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advice Employer Engagement Employer events Employer Insight Employer Q&A Employers FintrU Gradfest2021 Graduate recruitment Virtual recruitment

“It’s better to compromise than to lose”

Viktorija Mikalauskaite, a Senior Associate in the Legal Department at FinTrU on the skills you need to be a future leader including the art of influencing, persuading and teamwork. 

Viktorija Mikalauskaite

Could you just tell us a bit about influencing skills, what are they and you know, what do they involve?

So um, influencing skills, you know, they are skills that you use to persuade someone that your idea is better than someone else’s idea that your suggested terms or make better sense and persuade someone to change their ways of thinking of but without forcing them to do so. But at the same time, respecting opinions of others and compromising or mutual agreement cannot be found, and it’s better to compromise than lose. What I like to say it is a combination of communication and persuasion and negotiation, but it also involves confidence which is an extremely important factor. And if either one of those elements are missing, then you will not be able to influence effectively, you need to be able to communicate productively, it needs to be changing your communication style, depending on personality or profession of a person that you’re communicating with or trying to influence. So whether it’s your employer, or a colleague or a client, the communication style will be different now. And an influencing it’s also about, you know, convincing someone to get on board and to gain that approval support from your team or employer on your suggested ideas. So ultimately, what you’re looking for from influencing someone is their backup. And, as I mentioned, before, communication and persuasion and negotiation, they all work hand in hand with confidence, you need to believe in yourself, you need to believe in your skills, you need to believe in your ability and your ability to influence and persuade. And, you know, that comes with time and practice and experience.

Is there anything else that you’d watch out on that, and any other techniques that we produce? 

I mean, there are several techniques that that, you know, graduates can use in the workplace, when it comes to influencing. The first one that comes into my mind is, you know, know your audience, know the people you work with, or the people you work for. So, you know, all of you who joined today, at some stage, you will be working with people that have different personalities, different level of experience, different needs, different roles, get to know them, don’t be afraid to flex your communication style, as I said, previously, when dealing with people from or, or employees from different backgrounds. Identify who you will be reporting to, and how much influence they have on the decision that company or team makes, you know, and, and really, you know, invest the time and getting to know people that you’re trying to influence and build those relationships, you know, you need to build the relationship to show how ambitious you are, and, you know, and to, to build your own personal brand that will distinguish you from the others. And, you know, if you show that you’re ambitious, that you can, then then you get noticed, people will remember you. And another technique, you know, build trust, which is also linked to know your audience. So, generally, people like to be a nurturing environment to know, but those who listen and show compassion and concern, that’s how you become trustworthy, you know, when you show that care and support to someone, you know, build upon that trust and build on the trust with your employer, by delivering work on time meeting deadlines, you know, go over, going over and above what’s expected from you, and, you know, volunteer to take extra workload if your capacity allows. And I suppose another one is, demonstrate your credibility, you know, you want to, you want to establish your reputation and prove that you’re reliable. And you know, by showing that you’re credible to your claim that you’re working with, or your employer or your client, you know, that helps to persuade them to agree with what you’re saying. And that can be achieved by, you know, being one of the strongest performers or top performers. And showing constant improvement and your quality of work and working well under pressure and, and even being accountable for your own mistakes. You know, if you made a mistake, raise your hand. Admit it, you know, don’t hide it. Don’t. Don’t defend it. Don’t blame it on someone else. Yeah, I mean, that will show that you have that sense of responsibility and credibility.

So what kind of skills do you need to put together to provide like a good case study in person or even in writing?

Well, you need to research you need to prepare, and you need to practice and, you know, communicate in a concise and clear manner. And whether it’s on paper or in person. And it’s important that your audience understands what you’re trying to say. And that you put your point across effectively. And, you know, you need to, if you if you’re presenting your case in person, think about your tone, you know, assess your audience to tailor your tone. So whether it’s a formal tone that should be using or more casual, but always remain professional. And that’s, that’s extremely important. And no, you’re topping inside out, you know, you don’t want to get stuck, especially the asked questions, and just spent about, you know, what is the purpose of that case? What is the goal here? And what do you want people to take away from that case?

