ALUMNA SPOTLIGHT: Devon Voster

Devon Voster

Director, Talent & Engagement 

Ingredion Incorporated

How did you find yourself in Human Resources?Devon describes that she was drawn to mathematics and psychology throughout her education. She wanted to move into a career that would allow her to combine these two interests. Devon did not see herself in a clinical setting rather a workplace setting where she could apply her analytical skills. In the Organizational Development department of human resources, Devon is able to problem solve using a combination of art and science to help leaders be more effective and improve business performance.

What inspired the transition from assessment consulting to working internally in OD?Through consulting, Devon learned a lot about various aspects of business and how different businesses operate. However, as a consultant, she specialized in a relatively narrow area within talent management – that is, executive assessment and coaching and wanted to broaden her experience to other areas of talent and OD.  By taking an internal position with McDonald’s, Devon was able to see the reality of how decisions are made within an organization as well as the long-term impact of those decisions.

Having started as a research associate at ACNielsen Bases, how has the business environment changed for women over the last few years?Within human resources, we find that the profession is predominately female. One trend that Devon noticed is a movement to attract more men to the field. This may no longer be a challenge as we find human resources is becoming more analytical and connected to the business strategy with work such as strategic workforce planning, which likely helps draw men to the field.

What is the biggest obstacle women face in the workplace today and how can they overcome it?As we know from research, women often underestimate their abilities compared to their male counterparts.  At times, this could prevent a woman from considering a larger role because she may feel that she is not qualified when, in fact, she may be equally or more qualified than others. . In Devon’s opinion, this is a challenge that policy changes alone will not solve.  There is a broader culture shift that must take place, which will take time. This cultural change cannot take place without the support of men in the workforce as well as women. Men need to be a part of the conversation and, along with women, take action to encourage and support women who aspire to take on leadership roles.   

What is the best advice for someone looking to make a change/transition in today's job market?To pursue a role in human resources, Devon recommends staying open minded in the beginning. She suggests starting in a generalist position. As a generalist, you gain exposure to all aspects of human resources and learn to partner with the business. Once you have had exposure to all aspects of HR, it is easier to choose which one you would like to specialize in should that be the route you would like to take. By specializing, you are able to build on the skills already developed from your time in the generalist role.

In terms of deciding which organization to join, Devon recommends carefully evaluating the way that HR is positioned within the company. For example, how involved is the executive team in people-related decisions and how is HR perceived? What is the relationship between the CEO and the CHRO?  Assessing these factors will help you determine the degree to which HR is viewed as a true strategic business partner versus an administrative support function.

Interviewing: A View from Both Sides of the Table

By Wajiha Azher, VP of Membership & Administration

Ever notice the direct correlation between a stronger job market and your work colleagues having mysterious car tune-ups or doctor’s appointments? As we begin 2016, market news touts the growth in company salaries and, along with it, more job opportunities. Here's how to prepare. 

This thawing of the job market doesn’t please any group more than those students at the brink of graduation and ready to dive into the world of employment. There are many steps in the job search process, which most of us are painfully aware, that lead up to the final offer call. The most determining factor by far is the in-person interview. This is the step where both the employer and potential employee tactically and strategically “buy and sell” so as to judge professional and cultural fit.

INTERVIEWEE: LOOK THE PART

From the potential employee’s perspective, there are many items for an interviewee to prepare for before even arriving at the interview. Appearance is the number one factor; this is not only in terms of how you are dressed but also how prepared you look and act. The interviewer may have already completed a phone screen with you, so they have already made a decision about your strengths and weaknesses compared to other applicants and compared to whom they envision taking the position. There are many sites out there that will allow a glimpse of the organization’s presence in the market and even those that provide a look into the minds of present employees such as Glassdoor. As with any other site on the internet, the researcher must review different perspectives before making a decision. Merely understanding the company and its employees is not enough, the interviewee must have a good understanding of the role for which they are interviewing. Be prepared to answer questions about strengths and weaknesses as compared to a professional who currently holds the position, or better yet, compared to classmates competing for the same position.

When the interviewee does get on site, this is when the true evaluation begins. Appear alert and interested; in other words, no cell phones. A recruiter cannot emphasize enough the importance of not checking cell phones during the interview or as the interviewee is walked to the interview room. Take this case as an example, there is a Human Resources Assistant interviewing a female candidate for a position that would be a great professional move for the candidate. The assistant is clearing not the manager nor anyone who will directly work with the candidate should she be hired. In the middle of a question posed by the HR Assistant, the candidate reaches into her purse which is sitting on the chair next to her (rather than the floor where it should have been), checks the time, and even runs her finger through the lock screen to see if she has received any emails or messages. She lost not only eye contact at that moment, but also the job. On the other hand, checking the phone in the lobby is acceptable or right after being walked out of the interview (and of course, that is after the final handshake). If time is of concern, then create a situation where time is not of concern, for instance, take the whole day off of work for the interview. Bottom line, appear at the interview both in body and mind. With full attention on the interview, the interviewee can focus on employment factors that will support him or her in making the final decision.

An Interviewee's Check-list

Professional Considerations	Personal Considerations
Reporting Structure	Commute
Exposure to Upper Management	Flexibility
Future Job Opportunities	Manager's Personality

Most of these topics can be covered by asking questions or may even be communicated by the interviewer as a way to sell the position. However, for the more subjective topics, read between the lines. How does the manager address her team and what personal examples does she provide? Another way to appear attentive is to take notes during the discussion, and be sure to take mental notes of matters that may be more personal. A successful interview provides multiple data points, which should allow a well-rounded decision.

INTERVIEWER: PREPARE, PREPARE, PREPARE

Across the table, there is a similar situation. Though the interviewer must also appear alert and interested, there are many other eyes in the building that watch and evaluate so there is more attention on the interviewee’s appearance over the interviewers’. However, preparation is important here as well in order to make sure the appropriate items are brought up during the discussion. The potential employer should drive the interview to reveal the interviewee’s strengths and weaknesses which were in question after the phone screen. Outside research is a common practice on this side as well, especially when information is readily available on individuals online. Publicly posted information is public knowledge and does influence the perspective of interviewer about the interviewee before meeting in-person. Furthermore, the interviewer will be assessing how the person is treating others, reacting to the position’s information, and other subtle mannerisms. These subjective indications provide an insight to the person’s fit to the social and personal aspects of the job. There are several other moving parts to the final decision such as other applicants and other interviewer feedback, but the individual’s fit can definitely be determined after the face-to-face discussion.

BOTH SIDES

After examining both sides of the table, the tactical and strategic approach to interviews is almost identical. From the physical observations all the way to comparing the competition, both sides are critically analyzing the future professional opportunities and ability to work well within the social environment. In an interview, both sides have equal power. In most, if not all cases, the interview begins with a partial decision already made by both parties. During the interview the decision begins to solidify, and finally, at the final handshake there is a confirmation. Due to this, the potential employee should make sure appearance is not the reason why he or she is denied the position. It should be acceptable to be denied based on inexperience or mismatch of personality, but not for a reason entirely in your control, such as cell phones usage.The main goal of an interview is not to get a call for a second interview or get the offer call, it is for both sides to agree to best fit. Is the interviewee right for the position? Is the interviewee right for this team? Is this interviewee right for this company? And, equally important, is the position, team and company right for the interviewee? 

"IN MOST, IF NOT ALL CASES, THE INTERVIEW BEGINS WITH A PARTIAL DECISION ALREADY MADEBY BOTH PARTIES."