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Why do You Want to Work Here?

Why do You Want to Work Here?

A successful company stands on the pillars of a determined, diligent and ambitious workforce. Interviewers understand the importance of curating a competent and motivated workforce as it plays a key role in achieving company goals. So, HR personnel are rigorous while evaluating if a potential candidate is the best fit to enter their organization’s workforce. As a potential candidate, the reasons you communicate to your interviewer for entering their organization’s workforce plays a huge role in their filtration process and influences their final hiring decision.

In this article, we discuss one of the most important and frequently asked questions in an interview: “Why do you want to work here?” We will explain the answers to the following questions:

  1. Why is the Interviewer Asking You This?
  2. Are There Good and Bad Answers? What is the Difference?
  3. How to Frame Good Answers

Why is the Interviewer Asking You This?

Your interviewer is looking for someone who will fit in at the company and enjoy working there. This question may also come in the form of “Why do you want to work for us?” or “Why this company?” By asking you this question, they want to understand your motivations in applying for the job and get a feel for how long you are likely to stay with them. Overall, they want to understand if you would add value to their existing team.

Let’s understand some important reasons interviewers ask this question:

  • To Learn About Your Career Goals

Your interviewers want to understand your career goals to assess how this position fits into your long-term plans. An employee whose career goals are aligned with the company will be more productive and stay at the company longer. The hiring manager is trying to find out if that person is you.

  • To Assess Your Interest in the Position

It is important for interviewers to believe that you are sincerely interested in the job and that you will be motivated to perform if hired. Your interviewers will listen to all your reasons while constantly looking to judge how much you know about the position you have applied for. They watch you carefully to see how well-informed, passionate or interested you seem when you are talking about the position to derive if you will enjoy working in the role.

  • To Find Out What You Know About the Company

Interviewers want to know the efforts you’ve taken in researching their company and what you know about them. They are looking for an understanding of their company’s mission, services, products, culture, initiatives, etc. While you don’t need to know everything, they certainly look for some essential understanding of their organisation and its working.

  • To Understand Your Priorities and Preferences

It is essential for the interviewers to understand the aspects of the company and/or position which is appealing to you and why. They are looking to understand what you prefer and prioritise when you evaluate a company and/or position.

While you are answering the central question, a seasoned interviewer continuously monitors your responses to derive the answers to the above-listed points. Therefore, understanding the targeted derivations behind these questions helps you craft your responses more thoughtfully.

Are There Good and Bad Answers? What is the Difference?

Now that you understand the reasons behind this question and the importance of it -are there good and bad answers to this question?

YES. Most definitely. And you can easily distinguish between them if you know what to look for.

Bad answers are broad, vague  and selfish.

Good answers are specific, personalized and selfless.

Here are some common bad answers which exhibit these bad attributes and why you should avoid them at all costs:

  • I hear you pay well
  • You are close to my house
  • My relative works for you, he says the benefits are great
  • It seems like a nice place to work
  • I know my contribution will be good to the company
  • I know you have a vacant position and I am qualified

These answers may be objectively true and they may seem like the honest truth. However, they share the same problems – they either focus on what you want from the job or they are overused answers which leave no impression on the interviewers. These answers do not help you stand out or pique the interviewer’s interest in hiring you.

Now let’s look at some good answers which exhibit these good attributes and why you should leverage them when you get the opportunity:

  • I would love the opportunity to work for an organization that’s leading the future of the industry.
  • Well, the Xyz company reputation is certainly a factor. I would be obliged to work for a company with such established leadership in the industry.
  • I saw an article in Xyz about your company and its focus on dynamic workplaces and collaboration. I admire this approach and I would love to be a part of it.
  • I feel that my proven track record in sales makes me an excellent match for the job requirements and your awkward winning sales team.
  • Well, I have great respect for your company’s software products and your constantly well-received products in the market. As I have delivered applications which have consistently scored a 5-star rating on the marketplaces I think I would be a great fit.

These answers tactfully show off that you have researched about the company and you are aware of their achievements. Also, they focus on what the organisation gains from your addition to the team. These answers help you stand out and pique the interviewer’s interest in hiring you.

