Category: Uncategorized

How Important is Interviewer’s Feedback

Hone your interview skills, by asking for feedback.

Interviews can often be learning experiences, and it is no wonder that many people choose to appear for interviews even when they know they might not get the job, or that they might not really take up any offer for a job. From a hesitant answer to a tricky question, to not bringing the necessary documents, to simply being a matter of conduct and luck, the interview in itself is a learning experience in many ways. The experience that appearing for an interview offers can be utilised to its fuller extent by asking for feedback from the interviewer.

So, let us jump straight into it- how to ask for feedback from the interviewer and why is it a good practice?

An article by Harvard Business Review gives us some insights.

What kind of questions one should ask, and what are they likely to help us learn about ourselves? Note that feedback can be asked at various rounds of the interview, say, the preliminary, first or the second round and so on. One can ask for feedback from the recruiter of a consultancy or from the hiring manager of the company, depending on the stage of the interview. 

Questions such as follows to ask a recruiter after the earlier stages of screening process of the interview:

  • “Based on our conversation, how do you think my experience matches with what’s needed for the job?”
  • “Is there anything specific I should highlight in upcoming interviews based on the job description or the intangibles not listed?”

Such questions, as the article mentions, help the recruiter give a perspective of the hiring manager. Moreover, as the nature of the questions make it clear, they can help you with providing information that may not have come up in the earlier screening conversation.

Questions such as follows can be asked to the interviewer after the main interview:

  • “How do you think my skills can be leveraged to bring value to your team and the company?”

Their answer to this can help you understand whether you have managed to convey everything clearly or is there something about your standard answers that you need to work on. A more directly framed question would be:

  • “Is there any feedback, specific focus areas, or anything I can do to improve my interviewing technique?”

We may or may not always get the job. Questions such as follows can be asked in case it appears that the job isn’t yours:

  • “Do you think, based on the feedback, I would be a culture fit for future opportunities? I wouldn’t want to waste my time or yours if it’s not a match.”

This crucially can help one understand whether there’s scope for a future opportunity. Plus, it also helps in choosing companies to apply to in the future, as the answers to such questions determine the kind of company culture one would be ideal for. If the recruiters are engaging well with your feedback questions, you can ask more questions to get more specific answers. Questions such as:

  • “Are you seeking someone more hands-on, someone who can provide higher-level strategy, or both?”
  • “What percentage would you say is hands-on and what percentage of the work is strategy development?”

Asking for feedback to recruiters, or to anyone in general entails a few pointers to keep in mind:

  • Make sure they are willing and receptive to give you feedback and engage in such a conversation. Some recruiters might not be willing to engage for the fear of offending you, or simply due to a lack of time. But as the HBR article puts it, if you don’t ask, you won’t receive- you won’t know what you did right or where you went wrong. In any case, a thank you email post the process can go a long way, as we have talked about in one of our earlier articles.
  • Do not take the feedback personally. Do not overanalyze or try to read between the lines- take them as you receive them. Internal politics, management issues, certain unknown, unforeseen circumstances which aren’t under your control can affect the feedback and the call up.
  • Depending on what stage you are asking, use the feedback to your advantage as much as you can. Sometimes you might be in the middle of the interview and you may use the feedback to pivot and change your strategy. Sometimes, it might give you insights into how to approach your future interviews.

Speaking of approach, a final crucial thing to keep in mind as the article puts it: change your approach, not yourself. Changing your personality, or putting up an inauthentic view of who you are is something one should steer clear of. The feedback is to be used to hone your own answering and communication skills. It is to help you understand the kind of things you should focus on, where, when according to the context.

An example from the article cited throughout should make it clear how useful taking feedback from the interviewer is:

Miss S was certain she’d receive an offer after multiple interviews for a VP-level role, but she didn’t get the job. She was hesitant to ask for feedback since she thought it would be fruitless and the process had any anyway been so long. But when she did ask, she learned that she was ‘answering every question in way too much detail, and she was so focused on her team’s successes that the interviewers couldn’t grasp what work she had actually accomplished.’

The problem wasn’t her work, or her personality, it was just her approach and that’s all she needed to change!

Africa Beckons You!

The pandemic era has seen shifts in hiring and employment trends. One saw the rise of online, and later hybrid working. Offices got empty, and the only traffic that increased was the online traffic on platforms like Zoom, Google Meet, Slack and so on. This was the ‘new normal’ for many months.

