Interview Tips – for interviewees
Sample interviews questions and answers:
Stress and pressure interview questions
Competency-based and behaviour questions
Salary negotiation at interviews tips
Second interviews guidelines
Interview follow-up
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Research as much as you can about the company - products, services, markets,
competitors, trends, current activities, priorities.
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Prepare your answers for the type of questions you'll be asked, especially, be
able to say why you want the job, what your strengths are, how you'd do the
job, what your best achievements are.
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Assemble hard evidence (make sure it's clear and concise) of how what you've
achieved in the past - proof will put you ahead of those who merely talk about
it.
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Have at least one other interview lined up, or have a recent job offer, or the
possibility of receiving one from a recent job interview, and make sure you
mention it to the interviewer.
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Make sure your resume/cv is up to date, looking very good and even if already
supplied to the interviewer take three with you (one for the interviewer, one
for you and a spare in case the interviewer brings a colleague in to the
meeting).
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Get hold of the following material and read it, and remember the relevant
issues: the company's sales brochures and literature, a trade magazine covering
the company's market sector, and a serious newspaper for the few days before
the interview so you're informed about world and national news. Also worth
getting hold of: company 'in-house' magazines or newsletters, competitor
leaflets, local or national newspaper articles featuring the company.
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Review your personal goals and be able to speak openly and honestly about them
and how you plan to achieve them.
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Ensure you have two or three really good reputable and relevant references, and
check they'd each be happy to be contacted.
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Get into an enthusiastic, alert, positive mind-set.
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Try to get some experience of personality tests. Discover your personality
strengths and weaknesses that would be indicated by a test, and be able to
answer questions positively about the results. (Do not be intimidated by
personality testing - expose yourself to it and learn about yourself.)
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What will you bring to the job/company if we employ you?
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Imagine what your objectives will be if you were in the role, and orientate
your answer towards meeting them, on time, on budget, and with style
(especially to improve motivation and morale and to avoid unnecessary
disruption and unhelpful side-effects).
Try to focus on the particular priorities and requirements of the role, the
targets and aims, (which means you need to ask what they are if your are not
told) and also if possible, focus on working style and behaviour attributes
that fit the preferences of the interviewer, since most interviewers prefer
people like themselves.
For example (assuming that the points illustrated are relevant):
"I can see clearly that quick results are a priority - and that's something I'm
good at generating, because I have good abilities and experience to interpret
situations, and then a strong focus on activities which will achieve change and
results in the necessary areas."
"I'm diplomatic with people too, which means I can generally bring people along
with me; if needs be though I can be firm and determined enough to convince
people who need a bit of extra encouragement."
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This tough interview question is an opportunity for the interviewee to relate
their strengths and capabilities to the priorities of the job function, and to
the aims and priorities of the organization.
The interviewee must therefore demonstrate an understanding of both sides of
the question - the needs of the employer, and how to apply their own skills,
capabilities, experience, style and strengths to the situation.
It's a good question, and also a great opportunity to show how good you are,
and how you will add positively to the mood and attitude of people you'll work
with.
This question invites good specific solutions and suggestions in response to
stated organizational requirements.
As such it will quickly show up the candidates who understand what's needed in
the role and how to make it happen.
Certain interviewers and situations will also be seeking indications of the
candidate's personal style when working with others - notably whether the
candidate will be an asset to the team in terms of motivation and morale.
If you are the interviewer make sure you explain earlier in the interview what
the situation requires in terms of results, parameters and attitudinal factors.
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Tell me about the culture at your last company/employer.
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If the past culture was good them explain how and why in terms that the
interviewee is likely to identify with, for example: "The culture encouraged
people to develop, grow, take responsibility. People were coached and mentored
towards quality and productive effort. All of this helped me a great deal
because I identify with these values, and respond to these opportunities." A
good answer, in referring to a non-supportive culture would be to express the
positive aspects (eg lots of freedom for me to take initiative, responsibility,
find new ways to contribute, a free market allowing the good workers to
naturally excel and develop reputation and internal working relationships,
etc.)
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The proper purpose of this tough question is to see how you interpret and
explain culture, which provides an opportunity for you as the the interviewee
to demonstrate how you feel about and react to whatever culture was in place.
It's a potential trap for interviewees who would be negative and critical and
apportion blame, eg 'the culture was not supportive and so it didn't help me to
perform' (not a good answer). The culture question also invites comments from
the interviewee about management style, and again is a trap for negative
respondents who criticise their past boss (bad answer), rather than accentuate
the positives and demonstrate positive behaviour in negative situations, which
is a highly desirable trait.
