4 Essential Questions to ask at the end of a job interview

“I am always surprised how some interviewees tend to trail off towards the end of an interview instead of finishing strong and leaving a lasting impression,” says Zachary Rose, CEO and founder of Green Education Services, a green jobs training firm based in New York City.

Whether you’re a senior preparing for campus recruiting or a recent graduate still hunting for a job, here are the top questions experts recommend asking at the end of a job interview to leave a great final impression on hiring managers and establish yourself as a top candidate.

“Is there any reason why you wouldn’t hire me?” Kelsey Meyer, senior vice president of Digital Talent Agents in Columbia, USA says, “A recent candidate asked, ‘If you were to not offer the job to me, what would be the reason?’ This was extremely straightforward and a little blunt, but it allowed me to communicate any hesitations I had about the candidate before he left the interview, and he could address them right there.”

“This one question is something I would suggest every single candidate ask,” adds Meyer. It lets you know where you stand and if you need to clarify anything for the interviewer. “If you have the guts to ask it, I don’t think you’ll regret it,” she says.

Rachel Dotson, content manager for ZipRecruiter.com, says, “All too often you hear about candidates leaving an interview and thinking they aced it, only to get a swift rejection email soon after. Take the time while you’re face-to-face to ask about and dispel any doubts that the hiring manager has.” Make sure a key asset of yours hasn’t been overlooked.

“As an employee, how could I exceed your expectations?” Michael B. Junge, a staffing and recruiting industry leader with Irvine Technology Corp in Santa Ana, California and author of “Purple Squirrel: Stand Out, Land Interviews, and Master the Modern Job Market,” says that one of his favourite interview questions is when a candidate takes the lead and asks, “If I were offered this position and joined your company, how would you measure my success and what could I do to exceed your expectations?”

“The question shows confidence without being overly brash, while also demonstrating that you have an interest in delivering positive results,” Junge adds. What’s more, the answer you receive can reveal what the interviewer hopes to accomplish by making a new hire, and this information can help you determine whether to accept the position if you get an offer.

“How could I help your company meet its’ goals?” Dotson also suggests job candidates ask the interviewer, “How does this position fit in with the short- and long-term goals of the company?” The response to the short-term side of the question gives you further insight into your potential role and helps you tailor the remainder of the discussion and your interview follow-up, she says. “Second, by bringing up long-term goals, you are telling the hiring manager that you’re there for the long-run, not just another new grad that is going to follow suit with her peers and job-hop every six months,” Dotson says.

Junge also recommends that interviewees ask, “What challenges have other new hires faced when starting in similar roles, and what could I do to put myself in a better position to succeed?” He says few students or new grads will ask this question because most haven’t witnessed failure. To a hiring manager, this question demonstrates maturity and awareness, and if you’re hired, the answers can help you avoid the pitfalls of being new.

“What excites you about coming into work?” Murshed Chowdhury, CEO of Infusive Solutions, a specialised staffing firm in New York City, suggests that candidates ask the interviewer, “What excites you about coming into work every day?”

“This is a role reversal question that we often suggest candidates ask,” he says. People love the opportunity to talk about themselves, so this question provides an excellent chance to learn about the hiring manager and find ways to establish common ground. “This is also a great opportunity for the candidate to determine whether he/she is excited by the same things that excite the hiring manager to see if the culture is a good fit,” Chowdhury adds.

The Bottom Line Although it is important to provide a great first impression to a potential employer, as well as acing the basics of a job interview, closing the interview strong is just as important.

“Prove to your interviewer that you want this position and you are in this for the right reasons, not simply to fill your day with something to do,” Rose says. Ask these questions before you leave, and leave your potential new employer with a great impression.

Article courtesy of Forbes.com

Jurupa are attending WebSummit 2016

Described by industry leading experts as “Europe’s largest technology marketplace” – Web Summit will be taking place in Lisbon, Portugal between November 7th-10th 2016 and Jurupa will be in attendance.

For meeting requests, please contact us via info@jurupa.co

See you there…

ZyXEL select Jurupa for key marketing hires

ZyXEL Communications Corp, a leading global provider of networking hardware and devices, have selected Jurupa as their recruitment partner of choice in selecting 2 key marketing hires for the EMEA business.

Clare Leetham, formerly of Microsoft and DABS.com joined the EMEA team on August 22nd and will be responsible for evolving the European Partner Programme.

