March 18, 2025 • 39 mins
Mastering the interview process is essential in today's competitive job market—whether you're actively searching or not! With companies restructuring and opportunities constantly shifting, being "interview ready" (not just "resume ready") is the key to staying in demand.
In this episode, you’ll learn how to:
✅ Stay interview-ready even when you're comfortable in your current role
✅ Apply for jobs regularly to sharpen your skills and assess your market value
✅ Ask game-changing questions that impress interviewers
✅ Use the IMPACT model (a powerful alternative to STAR) for behavioral questions
✅ Hook interviewers instantly by leading with your results
✅ Stand out with video thank-you notes via Loom
✅ Develop a post-interview routine to combat anxiety and self-doubt
✅ Focus on your unique value—not just competing with others
Whether you're job hunting now or just preparing for the future, these strategies will keep you ahead of the curve!
Here's a FREE Interview Guide: https://www.balangize.com/freeinterviewguide
Connect with with LaShaunique:
💼 LinkedIn: https://www.linkedin.com/in/plummerl/
🎙️ Podcast: Balangize: Radically Own Your Career
🔔 Email: lashaunique@balangize.com
🌐 Website: balangize.com
🔔 Subscribe for more tips on workplace survival and career success!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey and welcome back to the Transparent Nature
podcast, where we bring realconversations to help you
navigate your career andworkplace challenges.
It's your host, prince Tate,and I'm so glad that you are
here.
If you've been enjoying theshow, please subscribe and
follow us, share with a friendand leave us a review.
(00:24):
It helps us to continue tobring you content that supports
your career and workplacesuccess.
Today's episode is all aboutinterviewing like a pro in 2025
and how you can stand out inthis very competitive market.
We've got an incredible guestlined up for you, so let's dive
(00:48):
right in.
My guest today is LashaniquePlummer, a certified HR
professional and global businesspartner who's passionate about
helping professionals pivot intosuccessful HR careers within
(01:12):
just 90 days.
She's also the host of her ownpodcast called the HR Pivot
Podcast, where she empowersaspiring and current HR leaders
with strategic career andleadership development insights.
Lashonique, welcome to thepodcast.
How are you?
Speaker 2 (01:33):
Oh, thrilled to be here.
Thank you so much, friends, forthat amazing introduction.
Thank you.
Speaker 1 (01:38):
Hey, hey, it's your introduction, so I gotta make it
a splash right, yourintroduction, so I gotta make it
.
I gotta make it a splash right.
So, lashonique, tell us umsomething fun or interesting.
Speaker 2 (01:54):
Uh, about you?
Yeah I, right now, one of thethings that occupies a lot of my
time is just being a boy auntie.
I have three, three littlenephews.
Speaker 1 (02:03):
Oh, that's awesome.
Speaker 2 (02:06):
Yeah, I got a six-year-old and a six-month-old
and a three-month-old, so I'mreally basking in all of that
excitement.
Speaker 1 (02:15):
Man, that is awesome.
That is awesome.
I can't begin to count theamount of nieces and nephews I
have.
Wow, the amount of nieces andnephews I have.
Believe it or not, I have 10brothers and sisters.
I think about four of themdon't have kids, but everybody
else has kids.
(02:36):
I am a twin.
Just in case, if you didn'tknow that, I have a twin sister
and she just had another babygirl.
So I have another niece intothe family and she was born on
(02:57):
Valentine's Day.
So it was just a sweet moment.
Yeah, it was such a sweetmoment to experience that on
Valentine's Day.
So, hey, I know we have a lotof boys in the family, so it's
not that often we get a girl,but thank you for sharing that
(03:18):
and allowing our listeners toget to know you a little more.
So let's dive in.
We're talking aboutinterviewing and really how to
stand out in 2025 as you go toyour interview.
So I want to start off withthis simple question when should
candidates start preparing fortheir interviews and what are
(03:42):
the first steps they should take?
Should they wait to get a callor should they start practicing
when they decide that, hey, Iwant to pivot, or I want to get
a new job.
Speaker 2 (03:57):
I love that you asked this question for a couple of
reasons, because I think thatthis market is very interesting
and I did a podcast a while agoon my predictions for 2025.
And more and more companies aregoing to be merging and doing
acquisitions and there's a lotof change as a result.
(04:19):
That means a couple of thingsthere's going to be a lot of
more people impacted by those,meaning you will be without
unfortunately, without somethingright, and then, on top of that
, that also means changing yourrole, so you may not like your
role right and so you might wantto change.
So there's just a lot, a lotthere.
(04:42):
And then also, you know, peopleare pivoting more now than ever
because COVID tired us out.
Let's be honest, no matter whatrole you're in, you're looking.
A lot of people are looking forsomething, something different,
and so what I, what I thinkabout that?
You know.
I actually just sent out anemail about this?
Speaker 1 (04:57):
You shouldn't just be resume ready, you need to be
interview ready in 2025.
Speaker 2 (05:01):
That's good.
When you ask that question, I'mlike you should be starting now
, before you have decided apivot, just keeping your
interview skills sharp Becausefor so many reasons outside and
I don't like to be like adoomsday person I'm not saying
like you know, always feel likeyou got to be on alert, like I'm
not saying it in that way, butadvocating for yourself and for
(05:23):
your skills and for money andfor pay.
That should not be somethingthat you're only doing when you
know you're in fight or flightmode because you were let go or
because you need something else,or because you're burned out or
because of some other reasonthat is putting you in that, in
that situation, and so the shortanswer is do it now, even
(05:44):
before you want a job Like don't, because you never know when
another opportunity at your ownorganization might pop up as
well, so stay sharp stay strong,stay ready.
Speaker 1 (05:54):
Yeah, yeah, you know it's so unfortunate because,
especially in today's market,almost every week, if not every
other week, an organization isletting people go.
We're seeing a lot of changes,not just in the private sector,
(06:14):
but even in the public sectorand with government, right, and
you know, I think, that for alot of individuals, they are not
prepared to start interviewingagain, right?
So the key thing that you saidis start now.
Start now.
(06:35):
Let me ask you this questionwhat about those individuals
that feel comfortable in theirrole and they're like you know
what?
This is my retirement job.
I'm going to be here seven moreyears.
You know I'm not going anywhere.
What would be your thoughts onhow they can prepare themselves,
(06:56):
especially when there areheadhunters looking for
candidates and, you know, maybethey're not looking to leave,
but it may be a greatopportunity for them to either
grow in their career or againpivot into another field or
another career where they canmake more money or even make a
(07:18):
larger impact in what they'redoing?
What would be your suggestionfor those individuals?
Speaker 2 (07:24):
Yeah.
So I mean the thing that stuckout the most when you say you
know people who are comfortable,the people that are most
comfortable in their roles andtheir industries.
They've been in their same rolefor a decade.
You know they want to retirewith their company, they feel
very loyal, they've had greatmanagers and great mentors and
they love their colleagues andall the wonderful things.
(07:46):
Those are the people that arerocked the most when a change
comes right.
That is not in their control.
So if you want to have controlover your next move, next move,
(08:12):
then be comfortable, be grateful, feel good in what you do,
right now and be prepared forwhat is possible for you?
Right, dream, dream of somethingelse Like what.
Just ask yourself the questionIf I let, if I needed to leave
tomorrow for any reason?
For any reason, if I need toleave tomorrow, what would that
look like?
Would I be ready?
What skills should I be workingon and what can I do in the
next 30 days?
Right, so I would.
I would challenge you to um,enjoy that comfort, be grateful,
(08:37):
but also prepare yourselfprepare yourself, man.
Speaker 1 (08:41):
That's awesome and awesome and that's some really
great advice Again, especiallyas we talk about the market and
what we're seeing in 2025, youjust don't know if you'll be
next.
I like to say, on the choppingblock.
So, being ready and beingprepared.
Speaker 2 (09:02):
Yeah, totally ready and being prepared.
Yeah, totally.
And I just again my predictionand say I want to sit.
When I said it on my podcastand I was like there's going to
be more mergers and acquisitions, I didn't think it was even
going to be at this level LikeI'm.
