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SC was being interviewed for the position of Head Buyer for a national retailer selling kitchenware and culinary products in over 30 stores UK-wide. Here’s how she expertly handled what could have been a rough start with her interviewer and prospective boss (who, incidentally, hadn’t had the time to read SC’s CV properly).
Manager: Let me first tell you that this is going to be a difficult job. You’ll have 21 assistant buyers reporting to you, most of who work in other cities across the country, Ireland and France. You’ll be responsible for a huge volume of merchandise and there will be a great deal of travel required, about 80%. Now, I don’t see experience on your CV that suggests you’re up for this.
SC: You’ve exactly hit upon the issue I’d like to discuss further. And I want to draw some relevant comparisons between my career accomplishments along these lines and your current goals. Could you describe your strategic plan for this year?
I can then explain properly how I can help you meet that plan. And just what are your three most important goals?
Manager: First, I need to cut purchasing costs by 20% whilst keeping the quality of our merchandise high. Second, I am responsible for eliminating 15 of our current stores and replacing them with 15 upscale, specialty stores featuring merchandise for the professional commercial marketplace. I have to select the appropriate 15 to be replaced. Third, I have to expand our buying capacity to the Asian and European markets. Our international product lines currently come from the Far East and Japan.
SC: What percentage of merchandise comes from those countries?
Manager: About 30% to 35%.
SC: When I was a buyer for XYZ., I created a business strategy to cost effectively purchase quality kitchen accessories from Germany, Italy and Spain. As a result, we increased our customer base by 28% in the public consumer market and 15% in the professional culinary market. Would you like to see a business plan? I can email or fax it to you early next week.
Manager: Yes, I’d very much like to see it. Tell me more about your experience at XYZ.
SC elaborated on her experience as a professional buyer and did well in the interview. She managed to turn the interview around by asking key questions immediately. In short, she hit the manager’s "hot spot" (her three strategic objectives) and got her attention. SC’s offer to the manager and her business plan piqued the manager’s interest in SC’s experience.
From that point, SC was able to make the interview a win-win situation.
Finding Important Clues
TA was interviewing for a job as Assistant General Manager of a prestigious large hotel in London. He spoke with GL, the hotel’s General Manager.
GL: TA, I’d like to find out more about you and your experience, especially in Paris at the VCB Hotel. But first let me explain to you what I’m looking for. I need a strong, right-hand person to manage this large facility, the main dining room and housekeeping, in particular. We have 945 rooms here, and the last person who held this position literally thought he was on a
perpetual vacation. It amazed me how he just didn’t understand what it meant, or for that matter what it took, to achieve and maintain the level of excellence which we require here.
TA (responding quickly): That brings up a pertinent point. Can you explain the ideal type of candidate for this position?
GL: I require someone who will do whatever it takes to satisfy our guests and who is 110% dedicated to the service of this hotel. I would love to find a person who is tireless in the performance of the many duties he or she will be expected to accomplish. That individual must also be on call virtually 24 hours a day. And this is above and beyond the flexibility one must have to accommodate the well-known demands of our industry.
TA (sizing up GL as a difficult boss): Can you describe your management style?
GL: I’m a stickler for details, and, as you no doubt know, one must pay attention to every detail. I also need to be kept informed of your activities. That’s why I require a very close reporting relationship between us, should you be selected for this position. Also, while I’m not one to give the proverbial ‘pat on the back’ for a job well done, I’ll let you know very clearly when you haven’t performed according to expectations.
TA was uncomfortable with this response and decided not to pursue the position. His first clue had been GL’s negative comment about the previous manager. TA then began asking questions that would elicit information to help him decide whether to pursue the job.
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