Identifying the good and bad responses in an interview can be difficult, you should continually read advice from industry experts to get a better handle on it. If you need access to a repository of experienced and actionable tips, advice and career guidance, you can check out ZipRecruiter. They have been in the industry for more than a decade and they have collected rare insights and extensive resources along the years which can give you a competitive advantage.

How to Frame Good Answers

Good answers demonstrate your knowledge of the company and the skills, talents, experience, and strengths you have that are a match for their culture and the position you are applying for.

To frame good answers which are specific, personalized and selfless, execute the following points:

Research About the Company

Spend the time to know the company you are applying for. Strive to know as much as you can before the interview. Go through their company website, social media handles, media coverage and employee reviews. Also read their About Us section to understand their achievements and story. When you are well versed about their vision, products or services, initiatives, culture and values, etc, you can communicate this knowledge to the interviewer. Use this information to your advantage by incorporating these achievements or information in your answers. You can also easily demonstrate how you fit into the company.

Remember, interviewers ask this question to each candidate. Many candidates will praise the company and many will go overboard with it, having a list of facts to base your compliments or information will show off your research and your authenticity.

We recommend focusing on the following factors to best angle your answers:

  • Company vision and mission
  • Company reputation
  • Leader reputation
  • Company culture and values
  • Quality of products/services
  • Efforts in company initiatives
  • Company growth/success

Study the Job Description

The job description lays out all the expectations they have from their perfect candidate. Write down how you perform in all these expectations and wherever possible, have some evidence for concrete proof.

For example, if the job description says “should have exceptional writing skill“ you can point out at the time of the interview, if appropriate, that you have earned a certification with excellent grades from a credible platform or that your writing has been featured in a reputable online journal.

Use the job description of the role you’re interviewing for and highlight how your skills seamlessly fit within their outlined expectations, backed by evidence wherever possible.

Do Some Research About the Interviewers

You can browse the company website and look at the Human Resource department, you may find the hiring executives and managers. You can browse through their LinkedIn profile to learn more about them to help your chances of building a better rapport. It might turn out that you share something with one or all of them, from a previous employer to a school, certification, professional association, hobby, or home town.

Any information you learn can help you build rapport with the person by mentioning it. The information might also help you prepare for the approach the person will take or understand their general reputation without disclosing the commonality you share. That being said, be cautious of not seeming too eager to share this information. Otherwise, it may make your intention of building a rapport insincere. Bring it up if it seems organic. and It’s about connecting, not enforcing.

Following the above points, you can craft a response which addresses all the underlying reasons behind the question and leave a memorable impression on the interviewer. Perfecting your answer and delivering it with precision needs experience, so try it in every interview. If you need assistance in securing multiple relevant interviews you can try the online employment marketplace of ZipRecruiter. Their advanced search engine uses a powerful AI which handpicks the most suitable jobs for you from their huge database.

Conclusion

Your answer explaining the reason behind wanting to join a new company holds a lot of weightage for your selection. In an interview, you may score the same points as another candidate in the primary factors of competency like skill and experience. In such a situation, the interviewer resorts to secondary factors where your answer to reason to apply falls.

Understanding the ways you can prepare before your interview by following the above-mentioned points will allow you to deliver a thoughtful, impressive and convincing answer to this question. This gives you a competitive edge and increases your overall chances of being triumphant.

Would these suit better?

Detached, Impersonal

Business

Return to work: Flexibility, preparation and communication are key

Return to work: Flexibility, preparation and communication are key 1

By Matt Weston, Managing Director, Robert Half UK

As lockdown restrictions ease for the foreseeable future, conversations across the business world are starting to turn to how employers can safely and seamlessly prepare for their workforce to return to the office.

Research from Robert Half has found that over half (54%) of employees are worried about working in close proximity to their colleagues, while a similar proportion are eager to return to the office due to loneliness working from home (45%) or concerns about missing out on career opportunities (30%).

Unsurprisingly, after everything companies and their employees have done to successfully adapt their operations and working practices to social distancing rules over the last few months, immediately returning to the old ways of working will likely neither be sensible or practical. With safety being the key priority for the ‘new normal’ of office life – communication, flexibility and preparation should be the main focus areas for employers.