Communication is extremely important. And being able to communicate effectively is essential for business. And it’s a foundation of influencing skills that I have touched on previously. And it’s also the basis for leadership and teamwork. And so it’s, you know, when you think about, you know, by communicating effectively, what that means is, you know, thinking about the content of what you’re going to say, or the content of a speech or presentation that you’re going to deliver, you know, sometimes less is more. And you know, how you present yourself when communicating, being able to answer the questions, as well as, ask good questions. You know, that’s, that’s a skill in itself. And, you know, when we talk about appealing to the head and to the heart, that for me goes back, you know, to know your audience. And if you know, your audience, and you can assess, then you can tailor your communication style, and you can tailor your tone. But you can also tailor the content of what you’re going to say as well.

What are some of the interview questions that kind of assess your influence and skills and your persuasiveness?

If an employer wants to assess your influencing skills of persuasiveness, they will most likely ask you a scenario based question. Okay. They would start with, give me an example of or tell me about that something or how you would approach certain situation. So, you know, an example can be, you know, you might be asked, tell me about the time you had to communicate effectively? Well, tell me about the time you had to change your communication style for different audience. So here, think about, maybe you delivered a presentation as part of the coursework that received the great feedback, or maybe you handled a social media account or, you know, for university or social. Yeah, that received lots of followers and became very popular, both very good examples to use, and, you know, for graduates. And you might be asked, you know, tell me about the time you worked with a difficult person. And, you know, here an employer would want to know if you have communication skills, you know, did you flex your style? What tone did you use when you talk with a difficult person? And, you know, did you confront that person over his or her behaviour? Another question you might be asked is, you know, tell me about the time, you know, you have persuaded someone to do something that, that, that they didn’t want to do. If you and that you both, you know, think about it being a part time job, and you convince your colleague to stay in the company, even though he or she received another job offer, you know, or maybe you don’t have a job, you know, if you, perhaps you convinced a person in your class, to join a charity event or similar initiative by university? Also, you know, a very good example to use for that question. And another question that, that is, a great question to ask is, tell me about the time you had an argument or disagreement with your teammate? So, this is a great question to ask by employers, because what they will be looking from your answer is that you have communication skills, that you work in a team. And, also, if you have problem solving skills, because, you know, if you had an argument, they’ll need to know how that ended as well.

What are ways that we could develop our skills then?

I mean, there are, there are the best way to develop and influencing skills or getting involved in various group activities, project work, or find a part time job that both involves client facing or customer facing. You need to get involved in the in the group activity because, you know, you, you could you can’t influence someone, if you’re not a part of the team, you know, at the same time, you can, you have a great insight in how others lead in the team, or you know, or what sort of ideas they have, you know, or ways that they use to influence someone and in the team that you pour it off. And, I mean, public speaking is a great way to develop influencing skills, you know, it will improve your confidence, it will improve your communication skills, and it will also help, you know, ways of different ways of interacting with audience Yes. Also, in university debates, I don’t know if you still have them in Queens, but university that is, is a great way to also develop influencing skills. And, you know, you don’t need to participate if you don’t want to, but simply by, you know, by watching the debate, you can have great insight. You know, as I mentioned previously, watching how others lead and how others communicate with the audience.

How do we develop then leadership potential? And how do recruiters assess leadership potential?

It’s a good question. And, you know, some people are natural leaders. But everyone can develop a necessary skill set. To become a leader, a great way to develop leadership potential is by taking on more responsibility. So volunteering to take an extra workload at work, if your capacity allows, but not taking any more than you can handle. And you need to go over and above than what’s described in your job description if you want to grow and progress. Don’t be afraid to step out of your comfort zone. Yes, and honestly, this is one of the best ways to learn something new. And it will certainly help to develop your personal brand and get noticed by people. And, you know, seek opportunities that allow you to develop leadership potential. Yeah, keep on top of university updates, to see if there are any project work going on, that you can take part in. So for example, maybe you can be a mentor, or maybe you know, you can get involved in the induction week, welcoming new students, or even coaching a sports team, you know, and equally important, and, you know, offer your encouragement and your guidance to people that you coach or people you work with, or even students in your class because leadership can be practised anywhere, as long as you keep learning.