Literally every week one newperson is reaching out to me
saying my company just merged mycompany.
They're saying they're not sure.
Right Again, not trying to comefrom a news, it's just business
(09:25):
.
It's business cycles like yeah.
And I want to come from thataspect Like, our careers are
important and you know, theybring us purpose and they bring
us joy, and there's also thistransactional piece to careers
that we have to mentally braceourselves for in 2025.
Speaker 1 (09:42):
Yeah, I want to share this tip that one of my mentors
gave me a few years ago, and hedid this and I believe he still
does it today.
Okay, he told me.
He said you know what, I'malways ready.
And I said what do you mean bythat?
And he told me he said I'mapplying for a job at least once
(10:05):
a week.
And I said well, why?
I mean why?
Because for me, applying for ajob and getting ready to
interview and getting yourresume, for me it's a lot of
energy right and doing all ofthat.
It's something that you youcan't just do it all in one
(10:25):
setting right and being prepared, but he shared with me.
He said, yeah, I apply for ajob at least once a week, um,
and maybe get an interview atleast um once a month, and he
actually follows through on thatinterview.
And he told me this, though hesaid there may be a lot of other
(10:49):
opportunities that are betterthan what you're working in.
You may not want to move justyet, but what you can always do
is utilize let's just say theymake you an offer.
You can utilize that tonegotiate your promotion or pay
raise in your current role.
And so that's just a little tipthat I want to pay it forward
(11:13):
and just share with others.
Now, have I done that?
No, Now have I done that?
No, just because for me ittakes a lot of energy
interviewing and preparing, andI'm just saying it's a lot of
energy for me, and I don'tunderstand how people interview
every other week and it's justlike you know, it's just another
(11:36):
day.
Speaker 2 (11:38):
Well, you know why.
You know why, if you probablyand everybody's different right,
I'm sure there's other factors,but probably one factor why it
feels like a lot, princess,because you don't do it often.
If you did anything once amonth, it's definitely gonna
feel better than doing it onceevery two to three years, for
sure.
Speaker 1 (11:57):
So yeah, there's just definitely a lot.
Speaker 2 (11:59):
That's like great advice.
I've heard it before, but Ihaven't you know, nobody has
said it said it said it recentlyand there's a lot of great
things about doing that.
You learn about differentopportunities.
You learn about your value inthe marketplace you learn about
um you always, and it's just.
It's a form of safety foryourself too, knowing like I can
(12:19):
go interview next month and geta job you know, versus now.
I got to prepare for aninterview.
Speaker 1 (12:28):
Yeah, yeah, well.
Well, let me ask you this evenfor those individuals that are
looking for another position orlooking to grow in their career
what are some common mistakesthat candidates often make
during the interview process?
(12:48):
And these are for individualsthat you know the recruiter have
given them a call, a phonescreening, and they are ready to
interview.
What are some common mistakesthat they often make and how can
they avoid them going into theinterview?
Speaker 2 (13:06):
Yeah.
So if I think about somebodywho has screened with a
recruiter and now they're movingon to that manager and that
panel interview, first offcongratulations.
We love that for you, first andforemost and I say that
jokingly but also first offcelebrating it.
I mean, we get in this like ratrace mode sometimes when it
comes to interviewing and belike dang I, I'm going on to the
(13:28):
second round.
Uh, first celebrate yourself.
So the second thing I would sayis that people don't ask enough
questions in the phone screen.
They don't get a goodunderstanding of the needs of
the organization and the role.
And I know people will say butI asked a lot of questions and
the recruiter doesn't know, andyou know they don't.
(13:50):
They say ask the manager.
Okay, listen, let me tell yousomething.
When you are interviewing, Iwant you to feel like I'm
interviewing them as much asthey're interviewing me.
Maybe that sounds trite, butthat is a true statement and
this is actually.
I see people lose out on offersbecause they are not asking
(14:13):
enough questions.
You're not, you're not comingin with like with the cap of
what do I actually need to knowto see if I actually even want
this job, to tell them how I'mqualified to tell them how I'm
going to change their life Right.
Like you, don't know enoughinformation, and so questions
like, for example, just evenknowing what the org structure
is like knowing how many peopleyou support.
(14:34):
Knowing the client, you know ifit's in HR.
Specifically, what clientgroups are you supporting?
What are the top priorities inthe first 90 days?
You know what are you takingoff your manager's plate?
Right, those are the thingsthat are going to be very
telling what they need from you.
So I think, first and foremost,it's not asking enough questions
.
Throughout the process I had aclient, shanita, and she went to
(14:58):
the interview process.
I was so proud of her.
She was one of the people thatdid not make this mistake and
she got the job.
She asked the manager so manyquestions with with my help, but
, but some of some she did onher own and some some, uh, we,
we brainstormed together becausewe needed it for a presentation
that she was doing and she justwas not afraid to send follow
(15:20):
up email after follow up email.
And it's easy for people to belike I don't want to feel like
I'm bugging them, I don't wantthem to feel like I'm not
qualified.
But let me tell again.
Let me tell you somethingManagers want to know that you
are thoughtful, that you arecurious.
It actually shows them thatyou're thinking through and
really putting in effort.
Now, I'm not saying askquestions for that question's
(15:41):
sake, but if you need to knowcertain information, not being
afraid to ask for it, and youcan politely say to the
recruiter you know.
Thank you so much.
I understand you don't know theanswer to that question.
Thank you so much for evenconsidering the question.
What are some possibilities orlike avenues for me to actually
find out the answer to thatquestion Right and putting it
(16:02):
kind of back in their lap,because at the end of the day
the recruiter's job is to helpand support you.
That's good In that process.
So that would be like two topmistakes.
I would say there's a few otherreally common ones right now,
but those would be the two I'dname right now.
Speaker 1 (16:18):
Yeah, yeah, we often hear that a lot Candidates just
don't ask enough questions.
You know they don't, andsometimes it seems and it could
feel even on the opposite end ofthe table, where, per se, as an
HR professional, I'minterviewing other individuals,
whether that's coming you knowyou're coming or applying for an
(16:42):
HR role, that I just so happento be on the panel, or if I'm
helping operations and I sit onthe panel with them, individuals
just don't ask questions.
For me, just as my opinion, Idon't feel that individuals who
(17:04):
don't ask questions, I don'tfeel like they're not as
invested in that role, or maybenot the role, but the company.
Right, I want someone who cancome in and who is asking a lot
of questions, because that letsme know that you are, that you
just don't want another role oranother job, you know for money
(17:24):
or pay, but you really want tohelp the business.
You really want to find, youknow, ask those hard questions
about the business, aboutoperations, about learning.
You know the key objectives,you know what are your key
objectives for 2025, right,those are things that's going to
help you.
(17:45):
But I'm going to tell you this,though I ask a lot of questions
and if I ever interview, Ialways tell the recruiters, the
hiring manager, whoever, I havea lot of questions, I let them
know in the beginning.
You know I say hey, I got a lotof questions, but I them know
in the beginning.
You know, um, I say hey, I gota lot of questions, but I'm
gonna try to narrow them down,um, to you know, based on your
(18:06):
role or what you may or may not,what you may know, right, um,
and so, uh, out of that I choose.
I have a list of questions, butthen I choose maybe two or
three good questions that I knowthat they are like hmm, that's
a good question, I'm glad youasked, and most of the times
(18:28):
that's their response.
You know, don't ask about thepay, because typically every
recruiter should talk about that.
And now, if they don't talkabout it, then you can ask about
it, because who wouldn't wastetime, right?
Speaker 2 (18:48):
If you don't have a salary range within my ballpark,
then what's the point of useven having a conversation.
Speaker 1 (18:52):
Don't even get me started on salary mistakes,
right.
Speaker 2 (18:53):
Like to your point.
That's another episode.
Well, yeah, a whole otherepisode where people just are
just agreeing to all types ofthings.
Speaker 1 (18:59):
Yeah, go through the whole interview, yeah, go
through the whole interview andrealize, oh, this is not even
close with what I want to make.
So I want to talk a little bitabout, you know, going through
an interview and we often hearabout behavioral questions.