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Tell me about your life at College or University (or even your time in your
previous job).
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The question is an opportunity for you to demonstrate the qualities that the
interviewer is seeking in for the job, so orientate your answer towards these
expectations (without distorting the truth obviously). In your answer,
emphasise the positive behaviour, experience and achievements (ideally backed
up with examples and evidence) which will impress the interviewer because of
its relevance to the role requirements. The interviewer is looking for the same
capabilities and behaviour in your college (or university or previous job) life
that they want in the job. Your emphasis should be on your achievements, and
how you achieved them, that are relevant to the job requirements. Interviewers
with special interest in behaviour and personality may also use a question like
this to assess your self-awareness and maturity, in the way you consider your
answer and relate it to your own experience and development.
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A big open question like this in an interviewer is a huge opportunity or huge
trap. It can be a tough question if not approached properly. Interviewees
should have the sense to refer to previous experiences that indicate capability
and behaviour of the sort that the role requires. It's a trap for interviewees
who look regretfully or negatively on past experiences, criticise or attribute
blame, or display 'someone else's fault' attitudes. College and University are
environments which provide lots of opportunity. Good applicants will be able to
demonstrate that they have used the opportunity to learn and develop, whether
their experiences were all positive and successful or not.
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What do you want to be doing in 2/5/10 years time?
Or:
Where do you want to be in 2/5/10 years time?
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It's not easy to answer this in terms of job expectation - no-one can
realistically predict what job will be required in 5-10 years, let alone
whether they will be right to do it, so I'd avoid specific job aims or claims,
unless you actually have a very clear plan, and are seeking a job and career
which clearly offers predictable and structured progression. For most people
and roles, which are largely unpredictable, this question is best and easiest
answered in terms of the sort of situation you'd like to be in, which should
reinforce all the other good things about yourself, for example: "Making a more
significant contribution to whatever organisation I'm working for. To have
developed new skills, abilities, maturity - perhaps a little wisdom even. To
have become better qualified in whatever way suits the situation and
opportunities I have. To be better regarded by my peers, and respected by my
superiors as someone who can continue to increase the value and scale of what I
do for the organisation." "I'd like more responsibility, because that's a
result of personal growth and progression, and it's important for my personal
satisfaction." "I have no set aspirations about money and reward - if I
contribute and add value to the organisation then generally increased reward
follows - you get out what you put in." "Long term I want to make the most of
my abilities - if possible to build a serious career, but in this day and age
nothing is certain or guaranteed; things can change. I'll do my best and
believe that opportunities will arise which will enable me to keep
contributing, increasing my worth, and developing my ability in a way that
benefits the organisation and me." Employers will respond well if they see that
you are mature, independent, self-motivated; that you will make a positive and
growing contribution, and that you understand that reward (financial,
promotion, responsibility, etc) will always be based on the quality and value
of your input.
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This is a common tough interview question, and it commonly trips people up into
making over-ambitious claims about their future potential and worth. It
highlights feelings of delusion, and a need for security if they exist. The
question encourages the interviewee to think and express their plans and
aspirations, future direction, needs and wishes. Some people find it more
difficult to answer than others, depending on their personality. Some people
are able to plan and see clear steps along the way, which would be more
commonly exhibited by people whose work involves this approach. Job roles which
require a higher level of adaptability and flexibility are unlikely to attract
candidates who are meticulous planners. The question is a powerful one because
it prompts the interviewee to think and visualise about themselves and how they
expect and want to change.
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Give an example of when you had to settle a dispute between two individuals.
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This depends on your relationship to the two people, so seek clarification if
this is not clear, but broadly the aim is to first take any heat out of the
situation by calming the individuals. Then firmly arrange a three-way
discussion later in the day or an early opportunity in the future, in a
suitable environment (closed meeting room), at which you can facilitate a
proper discussion of the issues, so as to arrive at an agreed positive way of
going forward or compromise. It's important to understand each person's
standpoint and feelings, without agreeing with them, unless the argument
concerns a clear breach of policy or wrong behaviour, in which case the
transgressor should be counselled separately, after which the three-way meeting
can be held to mend relationships. Arguments come in all shapes and sizes - a
more specific answer is possible in response to a more specific scenario.