Could you name a couple of leadership skills and qualities? 

These are so consistent, so many skills or qualities, you know, and the list goes on and on and on. But and some of them are you know, they should, you know you need to be ambitious, that’s your goal and focus on problem solving and organisation need to be organised, and keep the track and track the progress of work. And make sure to communicate that beats with the team, company client or to one another one is delegation. It’s very important, you know, you can’t do everything yourself, you need to learn how to delegate. You don’t delegate you for you to bring yourself up, but you delegate, you know, facilitate the workflow and help others in the team to grow and progress by allocating them the responsibility and showing that trust time management. Be aware of the deadlines. And always think how can I improve turnaround times, and learn prioritise. And once you once you learn how to prioritise, then you prioritise appropriately. 

How would you persuade someone who doesn’t seem interested in a project to get involved with the team?

And well, I mean, you need to first of all, and that’s a very good question. But I think I touched on this a little bit as well. Whatever I talked about, know your audience. So you know, if someone is reluctant to join the project team, then you encourage them to do so. You know, if you know that person and what they’re looking for their goals and why they’re not interested in the project. Try to find Is there something in the project that you can you can use to encourage them to join. So for example, maybe the project, create some opportunities that later can lead to better things or promotion or a payrise. You know, and you need to know once. First of all you need to know the project, what is the project, what the project entails? What are the skills that you can gain while I’m working on that project. And then knowing what the person is looking for, if he say no to that opportunity, while he or she is saying no, you know, what, what, what different? You know, what are they looking for exactly? And then, and then just find them, just find, you know, something that attracts them. So find something that would say, oh, by the way, you know, these are the skills that you will learn in the project. And by the way, do you know, did you know that, you know, people do well, then they get promoted to certain level or they moved to Fairfax?

So how do you strike a balance between influencing and forcing your opinion? 

Yeah, it is a good one. And so yes, as I said, influencing is persuading or convincing someone to do something, but without forcing them to do. Compromise was what you mentioned was not, yeah, so there’s a fine line, you know, you have to, you know, at some stage, you won’t be able to convince someone, or you won’t be able to persuade someone, but you have to find a compromise. And so rather than walking away from it, you’ll have to find a compromise. But I think there is a fine balance between forcing people to do something, rather than influencing. And it’s always thing professional, you know, and using the skills that that I mentioned today, earlier today, to, you know, speak professional, knowing your tone, knowing what tone do you use, you know, again, if you speak with your colleague, and the and your employer, you’ll use a different sort of tone. So you know, it’d be forcing someone your opinion, then your tone will change, if you’re trying to influence someone with the opinion with the communication style that suits a person. And then that’s not forcing, that’s talking. That’s a discussion that that leads to convincing or persuasion. So it’s the tone and assess the person who you’re talking with. And, and if you’re stuck, then try to see if there is a middle ground or a compromise that you can both come up with.

Interested in working for FinTrU? Rewatch our recent @QUBCareers Instagram Live sessions featuring FinTrU and browse their current opportunities on theGradfest2021 site.

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Categories
Employer Engagement Employer events Employer Panels Employers EY Graduate recruitment Interviews Skills Strengths-based interviews Uncategorised Virtual recruitment

How to Succeed in Strengths-Based Recruitment

Sarah McKeag, Associate Director for Talent Attraction and Acquisition at EY Belfast

Sarah McKeag, Associate Director for Talent Attraction and Acquisition at EY Belfast talks skills-based recruitment and how it differs from the traditional recruitment process.

