Technical writers have no formal professional certification to demonstrate their expertise. If you need a position as a documentation specialist, how do you present yourself as a qualified, quality applicant? Here are a few articles that should help you.
In this article, I will outline an approach to gleaning insights from primary qualitative research data. This article is not a how-to for creating the design tools that are often the outputs of primary qualitative user research—such as personas, mental models, or user scenarios. Instead, it identifies an approach to generating overarching insights, regardless of the design tool you want to create.
Hear the one about the job candidate who brushed her hair during an interview? Or the man who sniffed his armpits on the way into the interview room? They may sound like jokes but these are two of the top 10 gaffes to feature in an annual survey of the most outrageous interview mistakes by candidates compiled by online job site CareerBuilder.com.
We tech writers need to know what our readers need. One of the simplest ways to find out is to just ask the users. However, the most obvious questions aren’t necessarily the best ones. Today, I look at some questions that don’t work as well as you might think.
Today's organizations are challenged with attracting, developing, and retaining high-quality employees; thus, many firms seek to improve their recruitment and selection processes. One approach involves using realistic job previews (RJPs) to communicate a balanced view of the organization. The authors explored the effects of organizational culture (hierarchy, market, clan, and adhocracy), recruitment strategy (RJP vs. traditional), and personality (horizontal and vertical individualism—collectivism) on attraction to Web-based organizational profiles using a sample of 234 undergraduate students in a mixed two-factor experimental design. Results indicate that the clan culture is viewed as the most attractive. Traditional versus RJP recruitment produced higher levels of organizational attraction. Finally, predicted relationships between the personality framework of horizontal and vertical individualism—collectivism and organizational attraction were supported.
Gardner, William L., Brian J. Reithel, Richard T. Foley, Claudia C. Cogliser and Fred O. Walumbwa . Management Communication Quarterly (2009). Articles>Management>Interviewing>Organizational Communication
You have to create a professional persona. That persona is a full-fledged adult who demonstrates a tightly organized research program, a calm confidence in a research contribution to a field or discipline, a clear and specific trajectory of publications, innovative but concise, non-emotional ideas about teaching at all levels of the curriculum, a non-defensive openness to the exchange of ideas, and most importantly, a steely-eyed grasp of the real (as opposed to fantasy) needs of actual hiring departments, which revolve ultimately, in the current market, around money.
People often turn down the chance to be interviewed because they're nervous, or afraid they'll say the wrong thing. Instead, think of the interview as a golden opportunity for you to convey your message. If perceptions about you, your school, or youth in general have been wrong in the past, this is your chance to set the record straight.
Studies have shown the importance of employment interview preparation in boosting the confidence and performance of students and jobseekers when they interview. This article reviews several techniques for preparing students for mock job interviews and, hence, actual job interviews.
Hiring managers need to understand academic programs in technical communication in order to evaluate potential new hires, especially for entry-level positions in challenging, high-tech, international environments. Changes in the profession, in the workplace, and in higher education have led to the proliferation of academic programs. These may offer advantages over non-academic training, in terms of cost, comprehensiveness, content, and control. Academic programs are also different among themselves, based on credentials, institutions, instructors, and program homes. By developing reasonable, informed expectations for what academic programs teach, managers who hire program graduates can experience the payoffs of lower-risk, more cost-effective long-term hires.
A technical writer will periodically need to interview Subject Matter Experts (SME) to gather information about a technical document. More often that not, and especially within the context of software development, most SMEs are engineers and software developers. But they can also be mechanical, electrical and other types of engineers, hardware installers, network engineers, testers, site foremen, call center engineers, field technicians, sales or marketing people, local dealers, etc. One cardinal rule of interviewing an SME is to do your homework well, in advance.
A common misconception is that Human Resources departments exist to help job-seekers find their place within a company. In fact, the role of HR departments is to act as the gatekeeper. Savvy job-seekers know how to get around, over, and bypass the gates of HR, to connect with the decision-makers who can really help you.
Technical communicators should use job search Web sites and other Internet resources (i.e., listservs and email networking) as part of their overall job search strategy. In using job search Web sites, technical communicators should choose carefully from four main categories of such sites: general job search sites, field-specific sites, professional organization sites, and specific employer sites. Each of these categories requires specific consideration. Job seekers should take into account the specific characteristics and purposes of the site and its users. To get the most effective results, technical communicators should also take special care when choosing keywords for job searches.
An effective interview process better enables fhe selection of thoroughly qualified technical writers. This process is repeatable and ensures comparing “apples to apples. ” The seven steps are 1) advertise the job, 2) receive and review the resumes, 3) receive and review the writing samples, 4) set up the interuiezu, 5) hold the pre-intetiao strategy meeting, 6) hold the interoiew, 7)and hold the post-interview debriefing.
A simple, semi-structured, one-on-one interview can provide a very rich source of insights. Interviews work very well for gaining insights from both internal and external stakeholders, as well as from actual users of a system under consideration. Though, in this column, I'll focus on stakeholder interviews rather than user interviews.
Looking back over recent months, by far the most common form of research I’ve carried out is that stalwart of qualitative studies—the interview. A simple, semi-structured, one-on-one interview can provide a very rich source of insights. Interviews work very well for gaining insights from both internal and external stakeholders, as well as from actual users of a system under consideration. Though, in this column, I’ll focus on stakeholder interviews rather than user interviews.
If you have a group of stressed out and overworked technical writers and need to add to your staff, hiring the right technical writer can be a challenge. The author provides some tips on the hiring and interview process and what you might look for in exceptional technical writing candidates that will best fill the needs of your group of technical writers.
A major impediment in global user interface development is that there is inadequate empirical evidence for the effects of culture in the usability engineering methods used for developing these global user interfaces. This paper presents a controlled study investigating the effects of culture on the effectiveness of structured interviews in international usability evaluation. The experiment consisted of a usability evaluation of a website with two independent groups of Indian participants. Each group had a different interviewer; one belonging to the Indian culture and the other to the Anglo-American culture. The results show that participants found more usability problems and made more suggestions to an interviewer who was a member of the same (Indian) culture than to the foreign (Anglo-American) interviewer. The results of the study empirically establish that culture significantly affects the efficacy of structured interviews during international user testing. The implications of this work for usability engineering are discussed.
In Part I of this series on interviewing, I considered preparatory steps you can take before doing interviews for qualitative research to ensure their success. Immersing yourself in the problem space, getting access to the right people and preparing them for their interview, finessing the interview setting, and honing your script’s structure and phrasing are crucial to creating a conducive interview experience. A successful interview depends on characteristics of both the interviewer and the research participant. In Part II, I’ll address how to manage an interview to ensure it starts on the right track and stays there. This article also touches on some ways to develop your interviewing skills throughout your career.
Bad interviews can result in missing data, incomplete detail, misleading results, partial insights, and lost opportunities. Your reports, presentations, and recommendations document what you’ve learned from your research and the decisions you’ve made based on it, so you need to ensure your research is the best it can be—that you get good interviews.
My face-to-face interview with the company was similar to my phone interview. So similar, in fact that more than once I found myself answering the same questions I had answered over the phone. They did throw a couple curve balls at me, however. The strangest question I was asked was, 'If we called your references, what would they say about you?' I was unprepared for this one, and I ended up talking more about my references than about what they would say about me.
When I originally spoke to the recruiter on the phone, she gave me a brief description of the job and asked for my rate. We negotiated the rate for a few minutes and came up with an acceptable number ($25 an hour) and she sent me an e-mail with the full job description and a short agreement asking me to confirm her representation and my rate. I sent back my confirmation and that was it for a while.