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The interviewer is using this tough question to test the interviewee's
experience and ability to diffuse conflict, and also to step back and take an
objective view, rather than getting involved and taking sides, which is the
natural temptation. Objectivity and facilitation are important skills of a good
manager, and this question will identify whether the interviewee possesses
them. This question will also put pressure on the interviewee's ability to
manage people, because it provides a tricky people-management scenario.
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What is your ideal job?
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Mindful of the trap possibilities, the interviewee would always do well to
qualify the question by asking for a timescale (at what point in my career?)
before answering. This shows that some consideration is taking place rather
than a knee-jerk, and that the question is producing a serious response rather
than a fanciful one. Aside from this, the best answer to the question, as for
any interview question, is to use the opportunity to sell the strengths of the
interviewee as a potential asset to the organisation. This would produce an
answer that creates a picture of a loyal, results-orientated person, making a
significant contribution to the organisation (status and level would depend on
timescale). If the answer is poor it will trigger a probing follow up that puts
pressure on the interviewee to justify a daft response. If the answer is
impressive there probably won't be a follow-up as there's nothing to probe and
the interviewer can move on. Wrong answers would include: 'boss of my own
company' 'your job' 'the top salesman on half a mill a year' 'CEO of this
company' (unless you can justify the claim) a pop star, a railway engine
driver, a film star, etc Good answers would include: 'A manager or executive
with this organisation in (function relative to experience and skill set) where
I have the responsibility and accountability for using my skills and efforts to
achieve great results, work alongside great people, and get a fair reward.'
'I'd like to become an expert in my field (state function if relevant), where
I'm able to use my skills and abilities to make a real difference to the
company's performance.
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This is a good and tough interview question, and the answer would almost always
trigger a more specific follow-up question, asking 'why?', and then probing the
reasons for the choice. From the interviewer's standpoint, the question is open
and vague, which for certain purposes (see the next para re traps) is a good
thing. If the question is intended to elicit meaningful information about the
interviewee's career plans, then some timescale should be attached (ie 'what
would be your ideal job in 3/5/10 years time?') The question exposes
interviewees who seek only personal gratification ('outputs') from a role
(money, status, esteem, excitement, glamour, security, etc) rather than seeking
opportunities to make best possible use of their effort, skills and experience,
in contributing to the performance/quality/results of the organisation for
which the role is performed ('inputs'). The question is a potential trap for
people who are more concerned with what they get out of a job rather than what
they put into it. Employers do not really want to recruit
gratification-orientated people. These people are generally not self-starting
nor self-motivating. The question also gives indications as to how
realistically the interviewee sees themselves. Some people visualise highly
fanciful and unrealistic jobs, which is a warning sign to a potential employer.
Others visualise jobs that are clearly remote from the job being applied for,
which indicates that some falsification or delusion is present.
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Why do you want this job?
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Reflect back the qualities required and job priorities as being the things you
do best and enjoy. Say why you think the company is good, and that you want to
work for an organisation like it.
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Opportunity to sell yourself and show you understand what they're looking for
in the role. Make sure you hit both of these hot buttons. It's a touch question
if you've not prepared the answer.
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What did you achieve in your last job?
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Prepare a number of relevant examples and explain one (two or three if they're
punchy and going down well). Make sure you feature as the instigator, or the
factor that made the difference. Examples must lead to significant
organisational benefits; making money, saving money/time, improving quality,
anticipating or creatively solving problems, winning/keeping customers,
improving efficiency.
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Another tough question which will expose a lack of preparation or relevant
experience. The question and answer show whether any achievements have been
made, and what values are placed on work. Shows motive - whether process,
results, accuracy, security, social, etc. Shows understanding of cause and
effect, pro-active vs passive.
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How would you approach this job? How would you do it?
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Identify the two or three main issues and say how you'll deal with them, which
shows you can focus on what's important. Likely to be planing and organising,
ensuring all the communications and relationships are working well, reviewing
and measuring activities and resources against outputs and improving where
possible. Emphasise your personal strengths that are very relevant to the role
requirements.
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A tough question if the interviewee has not prepared. Shows if you've thought
about what job requires and entails. Role and situation needs to have been
explained well to enable a good response. Exposes people who can't actually do
the job.
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What are your strengths?
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Prepare three that are relevant to the requirements of the role. Be able to
analyse why and how you are strong in those areas. Mix in some behaviours,
knowledge and experience and well as skills, and show that you understand the
difference. Style should be quite confidence rather than arrogant or
over-confident.
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Shows whether candidate has self-awareness, and can identify what strengths are
relevant to role. Shows if candidate has thought and planned. A glaring
omission if not planned as this is such an obvious question that everyone
should be prepared for. Strengths should obviously relate to the needs of the
employer and the role.