About EY

EY are one of the big four professional services firms. We have about 550 staff in Belfast at present and 18,000 staff in 21 offices across the UK. We are traditionally known for bringing staff into their chartered accountancy-based exams, be that an audit business or tax business. We have a large consulting business in Belfast and we bring in students now down different routes, through data analytics, project management, contract and procurement management – so there is a wide opportunity for students at all levels within EY. We are a global organisation in 150 companies worldwide. So, the opportunity for students to move and to travel and gain that vast exposure is there, right on their doorstep in Belfast.

Strengths-based recruitment at EY

We have stepped away from traditional [recruitment] routes, we did this about 10 years ago and we work with an organisation called the Centre For Applied Psychology. They have helped us develop this strength-based recruitment process to assess potential in students. So that is the main difference in strength-based recruitment: we’re not looking for the students to have had work experience or experience in a range of things, we’re looking for the potential they have to become leaders in our business and to become successful in our business.

We review our process every couple of years. We review the strengths we use, the frameworks, to make sure that they are aligned to the people who are performing the highest in our business and then this helps assess this potential in the students coming in. So, if we think about what other employers use, they typically use a competency-based approach and the difference between a strength and a competency-based approach is around the energy and enthusiasm – competency can be learnt, whereas a strength is something where you have that natural enthusiasm and energy around doing. It is something you do well and you do often and you enjoy doing all that time. We use that across all our student recruitment, from the online assessment centre to the final interview. The majority of the strengths we use for EY are the core strengths from across all of our programmes we operate, but when you get to that final interview, we’ll have more focus strengths for the area you applied for. 

Strengths that EY recruit against 

These are the core strengths that we would measure:

Accountable

Agile

Adaptable 

Analytical 

Curious

In the know

Number Savvy

Resilient

Strong Communicator

Team Player

We are not looking for students to have done reams of work experience, we will give them a situation or a task and we will ask them how they would approach that, how they would feel about that, we may give them a number of tasks and ask them to choose their preferred 5 or we may give them a group activity and ask them to evaluate on how they have done in that activity and what they would do differently next time. We want them to have these strengths in their mind, when they are going through our process and think about how would I deal with the situation, what would I rely on to do that?

Curious

For example, if we look at the strength curious, we are looking for people that are always challenging and asking why they are doing something, they are looking for new ways to do something and challenge how something works or what’s driving a change in analytics they see so it is that curious, finding out what’s happening and what’s coming next. 

Adaptable and resilience

I think at the moment adaptable and resilience are particularly important. That’s been huge for the students we have brought on in the past 6 months. But equally for the students that are coming towards their last year in university or starting university in a different way than they had ever envisioned themselves. How can they make the most of the circumstances they are in at the moment? Things are frequently changing so there needs to be a level of resilience so they can manage that change process. So that they don’t get change fatigue, so they can have coping mechanisms for stress management, they know when they are stressed and how to deal with that. 

Number savvy

The number savvy one is not looking for someone that has done further maths or additional maths, however we are a number business and whether that be in data analytics or it be in our audit business, you will be given large volumes or data, sometimes numerical, and you will need to be comfortable working with that. People have to have a level of comfort around that, and understand what drives business or what drives our customers businesses as well. 

Team Player

The team player one, we will assess on our EY experience day in our new virtual assessment. This is a really good way at seeing everyone’s energy and how they interact withing a group. In our business you will work in teams and they can be small teams up to very large teams. So you need to have an understanding of how to integrate into a team, what roles you tend to take on, what your strengths are. You do not need to be the leader of that group, quite often you just need to be the person who focusses that group or remembers to bring the group back to a certain point or build on someone else’s idea. We are not looking for the person who talks the most or loudest, but the person who brings the most value to the group, this may be bringing in people who are more quiet in the group or bringing a focus back to the task at hand. We also need those people who start the group off, who get everyone focussed on the task.