Even when the ‘old normal’ returned to a great extent, with hybrid working, and later a total return to the office, many employees just didn’t see the point in going back. What the job seekers sought has changed over these couple of years, and as a result, one has seen changes in hiring and employment trends. We have seen the Great Resignation; we have seen talent shortages; and we have seen standards of job satisfaction go through a shift.

Amidst the talent shortages, and rethinking about careers and employee experiences, Africa as a continent appears to have a great potential in terms of hiring and filling the talent gap, as an article by People Matters puts forth. And as an extension, a great future. These statistics and insights additionally also help us debunk some stereotypical myths about the place. Let us have a look how.

Some Statistics and Some Stereotypes:

A report by the World Bank mentions how the working age population of Africa is likely to grow by 450 million people, or in other words, by 70% by 2035. Investing in this continent is more than likely to help one find an enormous talent pool.

What kind of skills and competencies seem to be emerging here? Before we delve into that in the next point, let us acknowledge that there is this one stereotype about the continent about how the informal sector is dominant. There is more nuance to this: while it is true that some regions of the Sub-Saharan Africa have around 85% of informal workers, and the entire continent in itself has that number at around 83%, this only adds in more opportunity for investment in the talent pool.

Not to forget the diversity within the continent which needs to be considered while looking at such statistics. This takes us to the next point.

Diversity and Digital Revolution:

One major drawback of the stereotype surrounding Africa is that people forget it is a continent with multiple countries and a diverse geography and culture. This awareness about the diversity can be translated into the levels and kinds of skills needed as well- each of the region will require specific kinds of skills. As the article by People Matters mentions, for example, the percentage of digital skills required for specific regions will be different: 50% to 55% jobs in Kenya will require digital skills, whereas that number will be 35% to 45% of jobs in regions like Cote d’Ivoire, Nigeria and Rwanda, and 20 % to 25% in Mozambique. In any case, different regions need different kinds of skills and competencies, and that awareness is necessary, whether one wants to invest in the talent market, or one’s future- planning to find a job in the continent.

The momentum to invest in the talent has started- let us see how.

The Momentum:

Keeping in mind the potential in filling the talent gap that the continent offers, many of the well-known companies have started to invest in the continent. As the article cited above gives us the numbers- Microsoft has invested $100 billion to open technology development centre in Kenya and Nigeria. Microsoft has also expanded its operations in Ghana.

Google has also set up an AI lab in Ghana, and has announced that their product development centre will be set up in Kenya. Vodafone has also set up ‘Centres of Excellence’ in places like Cairo and Alexandria in Egypt, aiming to develop robotics, IoT and AI-based competencies.

It is a continent that has a lot of opportunities to offer. Opportunities to invest in businesses, the talent as well opportunities to invest in one’s future. So, check with us, we might have something relevant for you, in Africa!

Key to Collaborating Effectively

Collaboration at work in various degrees is always present. A company or organisation works because we have multiple people contributing their varying set of skills and competencies, experience levels and ideas, and thus collaborating in a subtle, unnoticed way. Within and between the organisations too, there are opportunities to consciously collaborate on projects, meetings and objectives.

Collaboration is everywhere, team-work is everywhere, and yet sometimes we end up feeling overwhelmed or unnecessarily called out. Departments might feel the workload is lopsided, that some departments have it easy. At the group level too, individuals might feel some of them are doing more work than the others. On the other hand, some might not even understand the need to collaborate in the first place.

The question then arises- how to collaborate effectively? Let us have a look around the question, and what pointers can be kept in mind.

Collaborate to Build Capacity:

Collaboration is about complementing the limitations of one side and using the strengths of the other to balance things out. Hence, it involves some form of helping, uplifting, which can be a huge motivation for people. Moreover, some people just go the extra mile because that is just how they function- they like to take on responsibilities head on.

 On its downside, this motivation can also lead one to overwork and micromanage actions of others, leading to feeling like ‘I am doing all the work here’.  At some point, a few people carrying the lopsided wagon are going to undergo some form of burnout.

To avoid such a situation, it’s a good idea to remember that collaboration is about building capacity of everyone. As an article by Harvard Business Review points out:

‘Helping is the quintessential constructive act, and it gives us a sense of purpose, fulfils a deep need to be useful, and bolsters our identity. But if you jump in too quickly or too often or in ways that solve others’ problems without building capability, you inevitably become the path of least resistance for too many requests.

….. Don’t solve peoples’ problems directly when you do jump in. Instead, connect them to the right people, point them to the information or resources they need, or coach them on how best to solve the problem. ‘

It is about showing the direction, perhaps delegating but ultimately walking together.

But then there is the opposite end of this spectrum.