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What are your weaknesses?
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Start by saying that you don't believe you are actually 'weak' in any area.
Acknowledge certain areas that you believe you can improve, (and then pick some
relatively unimportant or irrelevant areas). If you must state a weakness these
are the clever ones that are actually strengths: not suffering fools gladly;
sometimes being impatient with other people's sloppy work; being too demanding;
refusing to give in when you believe strongly about something; trying to do too
much, etc, etc.
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A tough question if answered without proper thought. A trap for the
unsuspecting or naive. Will show up those who've not prepared as this is
another obvious question to expect. Will also prompt follow-up questions
probing what the candidate is doing to improve the weakness, which is worth
preparing for also.
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What would your references say about you?
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Another opportunity to state relevant strengths, skills and behaviours.
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Potential trap to draw out weaknesses - don't fall for it.
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How do you handle tension/stress?
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Say that you tend not to get tense or stressed because you plan and organise
properly. Say you look after the other things that can cause stress - health,
fitness, diet, lifestyle, etc. Talk about channeling pressure positively -
thinking, planning, keeping a balanced approach.
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Exposes people who can't deal with pressure or don't recognise that lifestyle
issues are important for good working. Exposes the misguided macho approach
that stress can be good. It ain't.
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What was the last book you read and how did it affect you?
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Be honest, as the interviewer might have read it too. There's no shame in
admitting to lightweight reading material if that's what you like - put it in
context, why you read it, and give a positive result, whatever it is. Be able
to give an intelligent reaction to what you've read. Don't be too clever or try
to impress as nobody likes a smartass.
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Will provide another perspective of the interviewee's personality that may not
otherwise surface. Opportunity to demonstrate skills , aptitudes, special
interests, self-development, analytical ability, self-awareness. May expose
feelings or issues that can be probed further.
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What does/did your father do for a living?
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Tell the truth - be proud whatever he did. Don't be judgemental, ashamed or
critical.
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Exposes the over-protective and insecure. Can expose emotional hang-ups or
triggers if any exist, which can then be probed further.
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Tell me about a big challenge or difficulty you've faced; how did you deal with
it?
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Avoid anything deeply personal or seriously emotional unless you are in
complete control of your feelings about it. Try to prepare an example that's
work-related and relevant to the role.
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Can expose emotional raw nerves or sensitivities. Opportunity to show proof of
being able to achieve results in the face of difficulty. Is this person
actually experienced are they just saying they are. (Experto Credite - Trust
one who has proved it)
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Tell me about something recently that really annoyed you.
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Don't get trapped into admitting to a temper or loss of control. Say you tend
to get more annoyed with yourself than with other people or other situations.
Annoyance isn't very productive, so you tend to try to understand and
concentrate on finding a way around a problem or putting things straight.
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Exposes hang-ups and style of management and communication. Exposes anyone who
believes it's okay or even good to get cross with other people. It ain't.
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Give me some examples of how you have adapted your own communicating style to
deal with different people and situations.
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Prepare this as one of your strengths, as there's not a single job that won't
benefit from good adaptive communication skills. Give examples of how you've
been detailed and given written confirmation for people who need it. Give
examples of how you verbally enthuse and inspire the people who respond to
challenge and recognition. Think of other examples of adapting your style to
suit the recipients. Give examples when you've had to be task-driven, process
driven, people-driven, and how you change your style accordingly. A chance for
you to truly shine.
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Exposes single-style non-adaptive communicators, who don't understand or adapt
to different people and situations.
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Can we check your references?
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Yes.
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Exposes people who are not comfortable about having their references checked,
in which case probe. Exposes people who've not had the foresight to organise an
important controllable aspect of their job search, which is a bad sign.
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What type of people do you get on with most/least?
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Say generally you get on with everyone. Say you respond most to genuine,
positive, honest people. If pressed as to people you don't get on with, say
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Exposes hang-ups and prejudices. May prompt issues to probe, in which ask why.
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Excellent answer - now can you give me an example that wasn't so good?
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You may be hit with this if you're too contrived or clever, in which case give
an example of something that didn't quite go so well, but make sure you present
it positively and say what you learned from it. Don't try to stick to your guns
and maintain that you're perfect - show a little human weakness.
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Will knock a lot of people off guard, and expose any tendencies to confront or
argue.
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Give me an example of when you've produced some poor work and how you've dealt
with it.