(19:19):
Right, they have behavioralquestions and there's a strategy
to answering those questions,and it's often, we're often
taught to follow the STAR method.
Right, follow the STAR method.
So what I want you to do istell us what is the STAR method,
but you also have your ownmotto that I want you to tell
(19:44):
our listeners, because I thinkthis is going to be really good
for them in answering thosequestions in the interview.
Speaker 2 (19:53):
Yeah, yeah.
So the common framework thatpeople use to answer behavioral
questions is the STAR methodright Situation, task, action,
result.
It's ingrained in us, welearned it in school and all the
things right.
And let me tell you, the STARmethod is fine for a lot of
(20:16):
basic interviews.
If you're coming out of college, if you're going for
internships.
I think it works just fine.
Right, if you need something toget started with Now.
Why I created what I call myimpact model is for so many
reasons.
As somebody who has interviewedhundreds of people in HR, from
(20:38):
field service service engineersall the way to executive
leadership, I was finding thatpeople were leaving out key
pieces of information, but then,at the same time, we were
losing great talent because thepeople interviewing on the other
side you know, as you mentioned, like if you're on an interview
panel, you're in the interviewpanel and I'm one of the HR
(21:00):
business partners on the paneland I'm talking to four or five
other people that were on thepanel with me, and then they
give feedback about why somebodydidn't work.
But then I would ask afollow-up question.
But did we ask the question orask a follow-up question?
To understand?
that particular skill or thingthat you're talking about.
So I was also realizing thatthis might sound bad.
(21:23):
Okay, but bad interviewers,because that is not something
that we're teaching.
A lot Interviewers were keepingpeople back from positions that
they were qualified Wow.
Speaker 1 (21:33):
Wow.
Speaker 2 (21:34):
And so I was like there's a better way, and I know
for me.
I asked a lot of follow upquestions because I want to know
the details of what you'retelling me and I know people are
anxious and they're excited andthere's just so many things
keeping them.
You're telling me and I knowpeople are anxious and they're
excited and there's just so manythings keeping them back from
telling me it.
So I give people the benefit ofthe doubt, but a lot, of, a lot
of interviewers will not dothat, because they're just not
(21:55):
trained to do that, or in theirminds or they're not even
thinking subconsciously thatthat's what they're doing, and
so that's why I created theimpact model, and I also found
it very beneficial and importantfor people who are pivoting,
because if you're pivoting, youhave to work probably 10 times
as harder as someone else.
Speaker 1 (22:14):
That's true.
Speaker 2 (22:15):
Because you have to explain how your transferable
skills and you have to sellyourself, and so this is
literally the formula on how yousell your transferable skills
as somebody who's pivoting.
So that's why I actuallycreated the impact model.
Speaker 1 (22:30):
So dive into the impact model.
What does it stand for and howcan our listeners utilize this
impact model in their interviews?
Speaker 2 (22:40):
So impact, just like the STAR method, right.
So first I is starting withimpact and I'll go through each
one, but first impact M ismetrics, p breaks out into four.
So problem that you weresolving, people that you
partnered with, process that youput in place and position that
you held.
And then C is challenge, achallenge that you overcame.
(23:03):
And then T tie it back.
So tie it back to the company,the industry or the role.
Okay and so and it sounds likea lot, but just like the start
method, all you got to do is gothrough the prompts or write it
out.
I'm telling you once my clientsthey practice with just five
examples.
They are pros, right?
It's almost like how you do apresentation for the first time
(23:25):
you go through the impact modeland you're able to nail it.
Right, it's almost like how youdo a presentation for the first
time you go through the impactmodel and you're able to nail it
right, you get more comfortableas you practice.
So first impact.
So the reason I have you startwith impact, because the STAR
method right has you do theresult at the end we don't do it
like that anymore.
The impact is the result at thebeginning.
What?
Speaker 1 (23:43):
was the impact before the result in the beginning.
Speaker 2 (23:46):
What was the tangible thing or outcome?
Because we have beentiktokified.
Okay, people start with one,right?
How do you?
You want to hook the personfrom the beginning, okay.
So, for example, I'll give youan example, and this is one of
the ones that that I I've usedquite a bit, it's one of my own,
uh, where I start with, and itcan be any question.
This is the other thing.
(24:06):
We won't have time to talk aboutit all.
But the best part, too, aboutthe impact model is that you use
five of your top examples andit can answer 90% of the
behavioral questions that willcome up.
It's flexible, okay, so.
So, anyway, so you ask, theywill ask you, any behavioral
question and you'll start withwhat the impact was and you'll
(24:27):
tie it into whatever questionthat they're asking you.
And so for the first impactexample to be like OK, I
implemented a new PTO policy foran organization of 350
associates across the companyand I saved the company actually
250K and increased employeewell-being with better PTO usage
.
So that would be the impact,right?
(24:47):
Imagine starting with that fromthe beginning.
Speaker 1 (24:50):
Right, right, You're going to.
It's like gravitating you tosay, hey, tell me more.
Well, how did you do it?
Right?
Speaker 2 (24:56):
Yep, yep and then metrics.
So then, going into metrics,that's all about what was the
amount of money you saved, whatwas the number of people that
you touched the time that yousaved, any changes of behaviors
that you saw?
Because it doesn't have to justbe you know dollars and figures
, it can also be like what wasthe actual like thing that you
noticed or saw that was a resultof the change, and so you can
(25:17):
reiterate what you already saidabove, which is like, again, I
saved the company 250k, whichwas unprecedented right at that
time, and increased the, theemployee pto usage, right.
And then we go into kind ofsimilar to the star method,
which is like task in action,but this breaks it down
specifically what they're, whatthe recruiter or what the
(25:38):
manager and the panel isactually looking for, but they
don't tell you.
I'm all about answering theunasked questions right this is
where you start to really getinto the meat of that.
So, first, kind of talk aboutnow, instead of like situation
at the front.
Now you're going to talk alittle bit like, specifically,
what problem were you trying tosolve, right?
(25:59):
Then you talk about who are youpartnering with, what process
did you actually implement andnow, what was your role?
So you can go into the meat andpotatoes of that.
One line per, that's all youneed to just talk about and
bring that in and I loved.
I'm not going to go through allof it, but one example is
talking about this, especiallyfor a lot of my, my black women,
(26:19):
my women, like we are likereally afraid to talk about us
and what we accomplished and sowe say we a lot, and so this
actually comes from people whostruggle with that.
You're going to talk about whatyou actually did with the
position part.
So, like I led this project, ofcourse I partnered with all the
key stakeholders, but I was theleader, the executor, I was the
(26:40):
one that actually put togetherX, y and Z and it reiterates it
in the process.
Because, again, as I thinkabout and reflect on the panels
that I've been on, and peopleare like, but like I don't know
what they actually executed andwhat they talked about.
That would be a big questionthat people would say like, well
, what was your actual role?
What did they actually do?
(27:00):
I don't know what they actuallydid right, and so this is a
really important and reallyreally key.
Okay, so going to the C, allright.
So the challenge.
Now, this is not in the starmop method Some people, there's
a start, there's like a minutestar method, though that has
like a learning or something.
So this is kind of that vibe.
But essentially, you want totalk about a challenge that you
(27:21):
overcame in the situation.
What was an aha moment you had,or a struggle you had, or
something you bumped up against.
This is actually just going toshow your critical thinking
skills.
It's going to show you know whythis was such a big thing, a
big example to share.
This is also going to give youcredit for, because a lot of
(27:41):
times, what I see is like peoplesay, yep, I did X, y and Z and
that was it, and there's nocomplexity behind that.
Right, there's no complexity.
Speaker 1 (27:48):
Yeah, we made it challenging.
Speaker 2 (27:50):
Yeah, people are looking for you solving a
complex problem, so this givesyou that opportunity to talk
about why I overcame that, andalso, we're just not good at
talking about the challenges weovercame, right.
I wish people did this more.
And then the last piece andI'll pause for the interactions
you have would be tying it backto the company Essential.
For pivoters Essential, youcannot leave any unanswered
(28:15):
question about why thatparticular example and those
skills that you had are notrelevant to the company.