Prepping for a virtual strengths-based interview

Make sure your technology works

Make sure you’re comfortable to come on camera

Don’t forget you can blur your background in video’s if it makes you feel more comfortable

We want to see your face and your interaction

Virtual interviews are different from face to face as that rapport takes a bit longer to build up, however our assessors are very comfortable coming on to the camera

Make sure your WIFI is as strong as it can be

Make sure you will not get interrupted

Make sure you do all your prep work before hand

Identify your strengths

For identifying their strengths, particularly before the final interview stage, and you’re thinking about the job that you are going in to, quite often it quite difficult to identify your own strengths but if you think about your energy level – something you do well, you do often and you enjoy doing. It might not be the first thing on your list as you know you can do it in 5 minutes, it could be the thing you treat yourself to or the thing you do first because you know you can do it in 5 minutes. It will be the thing your friends always ask you to do, it will be the role you always find yourself in in any camp or society – so if you’re really good with numbers, you’ll find yourself with the treasurer, if you’re very analytical, people will come to you with their problems to find a solution. The things your friends say you never shut up about as well or something you can talk about for ages.

We will give you a situation or tell you a bit about the area you applied to, a bit about the strengths that they look for and then we will ask you about the situation and what you would find yourself doing if you were in that situation.

In our final interview stages, there is a short presentation which we ask the candidates to do and that should be your opportunity to do a little bit of research around EY and that line of service you have applied for. The final thing would be around motivation. You will be interviewed by a partner or director, who is an owner of our business, and they will want to know why you wanted to apply to EY, why you have applied to that particular area, as that is the part they own. It is really your opportunity to show the research you have done into the business and into the pathway you have applied for. There is plenty of information on our website. 

What is a good question for a candidate to ask at the end of the interview?

I personally think you should always ask a question at the end of an interview. You should by that stage, have built up a rapport with the interviewer, the questions I would tell you to absolutely avoid would be around salary and benefits, as this information is all on our website. There is plenty of time to ask the recruitment team prior to the final interview. 

Our interviewers have typically been in the business for a number of years and have had a number of interesting career paths to that point. Questions I would focus on at the end of the interview would be around what is the best client they have worked on, what has been the most challenging client they have worked on, what has been their career path to date or what has been their most interesting role in the organisation. There’s lots of questions related to the company they can ask us. A lot of questions we are being asked at the moment are about the returns to the office and how we engaged with our teams remotely and what were the biggest challenges. The partners are really open to hear from new graduates about what would work and what they would need to see coming into the business and they are keen to know what they can do.

A question at the end of the interview is an opportunity for the candidate to get a view on if they see themself working for this person? Do they want to work on their team? Do they inspire them as a leader? That is what they should be thinking about shaping their questions around if I was coming in. 

I found that it was because of the people who interviewed me that made me join, we built a rapport, we had a good chat and we quite often get feed back that our interviews don’t feel very formal and they turn out as more of a chat. When I got the offer, I made the decision because I really enjoyed the people from the company. 

For students, you need to think about what you need to know to be on that team and what else you need to know about the leader of that team you will be joining. 

To find out more about careers at EY, apply for the Discover EY programme by Nov 30.

Categories
Humour Interviews Virtual recruitment

“I accidentally did a virtual job interview in a towel”

One Queen’s alumna (who shall remain nameless for obvious reasons) reveals the mistake she made during a recent virtual interview.

“I was due to sit an automated virtual job interview with a big company. I got a shower, washed my hair and wrapped a towel around my wet hair while I did my make-up. With my dressing gown on and the towel still wrapped around my head, I thought I’d jump online and complete the mock interview the company had sent me in preparation for the interview proper. My intention was to dry my hair and get dressed into my interview outfit after completing the mock.

What I didn’t realise was that the mock interview automatically sent you in to the live recording of your actual virtual interview straight afterwards.

“I had no choice but to see it through and attempt to answer the interview questions on camera wearing my dressing gown and a towel on my head!

“It was mortifying to say the least. And no, I didn’t get the job!”

For top tips on doing virtual recruitment the right way read this next:

Categories
Alumni Employers Finance Graduate recruitment Graduate Recruitment and Placement Fair Graduate success graduate training schemes Law Virtual recruitment

My Virtual Recruitment Success Secrets

Queen’s Law graduate Norma Taggart just secured a graduate position as a legal analyst with FinTrU Belfast after a rigorous virtual recruitment process. Here is how she did it.