Johan Olsson, formerly based out of Los Angeles with Spark Networks has joined the organisation as of October 3rd and will be responsible for Marketing execution across the Nordic and Benelux regions. He will be based out of Stockholm, Sweden. Both Clare and Johan will report into the European Director of Marketing.

Polycom names new CEO after acquisition

Polycom and Siris Capital Group have announced that Mary McDowell will succeed Peter Leav as Polycom’s CEO after Polycom’s merger with an affiliate of Siris Capital.

Peter Leav will remain as CEO and a board member until the transaction is closed, which is expected to be in September or October 2016.

McDowell is currently an Executive Partner at Siris Capital.  Prior to that, she was EVP, Mobile Phones at Nokia, where she held global P&L responsibility for the feature phone business and associated software and digital services. She joined Nokia in 2004 to lead the Enterprise Solutions business and later served as Chief Development Officer. She has also held senior positions at Compaq Computer and Hewlett Packard. She serves on the boards of Autodesk, Bazaarvoice and UBM.

“Polycom is a powerful global brand and is strongly positioned to help organisations of all sizes raise the bar on collaboration to drive higher levels of productivity and deepen employee engagement,” said McDowell. “I’m looking forward to working closely with the Polycom team to build on the history of innovation and strong track record of creating best-in-class products and services that meet the needs of more than 400,000 companies, institutions, and channel partners, as well as deepening partnerships to enable the evolving Unified Communications ecosystem.”

“Mary has a unique combination of technology and management experience leading multi-billion-dollar consumer and enterprise technology businesses in mobile, telecom, and enterprise sectors that make her a great fit for this role,” said Frank Baker, co-founder and managing partner, Siris Capital.  “Her track record in architecting winning volume product portfolios is exceptional and will be an excellent fit with leading the Polycom team.”

Leav has served as Polycom’s CEO since December, 2013 and will leave Polycom to pursue other opportunities.

Article courtesy of Inavate.

Jurupa welcomes new Sales Manager to the team

Jurupa are delighted to announce the hire of Jonathan Edwards, who joins the company as Sales Manager EMEA as of September 1st 2016.

Having enjoyed great success in his previous role at V1 Software, (latterly Advanced Group) Jonathan opted to join Jurupa to help drive growth and mindshare of our brand in the marketplace.

Founding Director Aaron Davies commented “We are very excited to be welcoming someone of Jonathan’s experience and track record into the team. We have exciting plans in place for growth and I feel confident that he will play a major part in helping us to achieve our objectives.”

Jonathan can be contacted via jonathan@jurupa.co for any queries.

Apple Music and Spotify tense up over music label agreements

This is not the first or last time Spotify and Apple Music will clash. Not so recently, Spotify called out Apple’s App Store revenue rules, calling the company “anti-competitive” when it came to Apple favouring its own streaming services and putting third party services down, so to speak. In response, Apple accused Spotify of asking for special treatment from other apps.

Spotify has been around for a long time, building its business model from the ground up. That is until Apple launched its own Music service just over a year ago. The Apple giant already has 15 million paid subscribers, halfway reaching Spotify’s 30 million subscribers.

Today, Music Business Worldwide reports that the green streaming service has been out of contract with the three major music labels: Sony, Universal Music, and Warner, and suggests it’s been paying month-to-month until it can settle with the other labels on a long-term deal. So Spotify subscribers shouldn’t worry about any tracks or collections being pulled.

Some of the parties associated with the three major labels have expressed concern about Spotify’s aggressive promotions like its $15/month family deal or its occasional $1 promotions for three months of Streaming. The concern is that these promotions were put in place without a long-term agreement from the Labels.

Apple Music pays 58% of revenue to labels while Spotify struggles to pay (reportedly) 55% for now until it renews long-term agreements with the labels. And it seems like Spotoify has been struggling with that amount as it reported a $194 million loss of revenues of just over $2 billion. Spotify can only compete so much with a company that is sitting on massive amounts of cash-spending power.

Thankfully, the MBW reports that Spotify’s future with the major lablels is “optimistic”. Spotify just needs to regroup and readjust its business model in order to compete with Apple Music. One such idea brought to the table was offering new album releases on Spotify Premium outside of the free-tier for just a couple of weeks. According to the MBW, this is what Spotify is now negotiating with the major labels.

Article courtesy of gsmarena.com

Tasktop Technologies engage Jurupa in securing first EMEA partner manager

TaskTop Technologies, a leading ALM integration technology vendor are celebrating the hire of their first European based employee that will be tasked on managing and expanding their channel business in the region.