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Don't admit to having produced poor work ever. Say you've probably made one or
two mistakes - everyone does - but that you always do everything you can to put
them straight, learn from them and made sure you'll not make the same mistake
again.
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A trap - don't fall in it.
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What do you find difficult in work/life/relationships (etc)?
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Pick a relatively irrelevant skill and say that you don't find it as easy as
you'd like, so you're working on it (don't just make this up - think about it
and be truthful). Don't own up to a weakness in an area that's important to the
role. As with the weaknesses question, you can state certain difficulties
because they are actually quite acceptable, even commendable, they'd include:
suffering fools gladly, giving up an impossible task, tolerating unkind
behaviour like bullying, having to accept I can't help certain big problems in
the world, etc.
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Another trap to expose weaknesses, and an opportunity to show strengths instead
if played properly.
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How do you plan and organise your work?
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Planning and writing a plan is very important. I think how best to do things
before I do them, if it's unknown territory I'd take advice, learn from
previous examples - why re-invent the wheel? I always prioritise, I manage my
time, and I understand the difference between urgent and important. For very
complex projects I'd produce quite a detailed schedule and plan review stages.
I even plan time-slots for activities that aren't in themselves organised, like
thinking time, and being creative, solving problems, etc.
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A great opportunity to shine and show management potential. Planning and
organising is one of the keys to good work at any level so it's essential to
acknowledge this. Exposes unreliable people who take pride in flying by the
seat of their pants.
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How much are you earning?/do you want to earn?
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Be honest about what you've been earning and realistic about what you want to
earn.
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Exposes unrealistic people. An opportunity to demonstrate you understand the
basic principle that everyone needs to justify their cost. Extra pay should be
based on extra performance or productivity.
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How many hours a week do you work/prefer to work?
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It varies according to the situation. I plan and organise well, so unless
there's a crisis or unusual demand I try to finish at a sensible time so as to
have some time for my family/social life/outside interests. It's important to
keep a good balance. I start earlier than most people - you can get a lot done
before the phones start ringing. When the pressure's on though I'm happy to
work as long as it takes to get the job done. It's not about the number of
hours - it's the quality of the work that you do; how productive you are.
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Exposes the clock-watchers and those who attach some misplaced macho pride in
burning the candle at both ends. Look for a sense of balance, with flexibility
to go beyond the call of duty on occasions when really required.
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Do you make mistakes?
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Be honest. Yes of course on occasions, but I obviously try not to, and I always
try to correct them and learn from them.
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Anyone who says they don't make mistakes either isn't telling the truth, or
never does anything at all. Whatever, a 'no' here is a big warning signal.
(Ack. Linda Larkin)
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(Follow above question with) - Can you share your mistakes with others?
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Absolutely I can - I get the guidance I need, and it may help prevent others
from making the same mistake.
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Shows whether the person can take responsibility and guidance. A mature,
positive approach to learning from mistakes is a great characteristic. (Ack.
LL)
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How to do measure your own effectiveness?
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By the results that I achieve, and that I achieve them in the most positive
way. If there isn't an existing measure of this I'll usually create one.
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Exposes people who are not results orientated - more concerned with process,
relationships, airy-fairy intangibles.
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How do you like to be managed /not like to be managed?
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Be truthful, but express positively. I'm generally very adaptable to most
management styles. In the past I've helped my bosses get the best out of me by
talking to them and developing a really good understanding. I work best when
I'm given freedom and responsibility to take some of the load off my boss's
shoulders - they have enough to deal with. Do not respond to the negative and
give any example of how you do not like to be managed.
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Indicates ability to cooperate and manage upwards, also how management
attention you'll need. Exposes potential awkwardness. Only the most experienced
and capable managers will be seeking difficult dominant types, and only then
for certain roles requiring a high level of independence and initiative.
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What personal goals do you have and how are you going about achieving them?
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Prepare for this - be able to state your personal and career goals - keep them
reasonable, achievable and balanced. Explain how you see the steps to reaching
your aims. An important part of achieving progress is planning how to do it. Be
able to demonstrate that you've thought and planned, but also show that you are
flexible and adaptable, because it's impossible to predict the future - the
important thing is to learn and develop, and take advantage of opportunities as
they come along.
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Exposes those with little or no initiative. People who don't plan or take steps
to achieve their own personal progress will not be pro-active at work either.
People who don't think and plan how to progress will tend to be reactive and
passive, which is fine if the role calls for no more, but roles increasingly
call for planning and action rather than waiting for instructions.
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How do you balance work and family/social commitments?