Norma Taggart

The COVID-19 pandemic has significantly affected the recruitment process as employers are forced to shift away from in-person interviews to online recruitment methods. Many businesses have had to quickly become accustomed to online recruiting by using video software and telephone interviews instead of the traditional styles of interviewing. This new approach to recruitment can be daunting to a student or graduate who has not been exposed to this process before. 

However, if the idea of online recruitment intimidates you, I recommend viewing it as an opportunity to upskill rather than as a challenge. By going through the online recruitment process, I have learned how to use numerous video call software, such as Zoom and Bluejeans and have developed my ability to adapt to a changing work environment. As the world becomes more tech savvy and firms are transitioning to remote working, these technological skills will become highly sought after. Students and graduates that have a proficiency in software such as these will stand apart from the crowd.  

I gained first-hand insight into this process as I have recently secured a graduate position as a legal analyst with FinTrU Belfast after completing their 6-week FinTrU Legal Academy. FinTrU is a multi-award winning financial services company that gives local talent the opportunity to work on a global stage with the largest international investment banks. The company conducted three stages of recruitment in order to fill the positions, thus I went through virtual recruitment as opposed to the traditional recruitment process. Although it was a daunting idea at first, I have learned valuable tips and tricks to nail a video interview and get the job. 

How to Get the Interview and Succeed 

The first step in succeeding in the virtual recruitment process is to utilise the Queen’s Careers team. The Careers Department have been an invaluable resource in preparing me for both recruitment and the world of work. The Careers Team support students and graduates with all aspects of career planning and decision making. They offer practical, tailored advice for every step of your career journey. My advice is to seek their help long before you need to start applying for internships, graduate jobs or placement. 

I was fortunate enough to work as a student assistant in the Student Guidance Centre where I witnessed first-hand the amount of work that goes towards helping students get ready for the world of work. I took part in CV workshops and one-to-one CV sessions with experienced Career Consultants where I was able to tailor my CV to the industry I was applying to. Your CV is the first impression you make to an employer; therefore, it is important it is up to date and well laid out. 

The Graduate and Placement Fairs organised by Queen’s Careers Team are an excellent source of information for students and graduates. I recommend going to as many as you can throughout your time at Queen’s as they give you insight into both the industries you are interested in and the ones you are not. For example, I did an undergraduate degree in Law which often has a very traditional career path associated with it. The Graduate Fair, alongside employer panels, insight days and employer presentations organised by the Careers team, allowed me to become more open-minded to different career routes available and develop my skill set beyond strictly legal skills. Therefore, when the opportunity arose for me to apply for a career in the financial services sector, I knew I was capable of adapting and succeeding as an analyst.

MyFuture also can act as a vital tool in your job search as it is constantly updated with new opportunities and it is where you can book Career Consultations with experienced members of the Careers Team. Participating in different employability programmes and events will make you more of a well-rounded candidate and show employers that you are not afraid to go outside your comfort zone. The Careers Team are there to help you in every stage of your job hunt, therefore I recommend taking advantage of their help as soon as possible. 

Tips for Virtual Recruitment 

The virtual recruitment process for the FinTrU Legal Academy consisted of an online application where you expressed why you want to work in the financial services sector and for FinTrU specifically. The second round of the recruitment was a telephone call and the final round was a video interview conducted over a software called Bluejeans.

I had never done a live video or telephone interview before. It was daunting as it is difficult to convey the same enthusiasm over a phone or webcam than when you meet the recruiter in person. Technology can also be temperamental so I was aware that a lot could go wrong. To combat these concerns, my top tip for the next student taking part in virtual recruitment is to be prepared. The more prepared you are, the less stressed you will be and the more you can focus on the task at hand. 

In preparation for the interview, get familiar with the job description and the specific skills they are looking for in a successful candidate. You can familiarise yourself with the company and its employees by attending graduate fairs, industry insight days and employer panels. Using the STAR method, identify times throughout your career where you have used or developed the skills in the job description. This will show the interviewer that you have a number of transferable skills that will benefit their company if you were to get the job. 

