DOUG DIBBERT ’ 70, president
STEVE SHAW ’ 82, director of finance and administration
LISA BEERS, controller
DAVE DONALDSON, mail room, 962–3979
MEGAN HOBBS, assistant to the president
MARYCATHERINE KURZENSKI, alumni center coord.
SUSAN LANE, accounting assistant
TOM MAY, printshop coordinator
ELIZABETH MORGAN, telephone receptionist,962–1208
Membership and Marketing
STEPHANIE MILLER ’ 83, dir. of membership & marketing
ANGEL FLOW’05, coordinator of membership services
SARAH LAMM ’ 99, manager of marketing
RICK DAVIS ’ 85, director of enrichment programs
ANN-LOUISE AGUIAR ’ 76, coordinator of alumni travel
LINDA CONKLIN, manager of alumni career services
STEFFI KINTON ’05, programs assistant
MIKE LUDWICK, manager of student programs
TANEA PETTIS ’ 95, coordinator of affinity reunions and
alumni admissions programs
CASEY PRIVETTE ’01, coordinator of alumni clubs
LINDA RAINEY ’ 95 (MA), manager of alumni activities
ANITA WALTON ’ 92, manager of homecoming and affinity
reunions; email@example.com; 962–3582
PENNY WYATT ’ 84, coordinator of alumni education;
REGINA OLIVER ’ 75, editor
KATE NEWTON ANTHONY, art director
DAVID BROWN ’ 75, senior associate editor
DAVE DRAKE ’ 92, online coordinator
CAROLYN EDY ’ 97 (MA), associate editor
SARAH MCCARTY ’ 96, associate art director
Records and Information Systems
ROGER NELSEN, dir. of alumni records & info. systems
ANNE BAKKEN, records assistant
TRACY CHRISMON, records assistant
STARLA GLENN, records assistant
JULIE GONYA, network administrator
MARTHA MILLS ’ 80, records assistant
JOAN PENDERGRAPH, asst. director of alumni records
JULIE TROTTER ’ 85, records assistant
Employers Are People, Too
You put a lot of time and effort into creating a powerful, attention-getting
resume, and you have been offered an
interview. This is exciting. You know that
the interview is critical to the job search,
but do you know what the employer actually is looking for during the interview?
Employers are people, too. They are busy
people who usually are not trained in the
fine art of hiring. They often experience as
much anxiety in the interview as you do.
One of their greatest fears is that they will
hire the wrong person — someone who is
difficult to manage, who doesn’t work out
and who eventually will have to be terminated. It is your job to alleviate that fear
and to help the employer see that, in fact,
you are the right person for the job.
Your resume shows your work history
and your skills. The interview reveals the
person behind the resume. Employers want
to be sure that you have the functional and
technical skills to do the job, as well as the
necessary attitude and personality to succeed. They are looking for those personal
qualities that indicate that you are a good
fit for the position and the organization.
For many employers, fit is almost more
important than skill. You can train someone
to do the job, but you can’t train anyone to
be a good person.
Put yourself in the employer’s shoes and
imagine the concerns he may have. Think
about the position for which you are
applying. Beyond the technical skills listed
in the job description, what do you think
the employer needs to feel secure in hiring
you? What examples can you provide that
demonstrate you have these traits?
For example, in an interview for a customer service job, the employer is looking
for someone who can handle customer
requests effectively — someone with excellent interpersonal skills, who can solve
problems and remain cool under pressure.
If the job requires you to work as part of
a team, the employer is looking for an
employee who gets along well with others
— someone who is cooperative, encourages collaboration and can represent his
interests while still being fair to the team.
Are you applying for a sales position
with a large territory? The employer is
looking for a
motivated self-starter who does
not need a lot of LINDA
someone with good time-management
skills, who spends time on what’s important
and can be trusted to get results.
A start-up company is looking for someone who enjoys challenges, is open to
change and is a quick learner — someone
who is motivated and willing to do whatever it takes to get the job done.
Obviously, the requirements change from
job to job, but all employers want employees
who are easy to work with, will solve their
problems and make their lives easier. They
are looking for people with positive attitudes, who have a passion for what they do.
Employers want to hire those who can
relate well to others and minimize conflict.
They want employees who are flexible and
adaptable, but also responsible — who show
up for work, complete projects on time and
follow company policies.
Take the initiative to fully understand
the requirements of the job and use the
interview to address the employer’s needs
and concerns. Ask questions to learn about
the problems and opportunities facing the
company before you launch your sales
pitch. Find out about the company, manager and culture so that you can convincingly
demonstrate that you would be an asset.
Focus on your strengths as they relate to
the job and use accomplishments to provide factual evidence that you have what it
takes. When it comes to weaknesses, you
reveal one and only one. Use it to show
that you are self-aware and that you have
learned from it. Keep the explanation
short. Don’t raise unnecessary questions or
concerns with a lot of detail. Leverage the
interview to ensure that the employer feels
confident about hiring you. ■
Linda Conklin is the GAA’s manager of Alumni Career
Services. She provides career coaching and monthly
teleclasses. The July 23 teleclass will focus on
salary negotiation. Conklin’s advice and other career-related information can be found on the Web at
alumni.unc.edu/career. Contact her at
firstname.lastname@example.org or (919) 962–3749.