You want to make sure that theywalk away knowing why that's
relevant to the company, theirrole or the industry.
Okay, so this can flex a lot andI teach my clients how to
actually weave this into thespecific question.
(28:37):
But you can just say, like youknow, I know that your company
is going to be implementing somebrand new policies, right, and
so I have this.
I've done PTO changes andpolicies and I understand change
management and so my ability tonavigate multi-state policies,
my ability to understandtechnology information, my
ability to all the skills that Ihave to successfully navigate
(28:59):
that I know that you mentionedyou're going to be working on a
change management policy for X,Y and Z or you're going to be
working on other changes and allcompanies actually work on
changes.
So I know I'm going to be ableto bring that change management
skill to directly to yourorganization in the first 90
days, right?
So you just want to be sospecific and tying it back to
the company, and that is.
(29:19):
That's huge.
If you're not doing that today,that's why your skills are not
being sold and why, if you'restruggling with interviews and
not landing offers, that couldbe the critical missing piece.
Speaker 1 (29:31):
Yeah Well, that was a lot of good information.
If you're listening, feel freeto rewind and take all of that
in, because that is some goodstuff and what you're doing is
really breaking what people areused to doing and creating
something that's going to make abigger impact in their
(29:53):
interview.
So, thank you, thank you, thankyou.
Let me ask you this, justbecause you know you created
this impact model and typicallyI would ask this question at the
end but how can individualsreach out to you and like, hey,
I want to learn more about thisimpact model.
Do you have a form?
Do you have a form or do youhave something that can help me,
(30:16):
or can you help me?
How can people reach out to you?
Speaker 2 (30:20):
Yeah, for sure.
So I am super active onLinkedIn.
I'm always in the DMs.
If you've got a question, don'thesitate.
That's one way you can find meon LinkedIn.
I go through a lot of detailsand stuff on my podcast, the HR
Pivot that you mentioned.
You can also sign up for mynewsletter at Balangizecom, so
(30:40):
wwwbalangizecom.
Yeah, and there's just lots of.
I give it all away, Like youcan definitely see, but if you
also want to work with me, ifyou go to my website as well or
you go on LinkedIn, look aconsultation call.
It's free, it's an hour.
We get deep.
I make sure you understandexactly what you need and what
you're missing.
Speaker 1 (30:58):
OK, awesome, awesome.
So I got one more question foryou Individuals they've they've
talked to the recruiter, they'vebombed the interview.
What's next?
A lot of people think, okay, Ifinished the interview, I'm good
.
All I need to do is just hearfrom them.
What are some other steps inbetween that, while you're
(31:19):
waiting for the offer, or afterthe interview, where individuals
should do right after, or afterthe interview, where
individuals should do rightafter yeah, yeah.
Speaker 2 (31:28):
So a couple of things .
First and foremost, when yousend your thank you notes out I
have one that I love, that I'vebeen testing out.
That is going over well Send ina video.
Thank you note.
Whoa.
Send in a video, thank you noteand loom free.
All you got to do is do loom.
It's very simple.
It makes you do it under fiveminutes you don't want it that
(31:51):
long anyway, but you canliterally and you just send the
link and just leave it.
Another nice impression Shows alittle modernization in the
process as well.
People get so hundreds andhundreds of thank you notes,
right.
So, just another way to kind ofstand out.
Speaker 1 (32:02):
Let me say this before you go to the next one.
It is so funny you mentionedthat because I had a guest on
one of my episodes, rona, andshe talked about doing video, a
short video introducing yourselfto the company or to the
recruiter or the hiring leader,and the fact that you mentioned,
(32:26):
hey, do a quick video insteadof just a normal boring email,
which nine times out of 10, if Ireceive that, if I receive the
email, whether I'm recruiting orthe business partner or one of
the hiring leaders, I'll be like, oh, that's cute, thank you,
(32:49):
and then send a formal emailThank you for and all that good
stuff, but video, right.
This is one way that you canset yourself apart, aside from
the other candidates that havegone through and did their
interview and are sending thankyou notes and emails.
So doing video, I would saythat is something that is
(33:10):
definitely going to make youstand out.
Speaker 2 (33:13):
For sure, for sure.
The other thing this might be,I don't know.
You know like this is whatpeople are looking for.
But my biggest thing afterinterviews is just to calm your
nerves, because I see so manypeople actually spiraling more
after the interview than before.
They're like you know, it'sbeen 48 hours, I haven't done
(33:34):
anything.
So I really agree.
And so my clients like have apost interview routine.
I know for me.
I close my computer, I go dosomething physical, I treat
myself.
Speaker 1 (33:49):
I celebrate.
Think about something else.
Speaker 2 (33:52):
Something else, call a friend, whatever it is
something, because then you'respiraling and then just let it
go, let it be, let it be, and Ithink a lot of people.
Speaker 1 (34:01):
After the interview it's like they get anxious, like
, oh, how did I do?
Did I do good?
Oh man, I messed up on that, Icould have done better.
Oh my God.
And it's like you're in thisbattle.
You're in this fight withyourself.
Go exercise, go take a walk,take a breather.
(34:24):
You know, call your best friend, have a conversation.
Like, hey, I just went throughthe interview, you know, just do
something to stop, you know, soyou don't have to think about
and critique yourself on everylittle thing.
At the end of the day, we're allhuman, right, and so just
because somebody else may talkbetter than you and use more
(34:45):
corporate words does not meanthat they're the better fit for
the position, right, and so it'salso interesting.
I just want to share this toindividuals.
They may often find out oh,another, you know about another
candidate that's interviewing.
And then they start comparingthemselves.
Right, don't do that.
(35:06):
I often tell people look, Idon't want to know, even if I
have contacts in thatorganization.
You know people that I'mconnected with my network.
I tell them hey, don't let meknow any of the candidates.
I could care less, you know,because I don't want to have to.
You know, think about them andlook them up on LinkedIn and
(35:29):
compare and contrast when, atthe end of the day, when you go
through an interview, you wantto be authentically yourself why
you would be the best candidatefor that organization and go
with, go in confidence, knowingthat you did your best and you
(35:50):
did what you were supposed to do.
Speaker 2 (35:52):
Yeah, 100%, 100%.
I love that advice.
Speaker 1 (35:55):
Yeah, yeah.
Well, thank you so much forjoining us today and sharing a
lot of great tips.
Did you have any last minutetips?
Tricks for our audience thatthey can take a practice, or
just actionable tips for them?
Speaker 2 (36:16):
Yeah, I think.
One, just again, as I said atthe beginning, once you decide
to pivot, don't let anythingdeter you.
Right.
Once you decide to pivot, don'tlet anything deter you.
Right, just stick to your stickto your guns, stick to your
passion and be focused on that.
Two if it hasn't been workingor if you have the opportunity
to start fresh, find tools thatare actually going to help you
(36:40):
pivot in 2025.
Right, don't don't do the oldand outdated and the old resume
one page rules like get themodern stuff and go after it.
And then three, just believe inyourself.
That's it.
I just want people to feelempowered and I think that's
that's why I do what I do,because too much, too much times
(37:03):
, we let a lot of society andthings outside of us control
what our next move is.
But you have ownership oneverything you do.
I believe that.
Speaker 1 (37:12):
Yeah, yeah.
Well, thank you again, man.
This is some awesome stuff andI really encourage our listeners
.
You know, check out her podcast.
She has a lot of great things.
And you go on live on LinkedInevery now and then, right.
Speaker 2 (37:28):
Do.
Yes, I do Pretty much once aweek.
I go on.
So lots of good stuff there.
Speaker 1 (37:33):
Awesome, awesome.
Well, I always love to end onan encouraging note, especially
as we talk about interviewingand finding your next move I'm
reminded of the scripture isfrom Jeremiah 29 and 11.
And it says for I know theplans that I have for you,
declares the Lord.
Plans to prosper you, not toharm you, plans to give you hope
(37:56):
and a future.
So, when preparing for aninterview, remember that God's
plan for you are filled withhope and with purpose.