On the day of the interview, log onto the software early to download it and test your internet connection. Confirm that your camera and microphone are working as soon as you agree to the interview. I made the mistake of waiting until it was time for the interview to click the link to join. I then had to download the software which made me stressed before the interview even began. The more you do to mitigate stress before the interview, the more comfortable you will feel. 

Set up a space in your house where you will not be disturbed and ensure that the lighting is appropriate. If the interview begins and you realise that they cannot see you properly, this will put you on edge and you will lose your concentration on answering questions. If you are in a well-lit area without distractions, it will also show the hiring manager that you are professional and taking the interview seriously. 

You should not memorise answers to questions as this will come across impersonal and rehearsed. One of the benefits of a virtual interview is that it allows you to have your CV and notes beside you. Utilise this to your advantage and have your preparation close by. Employers will go through your CV in depth so make sure you have it nearby so that you can reference it in answers. 

Do not forget to dress to impress. Even though the interview is being conducted online, employers still expect you to look presentable and interview ready. This is good practice for when you get the job as clients and senior management will expect the same level of professionalism when you are working alongside them, whether that is online or in person. 

One obstacle associated with virtual recruitment is that it can feel impersonal. It is difficult to express your enthusiasm for the job when it is over a webcam. You cannot shake the interviewer’s hand over a webcam; therefore, it is essential that you monitor your body language. It is important to sit up straight and look into the camera when speaking and not at the screen. Ask a friend or family member to run through possible questions with you over a Zoom call so that you can get feedback on both your answers and the impression you make with your body language. 

Know your chosen employer inside out and stay up to date with the industry. I attended numerous employer panels where I was given the opportunity to ask questions about the world of work and the skill sets needed to succeed. I was told to stay informed with the industry I want to go into by reading the news, following relevant outlets on LinkedIn and keeping an eye on exciting developments in the area I was looking to qualify in. By doing this, you can display your enthusiasm for the industry by asking the interviewer relevant and informed questions. 

Join Norma at the Graduate Recruitment and Placement Fair on 22 Oct for more top tips.

Register here: https://virtualcareersfairs.qub.ac.uk/events

 

Categories
Deloitte Employer events Employers Events EY Graduate recruitment Graduate Recruitment and Placement Fair PwC Skills Virtual recruitment

Four Cool Things happening in Graduate Recruitment Right Now

The graduate job market looks a little different this year, but the era of remote working has paved the way for tech advances in the way companies recruit students. For starters, Queen’s Graduate Recruitment and Placement Fair is going digital this year allowing you to browse employers’ virtual stalls, watch company videos and find out what it might be like to work at a particular company – all from your laptop. Here, some recruiting companies who have flexed the way they recruit to meet the challenges of virtual recruiting.

1.Employer-led online skills sessions

Accessing training with experts from top companies is just a click of a button away. Take Deloitte who are running skills sessions online throughout Autumn. Available to watch live or on demand, topics covered include building confidence, research and communication – all skills that will stand you in good stead in the future.

Get more information and register via our events page

2.Immersive company experiences

The digital world allows you to get under the skin of a company and get a feel for what it’s really like to work there. Take EY – they are running a Build Your EY Experience Week from 5-9 October. With a live welcome address from their partners, the week promises insight into the people, clients and culture that make the company unique.

Get more information and register via our events page

3.Virtual recruitment ‘parks’

Imagine creating a virtual avatar that can virtually walk around a company, meet the people who work there and take part in events. Sounds like the stuff of a sci-fi movie but PwC’s Virtual Park allows you to do just that.

Discover more information and register.

4.Live chats with employers 

There are more opportunities than ever to live chat potential bosses. At Queen’s Graduate Recruitment and Placement Fair, employers can filter candidates by their student profiles and invite candidates with the skills they are looking for into a live chat or video call. Make sure you stand out by completing your online profile in as much detail as possible.

Register now via Graduateland.