With this in mind, what are the challenges and opportunities that employees anticipate as they prepare for the return to work, beyond government and industry supplied health and safety best practice? Furthermore, how can employers best support their staff during this period?

Keep people at the heart of change

It is important to recognise that your workforce has been working through an intense period of uncertainty and change for months, which can be incredibly unsettling. On top of this, working for weeks in isolation without the usual physical interactions with team members could be potentially detrimental to employee engagement and mental wellbeing.

Having adjusted to keep staff connected with one another from a distance with virtual team building exercises, video calls and daily check-ins, as teams begin working in hybrid models with some in the office and others remote, staff engagement will need to adapt again.

Managing people with greater sensitivity and maintaining positivity throughout will be crucial. To help instil a sense of normality and engagement, encourage maximum collaboration between individuals (in accordance with social distancing rules), and make sure teams feel part of company goals and opportunities through regular meetings and communication – no matter their location.

Continuing to invest in technology and offering flexibility will also be important to ensuring that people can continue to work remotely or on-site, either in accordance with their own wishes or as part of your staggered return-to-office plan.

Communicate, communicate, communicate (and listen)

Reassuring staff that they are able to safely return to the office will require continuous communication. From expectations of the physical office, to expectations of how to operate within hybrid teams, these new expectations and new workplace requirements should be communicated to all staff clearly to avoid confusion.

Regular email updates, updates on the company’s intranet and social media channels, as well as frequent town hall meetings (either online or in a smaller setting) could be key elements of an effective communications approach.

Also, consider a feedback channel to allow staff within the team to offer thoughts on their experience of returning to the office and any suggestions on improving the process. Whether on a company-wide basis or a team-by-team approach, schedule regular check-ins to engage with employees’ questions and concerns.

Maintaining open communication channels with your team will be essential for keeping up employee morale and ensuring clarity. For example, if some employees aren’t comfortable with coming to the office every day, then they should have plenty of opportunities to voice their concerns and have them dealt with promptly, respectfully and fairly.

Staggered return-to-office planning

Depending on the size of business and density of office space, maintaining home working arrangements across teams on an alternating basis could make it easier to implement safe social distancing. This involves select teams working remotely while others work on-site on any given day.

An alternating approach to remote working might also reduce the risk of staff feeling pressured or overwhelmed by an immediate return to the office five-days-a-week. After all, some families might be juggling temporary disruptions to childcare arrangements and public transport systems will likely become crowded again. So, a transitionary period will help everyone adjust to post-lockdown office working.

Finally, if you have developed your technology infrastructure to facilitate remote working, you would do well to continue to leverage these new capabilities as in all probability, a mixture of remote and at-office work will be needed for some time.

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Business

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy  

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy   2

Leading payments provider, Contis, has applied for two grants from the RBS & BCR Alternative Remedies Package, totalling £35 million.  

Unlike most applicants who will deploy funds through a single brand, Contis is taking a completely different approach. The funding will be used to drive fintech innovation in the UK by developing an off the shelf, B2B electronic and card payment technology platform for SMEs. With Contis’ powerful tech stack and regulated status, this will empower hundreds of fintechs to support the SME market with groundbreaking technologies, payments and lending capabilities. Contis today services over 800,000 consumer accounts, 14,500 business accounts and processes £4bn in transactions per year, demonstrating a proven track record.   

UK businesses are facing a challenging economic environment with the impacts of Covid-19 and Brexit. As large corporations and entire sectors are affected, SMEs will play a vital role in the recovery. Contis’ approach is completely disruptive, offering three channels to maximise support for SMEs and sole traders, through three unique brands, all powered by APIs from Contis’ modular and configurable engine. 

1.       Canvas for Business 

Contis is a super-vendor in the world of fintech, offering payments through proven banking rails and card scheme capabilities including issuing pre-paid, debit and virtual cards. They’re linked to digital delivery like Apple Pay and Google Pay, and a trusted tech stack that boasts 99.99% uptime.  