Dr Tuuli Bell, formerly of Cherwell Software and a PhD graduate of the University of Cambridge, joins the organisation as of August 22nd and will report directly into Wesley Coelho, Senior Director of Business Development, who is based in Vancouver.

Jurupa Director Charles Noden commented “the addition of Tuuli to TaskTop’s EMEA organisation represents a real coup for both parties and we are confident that she will prove to be a fantastic addition to the team.”

Jurupa welcome Ghostery Inc to growing client base

Jurupa are delighted to announce Ghostery Inc as a new customer and are celebrating a successful first project following the hire of Michael Glintzer as Regional Sales Manager for DACH & Central Europe.

A sales veteran of the CDN arena, Michael has held senior sales positions in organisations including X-Stream, Global Dots and CD Networks.

Ghostery empowers consumers and businesses globally to create safer, faster, and more trusted digital experiences. Millions of consumers rely on the free Ghostery Browser Extension and mobile app to control how they are tracked online. Businesses rely on Ghostery MCM to speed up, clean up, and lock down their websites and apps through increased visibility and control of the digital technologies used to drive conversion and revenue. Ghostery is also the dominant provider of privacy governance services, powering compliance for more than $2 billion of advertising and e-commerce transactions annually.

Michael will report directly into Ghostery’s EMEA Managing Director and be based from the company’s London offices.

When Should Startups Move Into a Physical Space?

At what stage should a startup consider moving its operations into a physical space as opposed to just a digital one? It’s an important question that startup founders must make at some point, and – once they do reach this decision point – what kind of space works best for their company needs?

The costs of starting up are sizeable – not just in capital (although, it’s certainly a huge financial investment) but also in the amount of time it takes for founders and early employees to build it into the best company that it can be. To minimize some of the costs, startups in their early stages often resort to having their employees working remotely 100 percent of the time. There comes a certain point, though, when this virtual space no longer works, and the amount of time wasted on missed connections and indirect communication can actually hurt a company’s success.

We reached out to various companies and asked them for their thoughts on the matter. Before you consider moving into your own startup office, read what they had to say:

Simon Slade, CEO of Doubledot Media:

“Think about a physical office as an investment. Assess how much money you would be paying for office space in your area – is this even a financial possibility for your company right now? If so, think about the potential benefits of an office space (company culture, increased productivity, better collaboration, etc). Then, compare the financial investment with the (often non-financial) payoff. This should give you a good idea of whether or not it’s a good time for your company to open an office.”

Jim Simpson, CEO of Crelow:

“Other startups operate differently, of course, but I think it is important, even essential, for a startup business to have its core people in the same physical location from the get-go. For one thing, there is no substitute for the accidental but important learning that takes place in hallway conversations, in the elevator, or over coffee in the break room. The great benefit of this serendipitous learning was recognized at least as long ago as In Search of Excellence, by Peters and Waterman.

For another thing, every company needs to develop its own culture, and that is best done when people are together most of the time. Skype, Slack, and FaceTime are great, but there is nothing like being in the same office to build an unspoken sense of common purpose and a strong desire to help each other. I should add that the office itself should be congenial to the people working there; the space, location, amenities all contribute to the fostering of a culture. In such a congenial space, the employees tackle problems together, celebrate victories together, and build a positive culture together.”

Rachel Taylor, VP of operations at Rocana:

We are a fully distributed company here at Rocana, which means our employees have the freedom to live and work where and when they want and dictate the right work/life balance for themselves and their families. We love this model because of the flexibility it gives our staff and because it has enabled us to hire the best people for the job wherever they may be, and not limit ourselves to candidates in specific geographic locations (especially as the tech goliaths compete fiercely to recruit and retain top talent in hotspots like Silicon Valley).

The irony is, every large successful company eventually ends up distributed anyway – by way of acquisitions, distributed sales and technical teams, regional branches and the sort – so one could argue that just moving some percentage of your employees into a physical space does not change you from being a distributed company. In that vein, we absolutely think it’s possible for a startup like ours to continue growing virtually, without requiring a centralized physical space from which to work. It just requires careful planning from the very beginning, and a healthy trust that our employees will care, be engaged, and live up to whatever expectations we have of them if we empower them to do so. We care more about impact and results, not how many hours your butt is in the seat.

When you have thousands of employees, the company’s culture and DNA are fully cemented; it becomes difficult if not impossible to change communication pathways, the way decisions are made, or the political dynamics. Because we designed our company to be fully distributed from day one, our employees have learned how to execute as a distributed team and adjust to a culture based in a virtual world, rather than physical. We’ve invested to make sure we have the absolute best tools, processes, and interactions to ensure we run well as a distributed workforce.