Approach each opportunity thatyou have with confidence, as we
talked about, and knowing thatevery step you take whether, if
you get that answer that's yesor no it is leading you towards
(38:20):
the future that he has in storefor you.
We want to thank our guests forjoining us and giving us such
valuable insights and how youcan be the best candidate in
your interviewing skills in 2025.
To our listeners if you'veenjoyed this podcast, please
(38:40):
subscribe and follow theTransparent Nature podcast,
share with a friend and leave areview.
Your support helps us tocontinue to bring transparent
and practical HR insightsstraight to you.
I'm Prince Tate and until nexttime, keep navigating your
career with clarity and withconfidence, see ya.
Hey and welcome back to the Transparent Nature
podcast, where we bring realconversations to help you
navigate your career andworkplace challenges.
It's your host, prince Tate,and I'm so glad that you are
here.
If you've been enjoying theshow, please subscribe and
follow us, share with a friendand leave us a review.
(00:24):
It helps us to continue tobring you content that supports
your career and workplacesuccess.
Today's episode is all aboutinterviewing like a pro in 2025
and how you can stand out inthis very competitive market.
We've got an incredible guestlined up for you, so let's dive
(00:48):
right in.
My guest today is LashaniquePlummer, a certified HR
professional and global businesspartner who's passionate about
helping professionals pivot intosuccessful HR careers within
(01:12):
just 90 days.
She's also the host of her ownpodcast called the HR Pivot
Podcast, where she empowersaspiring and current HR leaders
with strategic career andleadership development insights.
Lashonique, welcome to thepodcast.
How are you?
Speaker 2 (01:33):
Oh, thrilled to be here.
Thank you so much, friends, forthat amazing introduction.
Thank you.
Speaker 1 (01:38):
Hey, hey, it's your introduction, so I gotta make it
a splash right, yourintroduction, so I gotta make it
.
I gotta make it a splash right.
So, lashonique, tell us umsomething fun or interesting.
Speaker 2 (01:54):
Uh, about you?
Yeah I, right now, one of thethings that occupies a lot of my
time is just being a boy auntie.
I have three, three littlenephews.
Speaker 1 (02:03):
Oh, that's awesome.
Speaker 2 (02:06):
Yeah, I got a six-year-old and a six-month-old
and a three-month-old, so I'mreally basking in all of that
excitement.
Speaker 1 (02:15):
Man, that is awesome.
That is awesome.
I can't begin to count theamount of nieces and nephews I
have.
Wow, the amount of nieces andnephews I have.
Believe it or not, I have 10brothers and sisters.
I think about four of themdon't have kids, but everybody
else has kids.
(02:36):
I am a twin.
Just in case, if you didn'tknow that, I have a twin sister
and she just had another babygirl.
So I have another niece intothe family and she was born on
(02:57):
Valentine's Day.
So it was just a sweet moment.
Yeah, it was such a sweetmoment to experience that on
Valentine's Day.
So, hey, I know we have a lotof boys in the family, so it's
not that often we get a girl,but thank you for sharing that
(03:18):
and allowing our listeners toget to know you a little more.
So let's dive in.
We're talking aboutinterviewing and really how to
stand out in 2025 as you go toyour interview.
So I want to start off withthis simple question when should
candidates start preparing fortheir interviews and what are
(03:42):
the first steps they should take?
Should they wait to get a callor should they start practicing
when they decide that, hey, Iwant to pivot, or I want to get
a new job.
Speaker 2 (03:57):
I love that you asked this question for a couple of
reasons, because I think thatthis market is very interesting
and I did a podcast a while agoon my predictions for 2025.
And more and more companies aregoing to be merging and doing
acquisitions and there's a lotof change as a result.
(04:19):
That means a couple of thingsthere's going to be a lot of
more people impacted by those,meaning you will be without
unfortunately, without somethingright, and then, on top of that
, that also means changing yourrole, so you may not like your
role right and so you might wantto change.
So there's just a lot, a lotthere.
(04:42):
And then also, you know, peopleare pivoting more now than ever
because COVID tired us out.
Let's be honest, no matter whatrole you're in, you're looking.
A lot of people are looking forsomething, something different,
and so what I, what I thinkabout that?
You know.
I actually just sent out anemail about this?
Speaker 1 (04:57):
You shouldn't just be resume ready, you need to be
interview ready in 2025.
Speaker 2 (05:01):
That's good.
When you ask that question, I'mlike you should be starting now
, before you have decided apivot, just keeping your
interview skills sharp Becausefor so many reasons outside and
I don't like to be like adoomsday person I'm not saying
like you know, always feel likeyou got to be on alert, like I'm
not saying it in that way, butadvocating for yourself and for
(05:23):
your skills and for money andfor pay.
That should not be somethingthat you're only doing when you
know you're in fight or flightmode because you were let go or
because you need something else,or because you're burned out or
because of some other reasonthat is putting you in that, in
that situation, and so the shortanswer is do it now, even
(05:44):
before you want a job Like don't, because you never know when
another opportunity at your ownorganization might pop up as
well, so stay sharp stay strong,stay ready.
Speaker 1 (05:54):
Yeah, yeah, you know it's so unfortunate because,
especially in today's market,almost every week, if not every
other week, an organization isletting people go.
We're seeing a lot of changes,not just in the private sector,
(06:14):
but even in the public sectorand with government, right, and
you know, I think, that for alot of individuals, they are not
prepared to start interviewingagain, right?
So the key thing that you saidis start now.
Start now.
(06:35):
Let me ask you this questionwhat about those individuals
that feel comfortable in theirrole and they're like you know
what?
This is my retirement job.
I'm going to be here seven moreyears.
You know I'm not going anywhere.
What would be your thoughts onhow they can prepare themselves,
(06:56):
especially when there areheadhunters looking for
candidates and, you know, maybethey're not looking to leave,
but it may be a greatopportunity for them to either
grow in their career or againpivot into another field or
another career where they canmake more money or even make a
(07:18):
larger impact in what they'redoing?
What would be your suggestionfor those individuals?
Speaker 2 (07:24):
Yeah.
So I mean the thing that stuckout the most when you say you
know people who are comfortable,the people that are most
comfortable in their roles andtheir industries.
They've been in their same rolefor a decade.
You know they want to retirewith their company, they feel
very loyal, they've had greatmanagers and great mentors and
they love their colleagues andall the wonderful things.
(07:46):
Those are the people that arerocked the most when a change
comes right.
That is not in their control.
So if you want to have controlover your next move, next move,
(08:12):
then be comfortable, be grateful, feel good in what you do,
right now and be prepared forwhat is possible for you?
Right, dream, dream of somethingelse Like what.
Just ask yourself the questionIf I let, if I needed to leave
tomorrow for any reason?
For any reason, if I need toleave tomorrow, what would that
look like?
Would I be ready?
What skills should I be workingon and what can I do in the
next 30 days?
Right, so I would.
I would challenge you to um,enjoy that comfort, be grateful,
(08:37):
but also prepare yourselfprepare yourself, man.
Speaker 1 (08:41):
That's awesome and awesome and that's some really
great advice Again, especiallyas we talk about the market and
what we're seeing in 2025, youjust don't know if you'll be
next.
I like to say, on the choppingblock.
So, being ready and beingprepared.
Speaker 2 (09:02):
Yeah, totally ready and being prepared.
Yeah, totally.
And I just again my predictionand say I want to sit.
When I said it on my podcastand I was like there's going to
be more mergers and acquisitions, I didn't think it was even
going to be at this level LikeI'm.
Literally every week one newperson is reaching out to me
saying my company just merged mycompany.
They're saying they're not sure.
Right Again, not trying to comefrom a news, it's just business
(09:25):
.
It's business cycles like yeah.
And I want to come from thataspect Like, our careers are
important and you know, theybring us purpose and they bring
us joy, and there's also thistransactional piece to careers
that we have to mentally braceourselves for in 2025.
Speaker 1 (09:42):
Yeah, I want to share this tip that one of my mentors
gave me a few years ago, and hedid this and I believe he still
does it today.
Okay, he told me.
He said you know what, I'malways ready.
And I said what do you mean bythat?