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Say balance is essential. All work and no play isn't good for anyone, but
obviously work must come first if you want to do well and progress. Planning
and organising my work well, and getting results, generally means that I have
time for my outside interests and there's no conflict.
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Can expose those with outside interests that may prevail over work commitments
(keen sports-people, etc., who cannot put work first.) Indicates whether the
interviewee has balanced approach to life. Obsession with work to the exclusion
of most else is not generally a good sign.
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Why should we appoint you?
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You have a choice here as to how to play this: you can either go for it
strongly, re-stating your relevant strengths - behaviour, experience and
skills, or you can quietly confidently suggest: I don't know the other
applicants, so it would be wrong for me to dismiss their claims. However, I am
sure that I have all the main attributes the role requires, which, combined
with determination and positive approach, should ensure that I'd be a very good
choice. (If management progression/succession is seen as a benefit then you
must refer to your willingness to develop and take on greater responsibilities
in the future.)
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Pressure question - opportunity for interviewee to clearly and confidently
stake their claim. Look again for the interviewee to state relevant strengths
in behaviour, experience and skills. Look also for good eye-contact when
pledging hard work, loyalty, determination, etc.
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What can you do for us that other people cannot?
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I don't know the other applicants, but generally I excel at . . . (pick your
strengths that most fit with what they're seeking). Introduce some behavioural
and style strengths as well as skills, and show you know the difference between
them.
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Pressure question, and one that enables the stars to shine. Look for
awareness in the interviewee that they know what their relevant, even special,
strengths are, and can link them to benefits that they would bring to the role.
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Tell me about yourself.
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You must rehearse this one. Have ready a descriptions of yourself and why
you're like it. Don't just spout a lot of standard adjectives, say why you are
like you are. Don't ramble on and tail off. make a few clear statements and
finish.
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Will show whether applicant has self-awareness - a critical skill that not
everyone possesses. Will also show if applicant can think and present a complex
case clearly and to the point. Also shows confidence and security levels, and
'grown-upness'.
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What makes you mad?
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Nothing really makes me mad - it's not a good way to deal with anything.
Certain things disappoint or upset me - rudeness, arrogance, spitefulness (pick
any obvious nasty traits or behaviours, particularly behaviours that you
believe your interviewer will personally dislike too.)
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Exposes poor self-control or unreasonable aversions, fears, and insecurities.
Exposes lack of tolerance and emotional triggers. Clever interviewers may infer
or encourage a feeling in the way they ask the question that it's okay to get
mad. Don't fall for it.
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What do you think of your last boss/employer?
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Don't be critical. If possible be generous with praise and say why, giving
positive reasons. If there was a conflict don't lie, but describe fairly and
objectively without pointing blame.
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Exposes back-biting, bitterness, grudges, inability to handle relationships.
Exposes people who can't accept the company-line.
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If you won a million on the lottery what would you do?
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Probably save most of it, give some away, maybe a small treat for myself but
nothing excessive. I could handle it I think because I'd always want to work,
I'm quite sensible with money, maybe start my own business if I could be really
sure to make a success of it.
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Exposes the foolhardy, the irresponsible and the dreamers. Opportunity to
demonstrate level-headedness, morality, work ethic, intelligence to know that
money doesn't buy happiness.
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When dealing with questions that put pressure on you or
create stress, be confident, credible and constructive (accentuate the
positive) in your answers. And make sure you prepare. Stress and pressure
questions come in all sorts of shapes and sizes. Three commonly used types of
pressure questions are those dealing with weakness and failure; blame; and
evidence of ability or experience.
Weakness and failure questions
"Tell me about your failures....", or "What are your greatest
weaknesses......". are the interviewer's equivalent to "Are you still beating
your wife?..".
Don't be intimidated by these questions - you don't have to state a failing or
a weakness just because the interviewer invites you to.
"I don't generally fail", or "I really can't think of any", are perfectly
acceptable answers. Short and sweet, and then wait smiling for the come-back -
you'll have demonstrated that you are no mug and no pushover. If you are
pressed (as you probably will be), here's your justification answer, or if you
wish to appear a little more self-effacing use this as a first response: "I
almost always succeed because plan and manage accordingly. If something's not
going right I'll change it until it works. The important thing is to put the
necessary checks and contingencies in place that enable me to see if things
aren't going to plan, and to make changes when and if necessary....."
or
"There are some things I'm not so good at, but I'd never say these are
weaknesses as such - a weakness is a vulnerability, and I don't consider myself
vulnerable. If there's something I can't do or don't know, then I find someone
who can do it or does know."