Not Everyone Might be Very Enthusiastic to Collaborate:

There are individuals who are willing to take on collaborative projects, ready to interact with people across the world, literally and figuratively. And then there are the ones who might see the collaboration as an attack on their skills and competencies. The underlying feeling might be ‘Do they think we are not capable enough to do this on our own?’

This might especially be the problem with people who are experts or super-specialists. Seniors might feel attacked and juniors might feel underconfident about their abilities. Some others might just feel like the collaboration is ‘an imposition on their time’ and ‘extra workload’ as an article by Mindtools puts it. This is especially true for people who like to work more independently.

To avoid, this, it is important to first, to be clear about the purpose of collaboration and second, to let the collaborators know what’s in it for them.

As the articles goes on to point out, a strong, shared purpose can work wonders in this attitude. And letting people know how this collaboration would help them, for example, something as simple and straightforward as a bonus, more recognition, a chance to develop and learn new skill(s), career progression, can work as a great motivation for a good attitude towards the idea of collaboration.

The More the Merrier? Not Always:

A very basic and obvious sounding pointer to keep in mind: the key to collaborating effectively is not simply to involve a greater number of people but to involve the right people.  An analogy of a team-sport like football can work here: when the team is not playing well, more players are not added. Instead, some players are substituted for new players who might be feeling less tired, or who might have the specific set of skills needed to win the particular game.

Moreover, the ‘substitution’ is not seen as a lack of skill of the player who is replaced- their skills might be used better in a different game. The ‘substitution’ is not simply a replacement per se– it is rather letting the one who has the relevant skills for that context take the lead. The substituted player still has a place in the team.

Similarly, when a task or a project doesn’t seem to be working out too well, the key might be to recheck the kind of skills and competencies that are needed for the task, and ‘substitute’ the team members accordingly.

At an organisational level, this ‘substitution’ can simply be seen as letting one department take the lead on the particular project, rather than replacing anyone or anything entirely. It’s a win-win situation. Again, taking on the lead doesn’t mean that there is no delegation or no walking together towards the common goal- the team remains intact.

It is widely being accepted that in the contemporary world of work, it is collaboration and not competition that is key to thriving, as we have talked about in one of our earlier articles. And to collaborate effectively, a shared sense of purpose, and a willingness ‘to learn and let others learn’ are some pointers to keep in mind. 

The Happiness-Success Dilemma

Does happiness follow success, or being a happy person generally is automatically likely to help you succeed? This is a classic question that we must have asked ourselves at some point.

There are countless stories which tell how being successful doesn’t always lead to happiness, and how lonely it can get at the top.

On the other hand, there are countless jokes telling us how one would much rather be crying in an expensive car than on a bicycle. Such jokes though lead to another conversation about whether success can only be measured materialistically, but we shall take a look at it later.

In terms of being a professional- how do we think about these questions? Research cited by an article by Fast Company gives us a sense of where we can begin answering this from. Conducted in the defence sector of the US, the researchers followed the employees from various job functions for five years. The employees were measured for their relative happiness and optimism from time to time using various psychological tools and questionnaires. The results were compared with the number of employee awards they got. What were the findings, and how are they relevant to the workplace in general? Let us have a look.

The Findings:

The research concluded that ‘those with the highest positive well-being affects had almost four times the number of award recognitions as those in the group with the lowest well-being scores.’ Moreover, they also found that ‘people who could be considered unhappy compared to their peers still earned awards for performance, but they earned them at a lower rate than people who were happy overall.’

Perhaps, it is not about being happy but more about being optimistic?

In a nutshell, the research indicated that generally optimistic people performed their jobs well. The article goes on to say how the employers thus should try to assess the levels of optimism and happiness of their employees from time to time, and try to keep the environment in the workplace as conducive to optimism as possible. Of course, as we have talked about in one of our earlier articles, optimism doesn’t mean ‘toxic positivity’ but rather a never-give-up attitude.

Research and jargon aside, a common-sense understanding tells us– as is mentioned in an article on Medium— that whether it is a client, a senior or a colleague, anyone would prefer to interact with someone who is optimistic, and thus solution-oriented. Skills, qualifications, competence might be at a similar level, but one would much rather have an interaction with someone who is a pleasant person. And hence perhaps that is why success might follow happiness automatically?

Another Perspective:

 This is a topic that can never be researched enough and we have one more nuance added to this. Earlier in the article we mentioned if success can only be measured in materialistic terms. Another perspective is that success and happiness can be better connected for us when we change the definition of success according to our values.

Many a times, we measure our ‘success’ by definitions given by other people, other people whose lives and careers are very different than ours and end up feeling bad about ourselves.