And he told me he said I'mapplying for a job at least once
(10:05):
a week.
And I said well, why?
I mean why?
Because for me, applying for ajob and getting ready to
interview and getting yourresume, for me it's a lot of
energy right and doing all ofthat.
It's something that you youcan't just do it all in one
(10:25):
setting right and being prepared, but he shared with me.
He said, yeah, I apply for ajob at least once a week, um,
and maybe get an interview atleast um once a month, and he
actually follows through on thatinterview.
And he told me this, though hesaid there may be a lot of other
(10:49):
opportunities that are betterthan what you're working in.
You may not want to move justyet, but what you can always do
is utilize let's just say theymake you an offer.
You can utilize that tonegotiate your promotion or pay
raise in your current role.
And so that's just a little tipthat I want to pay it forward
(11:13):
and just share with others.
Now, have I done that?
No, Now have I done that?
No, just because for me ittakes a lot of energy
interviewing and preparing, andI'm just saying it's a lot of
energy for me, and I don'tunderstand how people interview
every other week and it's justlike you know, it's just another
(11:36):
day.
Speaker 2 (11:38):
Well, you know why.
You know why, if you probablyand everybody's different right,
I'm sure there's other factors,but probably one factor why it
feels like a lot, princess,because you don't do it often.
If you did anything once amonth, it's definitely gonna
feel better than doing it onceevery two to three years, for
sure.
Speaker 1 (11:57):
So yeah, there's just definitely a lot.
Speaker 2 (11:59):
That's like great advice.
I've heard it before, but Ihaven't you know, nobody has
said it said it said it recentlyand there's a lot of great
things about doing that.
You learn about differentopportunities.
You learn about your value inthe marketplace you learn about
um you always, and it's just.
It's a form of safety foryourself too, knowing like I can
(12:19):
go interview next month and geta job you know, versus now.
I got to prepare for aninterview.
Speaker 1 (12:28):
Yeah, yeah, well.
Well, let me ask you this evenfor those individuals that are
looking for another position orlooking to grow in their career
what are some common mistakesthat candidates often make
during the interview process?
(12:48):
And these are for individualsthat you know the recruiter have
given them a call, a phonescreening, and they are ready to
interview.
What are some common mistakesthat they often make and how can
they avoid them going into theinterview?
Speaker 2 (13:06):
Yeah.
So if I think about somebodywho has screened with a
recruiter and now they're movingon to that manager and that
panel interview, first offcongratulations.
We love that for you, first andforemost and I say that
jokingly but also first offcelebrating it.
I mean, we get in this like ratrace mode sometimes when it
comes to interviewing and belike dang I, I'm going on to the
(13:28):
second round.
Uh, first celebrate yourself.
So the second thing I would sayis that people don't ask enough
questions in the phone screen.
They don't get a goodunderstanding of the needs of
the organization and the role.
And I know people will say butI asked a lot of questions and
the recruiter doesn't know, andyou know they don't.
(13:50):
They say ask the manager.
Okay, listen, let me tell yousomething.
When you are interviewing, Iwant you to feel like I'm
interviewing them as much asthey're interviewing me.
Maybe that sounds trite, butthat is a true statement and
this is actually.
I see people lose out on offersbecause they are not asking
(14:13):
enough questions.
You're not, you're not comingin with like with the cap of
what do I actually need to knowto see if I actually even want
this job, to tell them how I'mqualified to tell them how I'm
going to change their life Right.
Like you, don't know enoughinformation, and so questions
like, for example, just evenknowing what the org structure
is like knowing how many peopleyou support.
(14:34):
Knowing the client, you know ifit's in HR.
Specifically, what clientgroups are you supporting?
What are the top priorities inthe first 90 days?
You know what are you takingoff your manager's plate?
Right, those are the thingsthat are going to be very
telling what they need from you.
So I think, first and foremost,it's not asking enough questions
.
Throughout the process I had aclient, shanita, and she went to
(14:58):
the interview process.
I was so proud of her.
She was one of the people thatdid not make this mistake and
she got the job.
She asked the manager so manyquestions with with my help, but
, but some of some she did onher own and some some, uh, we,
we brainstormed together becausewe needed it for a presentation
that she was doing and she justwas not afraid to send follow
(15:20):
up email after follow up email.
And it's easy for people to belike I don't want to feel like
I'm bugging them, I don't wantthem to feel like I'm not
qualified.
But let me tell again.
Let me tell you somethingManagers want to know that you
are thoughtful, that you arecurious.
It actually shows them thatyou're thinking through and
really putting in effort.
Now, I'm not saying askquestions for that question's
(15:41):
sake, but if you need to knowcertain information, not being
afraid to ask for it, and youcan politely say to the
recruiter you know.
Thank you so much.
I understand you don't know theanswer to that question.
Thank you so much for evenconsidering the question.
What are some possibilities orlike avenues for me to actually
find out the answer to thatquestion Right and putting it
(16:02):
kind of back in their lap,because at the end of the day
the recruiter's job is to helpand support you.
That's good In that process.
So that would be like two topmistakes.
I would say there's a few otherreally common ones right now,
but those would be the two I'dname right now.
Speaker 1 (16:18):
Yeah, yeah, we often hear that a lot Candidates just
don't ask enough questions.
You know they don't, andsometimes it seems and it could
feel even on the opposite end ofthe table, where, per se, as an
HR professional, I'minterviewing other individuals,
whether that's coming you knowyou're coming or applying for an
(16:42):
HR role, that I just so happento be on the panel, or if I'm
helping operations and I sit onthe panel with them, individuals
just don't ask questions.
For me, just as my opinion, Idon't feel that individuals who
(17:04):
don't ask questions, I don'tfeel like they're not as
invested in that role, or maybenot the role, but the company.
Right, I want someone who cancome in and who is asking a lot
of questions, because that letsme know that you are, that you
just don't want another role oranother job, you know for money
(17:24):
or pay, but you really want tohelp the business.
You really want to find, youknow, ask those hard questions
about the business, aboutoperations, about learning.
You know the key objectives,you know what are your key
objectives for 2025, right,those are things that's going to
help you.
(17:45):
But I'm going to tell you this,though I ask a lot of questions
and if I ever interview, Ialways tell the recruiters, the
hiring manager, whoever, I havea lot of questions, I let them
know in the beginning.
You know I say hey, I got a lotof questions, but I them know
in the beginning.
You know, um, I say hey, I gota lot of questions, but I'm
gonna try to narrow them down,um, to you know, based on your
(18:06):
role or what you may or may not,what you may know, right, um,
and so, uh, out of that I choose.
I have a list of questions, butthen I choose maybe two or
three good questions that I knowthat they are like hmm, that's
a good question, I'm glad youasked, and most of the times
(18:28):
that's their response.
You know, don't ask about thepay, because typically every
recruiter should talk about that.
And now, if they don't talkabout it, then you can ask about
it, because who wouldn't wastetime, right?
Speaker 2 (18:48):
If you don't have a salary range within my ballpark,
then what's the point of useven having a conversation.
Speaker 1 (18:52):
Don't even get me started on salary mistakes,
right.
Speaker 2 (18:53):
Like to your point.
That's another episode.
Well, yeah, a whole otherepisode where people just are
just agreeing to all types ofthings.
Speaker 1 (18:59):
Yeah, go through the whole interview, yeah, go
through the whole interview andrealize, oh, this is not even
close with what I want to make.
So I want to talk a little bitabout, you know, going through
an interview and we often hearabout behavioral questions.
(19:19):
Right, they have behavioralquestions and there's a strategy
to answering those questions,and it's often, we're often
taught to follow the STAR method.
Right, follow the STAR method.
So what I want you to do istell us what is the STAR method,
but you also have your ownmotto that I want you to tell
(19:44):
our listeners, because I thinkthis is going to be really good
for them in answering thosequestions in the interview.
Speaker 2 (19:53):
Yeah, yeah.
So the common framework thatpeople use to answer behavioral
questions is the STAR methodright Situation, task, action,
result.
It's ingrained in us, welearned it in school and all the
things right.