Do you see the positive orientation? Turn it around into a positive every time.
Blame questions
Watch out also for the invitation to rubbish your past job or manager,
especially in the form of: "Why did you leave your last job?", or "Why have you
had so many jobs?"
The interviewer is not only satisfying curiosity.......... if you say your last
boss was an idiot, or all your jobs have been rubbish, you'll be seen as
someone who blames others and fails to take responsibility for your own actions
and decisions. Employers want to employ people who take responsibility, have
initiative and come up with answers, not problems. Employers do not want to
employ people who blame others.
So always express positive reasons and answers when given an opportunity to
express the negative. Never blame anyone or anything else.
"I was ready for more challenge", or "Each job offered a better opportunity,
which I took", or "I grow and learn quickly and I look for new opportunities",
or "I wanted to get as much different experience as quickly as I could before
looking for a serious career situation, which is why I'm here."
I great technique for exploiting the blame question trap is to praise your past
managers and employers. Generosity is a positive trait, so demonstrate it. Keep
your praise and observations credible, realistic and relevant: try to mention
attributes that your interviewer and prospective new employer will identify and
agree with. This will build association and commonality between you and the
interviewer, which is normally vital for successful interview outcomes. They
need to see that you think like they do; that you'll fit in.
Prove it questions
These can be the toughest of the lot. Good interviewers will press you for
evidence if you make a claim. So the answer is - be prepared.
Watch out for closed questions: "Can you do so-and-so?.." , "Have you any
experience in such-and-such?..."
These questions invite a yes or no answer and will be about a specific area.
If you give a yes, be prepared to deal with the sucker punch: "Can you give me
an example?........"
The request for examples or evidence will stop you in your tracks if you've not
prepared or can't back up your answer.
The trick is before the interview to clearly understand the requirements of the
job you're being interviewed for. Ask to see the job description, including
local parameters if applicable, and any other details that explain the extent
and nature of the role. Think about how you can cover each requirement with
examples and evidence. Wherever possible use evidence that's quantified and
relates to commercial or financial outputs.
Companies are interested in people who understand the notion of maximising
return on investment, or return on effort. If your examples and evidence stand
up as good cost-effective practice, they'll clock up even more points for you.
Make sure you prepare examples of the relevant capabilities or experience
required, so that you're ready for the 'prove it' questions. You can even take
papers or evidence material with you to show -having hard evidence, and the
fact that you've thought to prepare it, greatly impresses interviewers.
If you don't have the evidence (or personal coverage of a particular
requirement), then don't bluff it and say yes when you'd be better off saying,
"No, however...."
Use "No, however ..." (and then your solution or suggestion), if asked for
something that you simply don't have. Give an example of where previously
you've taken on a responsibility without previous experience or full
capability, and made a success, by virtue of using other people's expertise, or
fast-tracking your own development or knowledge or ability. On this point -
good preparation should include researching your employer's business, their
markets and their competitors. This will help you relate your own experience to
theirs, and will show that you have bothered to do the research itself. In
summary, to deal with pressure questions: Keep control. Take time to think for
yourself - don't be intimidated or led anywhere you don't want to go. Express
every answer in positive terms. And do your preparation. (This item about
stress and pressure interview questions was written for the Sydney Morning
Herald, extracts of which appeared in April 2004.)
For interviewers these are powerful and effective questions. These questions
make the interviewee tell you how they would approach, handle, deal with,
solve, etc., a particular situation, problem, project or challenge that is
relevant to the job role in question. The situation could be from the
interviewee's past experience, a hypothetical scenario, or a real situation
from the interviewing organisation. As the interviewer you should judge the
answers objectively. Avoid the temptation to project your own style and
feelings into the assessment of whether the answer is good or bad. Look for
thoughtfulness, structure, cause and effect rationale, pragmatism. The
candidate may not approach the question like you do, but they may have a
perfectly effective style and approach to the answer just the same. The answers
will indicate the interviewee's approach, methodology, experience and
competency in relation to the scenario, to how they get things done, and also
the style by which they do it.
From the interviewee's perspective, these questions commonly start with a
scenario and a question as to how you as the interviewee would deal with it. Or
the question might ask you to give an example of how you have handled a
particular situation or challenge in the past. Or the interviewer might ask how
you would approach a current situation in their own organisation.
In these cases the interviewer will often judge your answers according to how
much they agree with your behavioural approach. The questions may initially
seem or be positioned as competency-based, but often the interviewer will be
treating this really as a question of behaviour and style.