With funding from the Capability and Innovation Fund (CIF), Contis’ technology and regulated services will be made available to the whole fintech community, enabling them to provide dedicated SME accounts with the latest leading-edge capabilities delivered via Contis’ wholly owned, secure, cloud-based technology and apps. Contis’ solution has a firm eye on the need for SMEs to compete internationally, particularly after Brexit, and offers FX integration as standard.  

Canvas for Business will increase competition by providing fintechs serving the SME market with technology that outstrips the big banks. Contis will also provide credit referencing capabilities and empower fintechs to lend to their SME client base through Contis’ own credit licence. Without the constraints of legacy systems, it will enable simple connectivity to accounting and payments solutions, as well as to unlimited future innovations.  

2.       Engage for Business 

Over 150 Credit Unions currently use Contis’ Engage service and technology, and hold an estimated £400 million in undeployed cash reserves. Developed with CIF funding, Engage for Business will enable Credit Unions to launch business accounts and payments products for the first time, and allow excess funds to be redeployed in the SME sector through business support loans. This will revolutionise access to funding for sole traders and small businesses. 

3.       Freedom for Business 

With CIF funding, Contis will also offer large scale SMEs a direct-to-market solution where Contis holds the relationship and provides a bespoke offer to meet the business’ exact needs. 

Contis’ application to the Capability and Innovation Fund is focused on creating the widest possible impact for UK SMEs by fulfilling their accounts & payments needs and driving innovation in SME financial services. 

Through the grant, Contis will empower over 200 fintechs and Credit Unions to provide credit, simplify payments integration into everyday business needs, offer digital credit referencing, provide budgeting tools to SMEs, enable automated payments, give predictive insight on cash flow, provide rewards to SMEs on spending, and much more. 

Peter Cox, Founder and Executive Chairman of Contis said: “Our mission is to democratise payments and financial services for all SMEs, so they’re spoilt for choice with innovative and affordable solutions that meet their exact needs. Our approach, based upon proven technologies, will broaden and disrupt the services available to SMEs far beyond the capabilities of existing providers such as the big banks.  

“By driving competition and innovation, while improving the availability of funding, our approach will increase the services on offer to SMEs and make them more affordable, therefore becoming easier for every entrepreneurial person with vision to run their own businesses.” 

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Business

Four years of digital transformation in four weeks: UK lockdown puts pressure on brands to digitally deliver

Four years of digital transformation in four weeks: UK lockdown puts pressure on brands to digitally deliver 3

Nearly a third (32%) of consumers would switch providers if a brand’s website is unavailable for more than 24 hours

A study released today reveals the scale of omni-channel pressure brands now faced as a result of the Covid-19 pandemic, as consumers flock to apps and websites to as the priority destination to transact with brands.

The UK has experienced a huge leap in use of online services thanks to lockdown, with the public appearing to have less concern for the availability of a brand’s physical location. Research by Sungard Availability Services (Sungard AS) uncovers a “window of availability” that UK businesses now have before consumer loyalty changes:

  • If a brand’s website is down for 24 hours – 32 percent of consumers would switch provider
  • If a brand’s app is down for 24 hours – 28 percent of consumers would switch provider
  • If a physical store is closed for 24 hours – 20 percent of consumers would switch provider

The results by industry paint an interesting picture of the availability timeframes brands are expected to adhere to:

  • For online retailers, excluding grocery retailers – 23 percent of consumers would switch provider if they could not access online services for 12 hours, rising to over a third (34 percent) after 24 hours
  • For financial services and entertainment streaming platforms – 21 percent of consumers would switch provider after 12 hours, rising to 33 percent after 24 hours
  • In the case of online grocery shopping – 20 percent would switch provider after 12 hours, rising to one third 33 percent after 24 hours

The findings also highlight that as digital reliance increases, so will consumer expectations towards availability in the future. Over the coming two years, a third (33 percent) of consumers expect online financial services to always be available, rising to 35 percent for streaming services.

“UK consumers have become reliant on the constant availability of online services, and lockdown has only served to heighten this,” comments Chris Huggett, SVP, EMEA at Sungard AS. “What used to be a choice between physical and digital has now firmly accelerated into digital environments across various industries. As online worlds continue to outpace bricks and mortar as the face of businesses, ensuring constant availability and clear communications on downtime will be key for brands to build trust and loyalty.

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