And let me tell you, the STARmethod is fine for a lot of
(20:16):
basic interviews.
If you're coming out of college, if you're going for
internships.
I think it works just fine.
Right, if you need something toget started with Now.
Why I created what I call myimpact model is for so many
reasons.
As somebody who has interviewedhundreds of people in HR, from
(20:38):
field service service engineersall the way to executive
leadership, I was finding thatpeople were leaving out key
pieces of information, but then,at the same time, we were
losing great talent because thepeople interviewing on the other
side you know, as you mentioned, like if you're on an interview
panel, you're in the interviewpanel and I'm one of the HR
(21:00):
business partners on the paneland I'm talking to four or five
other people that were on thepanel with me, and then they
give feedback about why somebodydidn't work.
But then I would ask afollow-up question.
But did we ask the question orask a follow-up question?
To understand?
that particular skill or thingthat you're talking about.
So I was also realizing thatthis might sound bad.
(21:23):
Okay, but bad interviewers,because that is not something
that we're teaching.
A lot Interviewers were keepingpeople back from positions that
they were qualified Wow.
Speaker 1 (21:33):
Wow.
Speaker 2 (21:34):
And so I was like there's a better way, and I know
for me.
I asked a lot of follow upquestions because I want to know
the details of what you'retelling me and I know people are
anxious and they're excited andthere's just so many things
keeping them.
You're telling me and I knowpeople are anxious and they're
excited and there's just so manythings keeping them back from
telling me it.
So I give people the benefit ofthe doubt, but a lot, of, a lot
of interviewers will not dothat, because they're just not
(21:55):
trained to do that, or in theirminds or they're not even
thinking subconsciously thatthat's what they're doing, and
so that's why I created theimpact model, and I also found
it very beneficial and importantfor people who are pivoting,
because if you're pivoting, youhave to work probably 10 times
as harder as someone else.
Speaker 1 (22:14):
That's true.
Speaker 2 (22:15):
Because you have to explain how your transferable
skills and you have to sellyourself, and so this is
literally the formula on how yousell your transferable skills
as somebody who's pivoting.
So that's why I actuallycreated the impact model.
Speaker 1 (22:30):
So dive into the impact model.
What does it stand for and howcan our listeners utilize this
impact model in their interviews?
Speaker 2 (22:40):
So impact, just like the STAR method, right.
So first I is starting withimpact and I'll go through each
one, but first impact M ismetrics, p breaks out into four.
So problem that you weresolving, people that you
partnered with, process that youput in place and position that
you held.
And then C is challenge, achallenge that you overcame.
(23:03):
And then T tie it back.
So tie it back to the company,the industry or the role.
Okay and so and it sounds likea lot, but just like the start
method, all you got to do is gothrough the prompts or write it
out.
I'm telling you once my clientsthey practice with just five
examples.
They are pros, right?
It's almost like how you do apresentation for the first time
(23:25):
you go through the impact modeland you're able to nail it.
Right, it's almost like how youdo a presentation for the first
time you go through the impactmodel and you're able to nail it
right, you get more comfortableas you practice.
So first impact.
So the reason I have you startwith impact, because the STAR
method right has you do theresult at the end we don't do it
like that anymore.
The impact is the result at thebeginning.
What?
Speaker 1 (23:43):
was the impact before the result in the beginning.
Speaker 2 (23:46):
What was the tangible thing or outcome?
Because we have beentiktokified.
Okay, people start with one,right?
How do you?
You want to hook the personfrom the beginning, okay.
So, for example, I'll give youan example, and this is one of
the ones that that I I've usedquite a bit, it's one of my own,
uh, where I start with, and itcan be any question.
This is the other thing.
(24:06):
We won't have time to talk aboutit all.
But the best part, too, aboutthe impact model is that you use
five of your top examples andit can answer 90% of the
behavioral questions that willcome up.
It's flexible, okay, so.
So, anyway, so you ask, theywill ask you, any behavioral
question and you'll start withwhat the impact was and you'll
(24:27):
tie it into whatever questionthat they're asking you.
And so for the first impactexample to be like OK, I
implemented a new PTO policy foran organization of 350
associates across the companyand I saved the company actually
250K and increased employeewell-being with better PTO usage
.
So that would be the impact,right?
(24:47):
Imagine starting with that fromthe beginning.
Speaker 1 (24:50):
Right, right, You're going to.
It's like gravitating you tosay, hey, tell me more.
Well, how did you do it?
Right?
Speaker 2 (24:56):
Yep, yep and then metrics.
So then, going into metrics,that's all about what was the
amount of money you saved, whatwas the number of people that
you touched the time that yousaved, any changes of behaviors
that you saw?
Because it doesn't have to justbe you know dollars and figures
, it can also be like what wasthe actual like thing that you
noticed or saw that was a resultof the change, and so you can
(25:17):
reiterate what you already saidabove, which is like, again, I
saved the company 250k, whichwas unprecedented right at that
time, and increased the, theemployee pto usage, right.
And then we go into kind ofsimilar to the star method,
which is like task in action,but this breaks it down
specifically what they're, whatthe recruiter or what the
(25:38):
manager and the panel isactually looking for, but they
don't tell you.
I'm all about answering theunasked questions right this is
where you start to really getinto the meat of that.
So, first, kind of talk aboutnow, instead of like situation
at the front.
Now you're going to talk alittle bit like, specifically,
what problem were you trying tosolve, right?
(25:59):
Then you talk about who are youpartnering with, what process
did you actually implement andnow, what was your role?
So you can go into the meat andpotatoes of that.
One line per, that's all youneed to just talk about and
bring that in and I loved.
I'm not going to go through allof it, but one example is
talking about this, especiallyfor a lot of my, my black women,
(26:19):
my women, like we are likereally afraid to talk about us
and what we accomplished and sowe say we a lot, and so this
actually comes from people whostruggle with that.
You're going to talk about whatyou actually did with the
position part.
So, like I led this project, ofcourse I partnered with all the
key stakeholders, but I was theleader, the executor, I was the
(26:40):
one that actually put togetherX, y and Z and it reiterates it
in the process.
Because, again, as I thinkabout and reflect on the panels
that I've been on, and peopleare like, but like I don't know
what they actually executed andwhat they talked about.
That would be a big questionthat people would say like, well
, what was your actual role?
What did they actually do?
(27:00):
I don't know what they actuallydid right, and so this is a
really important and reallyreally key.
Okay, so going to the C, allright.
So the challenge.
Now, this is not in the starmop method Some people, there's
a start, there's like a minutestar method, though that has
like a learning or something.
So this is kind of that vibe.
But essentially, you want totalk about a challenge that you
(27:21):
overcame in the situation.
What was an aha moment you had,or a struggle you had, or
something you bumped up against.
This is actually just going toshow your critical thinking
skills.
It's going to show you know whythis was such a big thing, a
big example to share.
This is also going to give youcredit for, because a lot of
(27:41):
times, what I see is like peoplesay, yep, I did X, y and Z and
that was it, and there's nocomplexity behind that.
Right, there's no complexity.
Speaker 1 (27:48):
Yeah, we made it challenging.
Speaker 2 (27:50):
Yeah, people are looking for you solving a
complex problem, so this givesyou that opportunity to talk
about why I overcame that, andalso, we're just not good at
talking about the challenges weovercame, right.
I wish people did this more.
And then the last piece andI'll pause for the interactions
you have would be tying it backto the company Essential.
For pivoters Essential, youcannot leave any unanswered
(28:15):
question about why thatparticular example and those
skills that you had are notrelevant to the company.
You want to make sure that theywalk away knowing why that's
relevant to the company, theirrole or the industry.
Okay, so this can flex a lot andI teach my clients how to
actually weave this into thespecific question.
(28:37):
But you can just say, like youknow, I know that your company
is going to be implementing somebrand new policies, right, and
so I have this.
I've done PTO changes andpolicies and I understand change
management and so my ability tonavigate multi-state policies,
my ability to understandtechnology information, my
ability to all the skills that Ihave to successfully navigate
(28:59):
that I know that you mentionedyou're going to be working on a
change management policy for X,Y and Z or you're going to be
working on other changes and allcompanies actually work on
changes.
