something, it means they are not ready or it's not a good idea given the circumstances.
Graham then explains his reasons.
He emphasizes that he has worked for the company for eight years and understands that staff don't deal well with too much change.
Graham is using this opportunity to show how he's different from other people applying from outside the company.
In an internal interview, it's essential that you differentiate yourself in this way.
You have an advantage, and you should use it.
Notice how the following examples draw attention to this advantage.
The speakers say exactly how their experience is an asset.
I've already got great working relationships with the entire staff.
It would take me very little time to train and settle into this new position.
In my 10 years here, I've seen how we've changed and understand where we're going.
Next, we hear Graham lead into specific suggestions for the company.
So I think the important thing is to choose one or two changes that will have the greatest impact and really focus on those.
And exactly which changes do you think would have the greatest impact?
Well, I'd start with project planning.
Almost every glitch along the way can be traced back to that.
I'd push for a more thorough planning process with broader involvement of all parties.
Instead of large-scale changes, Graham suggests choosing one or two high-impact changes.
He is careful to say, I think, at the beginning.
This is softer than saying the company must or should do something, which would sound a little too confident in his own opinions.
Again, Michel asks for specifics.
And again, Graham is ready.
He says he would start with project planning.
That would is important.
Saying I will makes it sound like he assumes he'll get the job.
So he speaks hypothetically.
Graham continues by explaining that every problem or glitch can be traced back to project planning.
This means that project planning is where the problems start.
But Graham doesn't just say what he thinks the problem is.
He also proposes a solution.
Again he says I'd or I would, and his idea is to have a more thorough planning process with input from more people.
As an internal candidate, you are in a unique position to show you understand the company's problems and to propose good solutions.
Let's hear some more examples of this idea.
You'll hear the speakers use I think or to be honest to soften their opinions.
They also use would and could to speak hypothetically.
I think that policy changes aren't communicated well enough, so I'd form a steering committee to oversee implementation.
The major issue is waste, and I think we could address that with a production audit.
To be honest, we have several employees who are underperforming.
We need to train them better and improve our hiring protocols.
The real problem is our positioning.
I think we can compete better at higher price points.
As we've seen, Graham uses some techniques that emphasize his advantage as an internal candidate, and he uses the right kind of language to soften his opinions and show his understanding of the issues the company faces.
Now let's practice some of the language we've learned in today's lesson.
We're going to start with a role play practice.
You'll play the part of a sales representative.
You are in an interview for the position of regional sales director.
You will have to give an example of positive change, accept responsibility for a mistake and demonstrate a commitment to professional development.
You'll also have to differentiate yourself from external candidates and talk about a problem and a solution.
At each step, you'll hear a cue spoken by the interviewer.
Then, I'll give you some suggestions for the language you can use.
We'll guide you through each step in the practice and play an example answer for each response.
Ready?
Let's give it a go.
Okay, now can you give us an example of a positive change you've made?
Start by telling the interviewer that you implemented a cloud-based file sharing system for the sales reps.
Example answer.
Certainly, I implemented a cloud-based file sharing system for all the sales reps.
Yes, that's definitely been helpful.
Now is there something in the past year that maybe you think you could have done differently?
Now, accept responsibility for not supporting your rural accounts enough.
Example answer.
Well, I think that I could have given more support to my rural customers.
That makes sense.
Now have you taken steps to improve as a salesman?
Now tell the interviewer that you have completed a Sandler training course which has improved your sales skills.
Example answer.
Yes.
Recently, I completed a silent training course that has really enhanced my sales skills.
That's good to hear.
So, beyond your skills as a salesman, is there any reason why you might be a better choice than the other candidates?
Now, say that you understand, from the inside, how the company works.
Example answer.
Well, I really understand how this company works from the inside.
Okay, and given this understanding, do you see anything that you think the company could change?
Now, finish off by saying that costs are too high and that you have a clear plan to reduce them.
Example answer.
I think that our costs are too high and I have a plan to reduce them.
Now, let's practice useful vocabulary and idioms.
You'll hear a series of sentences with the word replaced with a beep.
Repeat the whole sentence, including the missing word.
For example, if you hear The safety inspector traced the problem a broken pipe, you can say the safety inspector trace the problem back to a broken pipe.
After each response will play the correct answer.
Let's begin.
Randy never accepts the for any of his mistakes.
Answer Randy never accepts the blame for any of his mistakes.
I'd like to be in management five years down the... Answer.
I'd like to be in management five years down the road.
For the fall line.
Answer.
When should we schedule the launch for the fall line?
In this recession, we're not in a... to buy new equipment.
Answer.
In this recession, we're not in a position to buy new equipment.
We've reached the end of this episode, the first in our two-part series about internal interviews.
We've learned how to give an example of positive change and accept responsibility for mistakes.
We've also covered how we can differentiate ourselves from external candidates, identify problems and solutions and show a commitment to professional development.
Be sure to tune in for the next episode, when we hear Graham answer more tough questions in the interview.
We will hear how he outlines strategic vision, disagrees politely, shows loyalty and leadership and talks about his career goals.
Thanks for listening, and see you again soon.