In a physical office it’s easy to confuse people’s daily attendance, group coffee runs, lunches, birthday celebrations and other normal social group behaviors as alignment, company loyalty, enthusiasm or even “culture”. But sometimes what people interpret as a “good culture” is actually a group of people who happen to work for the same company and show up in an office everyday giving the illusion of alignment. We don’t have the benefit of seeing people every day, so we can’t afford to assume that we have a great culture – which is why we can’t take important things like culture for granted. As a result, we have found that we need to be 100 percent intentional about instilling and nurturing shared vision, work ethic and beliefs in a company that’s spread across multiple states and timezones.”

Tiffany C. Wright, The Resourceful CEO:

“I think that you can operate certain types of companies 100 percent virtually until you reach a certain size, perhaps 100-200 employees. These include B2B service delivery firms such as consulting firms, online marketing firms and more. When ongoing, regular collaboration becomes critical, then you need to move your company to a physical space.

[…]I think having some space [like co-working spaces] where employees can come together and collaborate but also work virtually from elsewhere (i.e., home office or client site) allows a company the greatest flexibility until it hits that size. Your business can grow larger without taking on high, inflexible rents for space you do not yet need but will most likely need in the future.”

Mark Tuchscherer, president of Geeks Chicago:

“Two things happened which convinced us that we needed some space and that we should get an office. The first thing was that clients wanted to start meeting in person, and we had more and more of them requesting in-person meetings. The second trigger was that we needed to hire people, and wanted them to be in the same space with us at least three to four days each week. Working from home or a coffee shop becomes quite difficult as you grow and discover that you need to hire people and have them work in the office.

Christopher Searles, president of Searles Media:

“It’s different for everybody and you have to make the decision that’s best for you and your company. Personally, I have a hard time believing teams can be highly effective without being able to physically interact on a regular basis, and while it’s an easy way to save some cash while you’re just getting started, I don’t believe it’s truly sustainable at scale. It’s why one of Marissa Mayer’s first major decisions as CEO was eliminating the option for Yahoo! employees to work from home. On the other hand, companies like Basecamp have shown that at least some level of working remotely can absolutely work if it fits the organizational culture. But even Basecamp has a headquarters and forces its employees to get together on a regular basis. Figure out what works best for you and go with it.”

Nancy Branka, cofounder and chief content officer atBizly:

“Our small staff – which is spread across a few disciplines from sales to engineering – was virtual until January, when we moved into a WeWork space near Times Square. I still work remotely from California, but the rest of the team is in the office. For us, when we locked down our seed round of funding and soft-launched our product, the pressure to grow quickly was a catalyst to move to physical office space. We knew that growth would depend on being innovative and a fast mover. The collaboration and generation of ideas when together in a physical office space is a huge benefit. It also accelerates communication.

It’s hard to match that virtually. I feel this acutely as the only remote person on the team. I find that when I travel to New York, which I try to do every six to eight weeks for a few days of work in the office, I get a tremendous benefit – all sorts of new tidbits of information and connections, stronger relationships with the others, new ideas, etc. These things feed growth.

I believe some startups may be able to grow quite a long time while remaining virtual. Much depends on the nature of the product and the makeup of the staff. For example, I think this works especially well for companies with a large engineering workforce. But at some point, physical office space becomes essential (even if many employees remain remote – case in point, Automattic).”

Imprima BV select Jurupa to assist with sales team build out

Imprima, a leading provider of Virtual Data Room (VDR) services to the world’s leading organisations have chosen Jurupa to provide assistance in identifying and securing sales talent for their new offices in Amsterdam, NL.

Rapid revenue growth of over 40% for their Benelux business has led to a move into larger and more prestigious offices; with further growth expected into 2017 and beyond, the company’s investors have decided to seek the expertise of an external consultancy and Jurupa’s track record of dedication to successful outcomes in early stage build outs led to them being selected.

Founding Director Aaron Davies commented “in an extremely crowded and competitive marketplace where you are required to work harder than ever in order to articulate the differentiators in your value proposition, it is a great pleasure to have been approached by Imprima to help in their quest to assemble and build an outstanding sales team.

As industry pioneers, Imprima have been providing Virtual Data Room (VDR) services to the world’s leading organisations since 2001 and have helped execute deals worth an aggregate value of over £500 billion in over 160 countries worldwide.