So I know I'm going to be ableto bring that change management
skill to directly to yourorganization in the first 90
days, right?
So you just want to be sospecific and tying it back to
the company, and that is.
(29:19):
That's huge.
If you're not doing that today,that's why your skills are not
being sold and why, if you'restruggling with interviews and
not landing offers, that couldbe the critical missing piece.
Speaker 1 (29:31):
Yeah Well, that was a lot of good information.
If you're listening, feel freeto rewind and take all of that
in, because that is some goodstuff and what you're doing is
really breaking what people areused to doing and creating
something that's going to make abigger impact in their
(29:53):
interview.
So, thank you, thank you, thankyou.
Let me ask you this, justbecause you know you created
this impact model and typicallyI would ask this question at the
end but how can individualsreach out to you and like, hey,
I want to learn more about thisimpact model.
Do you have a form?
Do you have a form or do youhave something that can help me,
(30:16):
or can you help me?
How can people reach out to you?
Speaker 2 (30:20):
Yeah, for sure.
So I am super active onLinkedIn.
I'm always in the DMs.
If you've got a question, don'thesitate.
That's one way you can find meon LinkedIn.
I go through a lot of detailsand stuff on my podcast, the HR
Pivot that you mentioned.
You can also sign up for mynewsletter at Balangizecom, so
(30:40):
wwwbalangizecom.
Yeah, and there's just lots of.
I give it all away, Like youcan definitely see, but if you
also want to work with me, ifyou go to my website as well or
you go on LinkedIn, look aconsultation call.
It's free, it's an hour.
We get deep.
I make sure you understandexactly what you need and what
you're missing.
Speaker 1 (30:58):
OK, awesome, awesome.
So I got one more question foryou Individuals they've they've
talked to the recruiter, they'vebombed the interview.
What's next?
A lot of people think, okay, Ifinished the interview, I'm good
.
All I need to do is just hearfrom them.
What are some other steps inbetween that, while you're
(31:19):
waiting for the offer, or afterthe interview, where individuals
should do right after, or afterthe interview, where
individuals should do rightafter yeah, yeah.
Speaker 2 (31:28):
So a couple of things .
First and foremost, when yousend your thank you notes out I
have one that I love, that I'vebeen testing out.
That is going over well Send ina video.
Thank you note.
Whoa.
Send in a video, thank you noteand loom free.
All you got to do is do loom.
It's very simple.
It makes you do it under fiveminutes you don't want it that
(31:51):
long anyway, but you canliterally and you just send the
link and just leave it.
Another nice impression Shows alittle modernization in the
process as well.
People get so hundreds andhundreds of thank you notes,
right.
So, just another way to kind ofstand out.
Speaker 1 (32:02):
Let me say this before you go to the next one.
It is so funny you mentionedthat because I had a guest on
one of my episodes, rona, andshe talked about doing video, a
short video introducing yourselfto the company or to the
recruiter or the hiring leader,and the fact that you mentioned,
(32:26):
hey, do a quick video insteadof just a normal boring email,
which nine times out of 10, if Ireceive that, if I receive the
email, whether I'm recruiting orthe business partner or one of
the hiring leaders, I'll be like, oh, that's cute, thank you,
(32:49):
and then send a formal emailThank you for and all that good
stuff, but video, right.
This is one way that you canset yourself apart, aside from
the other candidates that havegone through and did their
interview and are sending thankyou notes and emails.
So doing video, I would saythat is something that is
(33:10):
definitely going to make youstand out.
Speaker 2 (33:13):
For sure, for sure.
The other thing this might be,I don't know.
You know like this is whatpeople are looking for.
But my biggest thing afterinterviews is just to calm your
nerves, because I see so manypeople actually spiraling more
after the interview than before.
They're like you know, it'sbeen 48 hours, I haven't done
(33:34):
anything.
So I really agree.
And so my clients like have apost interview routine.
I know for me.
I close my computer, I go dosomething physical, I treat
myself.
Speaker 1 (33:49):
I celebrate.
Think about something else.
Speaker 2 (33:52):
Something else, call a friend, whatever it is
something, because then you'respiraling and then just let it
go, let it be, let it be, and Ithink a lot of people.
Speaker 1 (34:01):
After the interview it's like they get anxious, like
, oh, how did I do?
Did I do good?
Oh man, I messed up on that, Icould have done better.
Oh my God.
And it's like you're in thisbattle.
You're in this fight withyourself.
Go exercise, go take a walk,take a breather.
(34:24):
You know, call your best friend, have a conversation.
Like, hey, I just went throughthe interview, you know, just do
something to stop, you know, soyou don't have to think about
and critique yourself on everylittle thing.
At the end of the day, we're allhuman, right, and so just
because somebody else may talkbetter than you and use more
(34:45):
corporate words does not meanthat they're the better fit for
the position, right, and so it'salso interesting.
I just want to share this toindividuals.
They may often find out oh,another, you know about another
candidate that's interviewing.
And then they start comparingthemselves.
Right, don't do that.
(35:06):
I often tell people look, Idon't want to know, even if I
have contacts in thatorganization.
You know people that I'mconnected with my network.
I tell them hey, don't let meknow any of the candidates.
I could care less, you know,because I don't want to have to.
You know, think about them andlook them up on LinkedIn and
(35:29):
compare and contrast when, atthe end of the day, when you go
through an interview, you wantto be authentically yourself why
you would be the best candidatefor that organization and go
with, go in confidence, knowingthat you did your best and you
(35:50):
did what you were supposed to do.
Speaker 2 (35:52):
Yeah, 100%, 100%.
I love that advice.
Speaker 1 (35:55):
Yeah, yeah.
Well, thank you so much forjoining us today and sharing a
lot of great tips.
Did you have any last minutetips?
Tricks for our audience thatthey can take a practice, or
just actionable tips for them?
Speaker 2 (36:16):
Yeah, I think.
One, just again, as I said atthe beginning, once you decide
to pivot, don't let anythingdeter you.
Right.
Once you decide to pivot, don'tlet anything deter you.
Right, just stick to your stickto your guns, stick to your
passion and be focused on that.
Two if it hasn't been workingor if you have the opportunity
to start fresh, find tools thatare actually going to help you
(36:40):
pivot in 2025.
Right, don't don't do the oldand outdated and the old resume
one page rules like get themodern stuff and go after it.
And then three, just believe inyourself.
That's it.
I just want people to feelempowered and I think that's
that's why I do what I do,because too much, too much times
(37:03):
, we let a lot of society andthings outside of us control
what our next move is.
But you have ownership oneverything you do.
I believe that.
Speaker 1 (37:12):
Yeah, yeah.
Well, thank you again, man.
This is some awesome stuff andI really encourage our listeners
.
You know, check out her podcast.
She has a lot of great things.
And you go on live on LinkedInevery now and then, right.
Speaker 2 (37:28):
Do.
Yes, I do Pretty much once aweek.
I go on.
So lots of good stuff there.
Speaker 1 (37:33):
Awesome, awesome.
Well, I always love to end onan encouraging note, especially
as we talk about interviewingand finding your next move I'm
reminded of the scripture isfrom Jeremiah 29 and 11.
And it says for I know theplans that I have for you,
declares the Lord.
Plans to prosper you, not toharm you, plans to give you hope
(37:56):
and a future.
So, when preparing for aninterview, remember that God's
plan for you are filled withhope and with purpose.
Approach each opportunity thatyou have with confidence, as we
talked about, and knowing thatevery step you take whether, if
you get that answer that's yesor no it is leading you towards
(38:20):
the future that he has in storefor you.
We want to thank our guests forjoining us and giving us such
valuable insights and how youcan be the best candidate in
your interviewing skills in 2025.
To our listeners if you'veenjoyed this podcast, please
(38:40):
subscribe and follow theTransparent Nature podcast,
share with a friend and leave areview.
Your support helps us tocontinue to bring transparent
and practical HR insightsstraight to you.
I'm Prince Tate and until nexttime, keep navigating your
career with clarity and withconfidence, see ya.
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