So, perhaps, before we think if happiness follows success or if being happy automatically makes us successful, we should first define what success means to us. As the above cited research puts it:

  • Barbara Bush defined success as how you treat others, from family to strangers.
  • Albert Schweitzer defined success as loving what you do.
  • Zappos CEO Tony Hsieh says success is all about living in accordance with your values.
  • Author Maya Angelou believed success is about enjoying your work.
  • Billionaire Richard Branson believes success is about engagement.

And then perhaps, we shall be better able to align our happiness and success in a better way?

Conversations and research about success and happiness go on. One has to anyway work towards being successful, whatever their definition and context of success might be, and perhaps one might as well do it happily and optimistically. What are your thoughts about this dilemma, and what is your definition of success and happiness? Do let us know in the comments!

Being Yourself at Work: A New Perspective

There are codes of conduct and decorum around a workplace and the space for authenticity, to ‘be yourself’ in it is interesting. We have written about the need to cultivate a culture where one feels safe to voice feedback, ideas and emotions that might be leaning on the negative side. We have also written about the role of humour and laughter in the workplace, and how one might utilise those elements to lighten the atmosphere, loosen the tension and be our authentic selves at work. In other words, being more of ‘yourself’ at work.  

Themes like these bring us to a question: what are the limitations to being yourself at work amidst the decorum?

There are countless advice pieces which suggest one to ‘be yourself’, whether we are talking about interviews, management or day to day workings. But what does it mean to ‘be yourself’? Is it just about showing our full range of emotions? Is it about being honest all the time? Is it about following a certain set of principles no matter what?

Let us delve a bit deeper into what being this could imply, and if there is an appropriate way of being yourself at work.

Cases of Different Selves:

An article about authenticity by Mindtools gives us examples of two individuals, and how they have their own way of functioning. They tell us about Eva and Joe. Eva is confident and talkative. She is someone who doesn’t hesitate to voice her opinions, even the negative ones. She can be honest to the point of being blunt. She talks about her personal life openly and would also not hesitate to express positivity in the form of openly expressing her gratitude, happiness and respect for people around her.

And then we have Joe. He is someone who is generally quiet. He comes to work, sits in the meetings, does his work and leaves. It is not that he is cold or rude- when talked to, he is pleasant and warm. He is calm, confident and has great ideas to offer if asked.

Both are being themselves in their own ways by being true to their personalities, adding much needed honesty in the workplace. Eva is honest about her extraversion; Joe is honest about his introversion. Being authentic differs for each individual. Any workplace needs a diversity of voices, all authentic in their own ways, a multiple kind of personalities, of selves to keep it thriving. A song needs multiple notes, harmonies and melodies to sound good.

Each individual has a way of being themselves, it is a matter of how well you can contribute with your unique brand of self.

Contributing By Being Yourself:

The article by Mindtools goes on to point out how the authenticity of Eva, that is, her way of being herself might make some people be on an edge about her reactions: what if she says something too blunt? Her reactions might often leave little space for others to open up. On the other hand, Joe’s way of being himself might make people hesitant to approach him: what does he really think about xyz issue? What if he gets annoyed if his work gets interrupted? He might often struggle to engage with people.

The article goes on to provide a way to go about it too. People like Eva can “trim their authenticity” for example, while dealing with sensitive situations, and people like Joe can be a little less “self-possessed”, and try to find more “similarities and connections with others” to express that he can relate to people. It is not simply about being yourself, it is about being yourself skillfully.

In other words, there are parts of being yourself which sometimes work well, and sometimes are best left outside of work. After all, most of us do have a work-persona and an outside-of-work -persona, and it is all about navigating that complexity.

So, how does one navigate the question of being yourself at work? Is there a right time to be yourself at work, a right extent? An article by Forbes gives us a few things to keep in mind. One major question we can ask ourselves and by which we can contribute by being ourselves at work is:

  • Does being yourself serve you and others?

 If the answer is yes, it might be a good idea. Does that meeting need a joke to lighten the tension- go ahead and say it. Does a situation need you to call a spade a spade to arrive at a solution? Go ahead and be honest; someone like Eva would do well here. Does a colleague dealing with some personal issue need you to respect their privacy? Then someone like Joe is needed here.

We need to think what could be the impact of ‘being yourself’. We need to look at the context and assess how well we are likely to contribute to the situation.

We all have our unique ways of being, looking and operating within the world. Being yourself with some decorum and awareness of context and situation, is key to bringing in new perspectives, a diversity of thought and have a positive impact at the workplace.