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YOUR CAREER | Careers 101
CAREERS 101
University of Phoenix
experts answer your questions.
How to overcome interview roadblocks:
Communicating your ability to learn
SKILLS
SHARPENER
How to improve the skills
employers need now
Analyze this: How to become a better thinker
“I think making analytical decisions when you can is
increasingly going to be a criterion for being hired in a
lot of different types of jobs,” says Davenport.
How do you get better at it?
Get yourself in the habit of approaching business
decisions analytically. Here’s how:
• Frame the problem. This involves identifying the
problem, asking questions, assessing the available
information and determining additional information
you need. This is also a good time for a history lesson.
“See how other people have solved this problem in
the past,” advises Davenport. “Most problems are not
unique.”
By Kathryn Scahill
Q: I was recently in a job interview and was told that I did not
have enough relevant experience. I was really interested in the
position, but at that point I felt very discouraged. I don’t have
much experience in my field, so would like to know how to address
this concern in future interviews.
A: It is important not to overlook the point of the interview, which
is to market yourself as a potential employee. This will require a
bit of a sales pitch on your part. Job seekers are often discouraged
when asked difficult questions. It’s very common for an employer
to point out a lack of skills, education or experience during an
interview. This does not, however, mean you are not a viable
candidate.
After all, the employer requested an interview with you. He or she
saw your resumé, read your qualifications, before speaking with
you. It is highly unlikely the employer assumed you had skills
that were not listed on your resumé. When you are told during
an interview that you don’t seem to have the qualifications or
experience the company is looking for, you should convey that you
can learn what it takes to succeed in the role. A lack of relevant
experience does not signal the end of the interview.
Employers are looking for you to articulate that you
are ready for the challenge. It’s important to be honest
about your skills and experience; don’t exaggerate or
embellish in an attempt to meet their needs. Instead,
focus on what you do have to offer, and convey the
reasons they should hire you. Here are a few talking
points:
• Although I do not have a lot of experience in
marketing, I’m a very fast learner. I have already
begun research on your products and target
markets, and I know I can hit the ground running.
• I excelled in my finance and accounting classes,
and am ready to put that knowledge to use.
• I believe that my past jobs in sales will translate
really well to this position, and I will be able to
catch up quickly so I can be an asset to your team.
The key is to focus on your strengths and your desire
to learn and succeed. If you are truly interested in
the job, it is essential that you make that interest clear
to the employer. Remember, you are your own best
advocate, so use the interview to market yourself as
the best candidate.
By Julie Wilson
What is it?
Thomas H. Davenport, who teaches analytics and big data in
executive programs at Babson College, Harvard Business School,
MIT Sloan School and Boston University, explains analytical
thinking this way: “It’s critical thinking using data and analysis to
inform and hopefully support better decisions.”
That is, when you approach a challenge from the framework of
analytical thinking, you collect data related to the issue so you can
assess it and formulate a plan of action based on fact.
Davenport, who is the author of Keeping Up with the Quants: Your
Guide to Understanding and Using Analytics, says, “Analytical
decisions are more likely to be accurate and precise” when
compared with those based on experience and intuition alone.
Why is it important?
Analytical skills are valued in the business world where
information is coming in a mile a minute. Analytical thinking
skills enable employees to process critical information, organize
it and then draw conclusions in order to make better decisions
efficiently and quickly. Not everyone is going to be a datacrunching
expert, but it’s important to have a basic understanding
of the process.
• Solve the problem. This is where data comes
in. Collect it and then create a model in order to
analyze it and understand the issues. Then use
that analysis to develop a solution. If you work in
a larger organization, there’s a good chance one of
your colleagues can crunch the numbers. “You can
find experts to help you do that,” assures Davenport.
“That’s what hardcore quantitative analysts do.”
• Communicate the results and their implications.
Don’t be dry about it, though. You have to be able to
engage leaders and help them understand the data
in a meaningful way. “Most people are not very good
telling stories with data,” says Davenport, “but it’s an
important skill, as well.” It’s worth taking the time to
learn how to do it right.
Learn more
Continue to sharpen your creative problem-solving
skills with these resources:
• Read: Keeping Up with the Quants: Your Guide to
Understanding and Using Analytics by Thomas H.
Davenport
• Watch: Analytical Thinking by GRASP the Solution
• Attend: The American Management Association’s
range of analytical thinking workshops.
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