And as ever, without going to unreasonable lengths your answers should reflect
the style expected/preferred/practised by the interviewer/organization. People
like people like them.
For instance - a results-driven interviewer, certain high achieving dominant
personalities, aspiring MD's, certain ruthless types, will warm to answers with
a high results-based orientation (eg '....I focus on what needs to be done to
achieve the task, to get the job done, to cut through the red tape and
peripherals, ignoring the distractions, etc. Strong incentive, encouragement,
clear firm expectations and timescales, deliverables, etc........' - the
language of the achiever.
Alternatively, if you find yourself being interviewed by a persuasive,
friendly, influential, egocentric type, (lots of sales managers are like this)
then frame your answers to mirror that style - '.....I use persuasion,
inspiration, leading by example, helping, providing justification, reasons,
empathising with the situation and people who are doing the job, motivating
according to what works with different people, understanding what makes them
tick...' - all that sort of stuff.
HR interviewers are often 'people-types' and will warm to answers that are
sensitive, and take strong account of people's feelings, happiness, well-being,
sense of fairness and ethics, honesty, integrity, process, accuracy, finishing
what's been started, having a proper plan, steady, reliable, dependable, etc. -
the language of the fair and the disciplined.
Technical interviewers, eg., MD's who've come up through science, technical,
finance disciplines, will warm to answers which demonstrate the use of
accuracy, plans, monitoring, clearly stated and understood aims, methods,
details, checking, measuring, reporting, analysing.
These are generalisations of course, but generally relevant in most interview
situations when you are asked 'How would you ...?'
Obviously be true to yourself where you can. It's a matter of tint and
orientation, not changing your colour altogether.
Occasionally you might meet a really good interviewer who is truly objective,
in which case mirroring is not so useful - whereas confidence, maturity,
integrity, flexibility, compassion, tolerance, pragmatism are, and as such
should be demonstrated in the way you answer questions of a balanced mature
non-judgemental interviewer.
Interviews can be a bit of a game, so when you see that it is, play it - the
more you see subjective judgement and single-track behaviour in the
interviewer, then the more advantage there is in mirroring the interviewer's
style in your answers.
People like people like them. Which very definitely extends to assessing
behaviour-based competency.
The best time to negotiate salary is after receiving a job offer, and
importantly before you accept a job offer - at the point when the employer
clearly wants you for the job, and is keen to have your acceptance of the job
offer. Your bargaining power in real terms, and psychologically, is far
stronger if you have (or can say that you have) at least one other job offer or
option. A strong stance at this stage is your best chance to provide the
recruiting manager the justification to pay you something outside the
employer's normal scale.
If there's a very big difference between what is being offered and what you
want, say more than 20%, you should raise it as an issue during the interview
for discussion later (rather than drop it as a bombshell suddenly when the job
offer is made). Do not attempt to resolve a salary issue before receiving a job
offer - there's no point. Defer the matter - say you'll need to discuss salary
in due course, but that there's obviously no need to do so until and unless the
company believes you are the right person for the job. "Let's cross that bridge
when we come to it," should be the approach.
A job and package comprise of many different things - unless the difference
between what's offered and needed is enormous (in which case the role is simply
not appropriate) both sides should look at all of the elements before deciding
whether salary is actually an issue or not.
The chances of renegotiating salary after accepting a new job, and certainly
after starting a new job, are remote - once you accept the offer you've
effectively made the contract, including salary, and thereafter you are subject
to the organization's policies, process and natural inertia.
A compromise agreement on salary, in the event that the employer cannot
initially employ you at the rate you need, is to agree (in writing) a
guaranteed raise, subject to completing a given period of service, say 3 or 6
months. In which case avoid the insertion of 'satisfactory' (describing the
period of service) as this can never actually be measured and therefore fails
to provide certainty that the raise will be given.
If you are recruiting a person who needs or demands more money or better terms
than you can offer, then deal with the matter properly before the candidate
accepts the job - changing pay or terms after this is very much more difficult.
If you encourage a person to accept pay and terms that are genuinely lower than
they deserve or need, by giving a vague assurance of a review sometime in the
future, you will raise expectations for something that will be very difficult
to deliver, and therefore storing up a big problem for the future.
At second interviews, unsuitable applicants should have
been screened out by this stage. For certain jobs a decision will be made to
offer the job after the second interviews; recruitments for senior positions
may proceed to third interviews.
Second interview questions should be deep and probing about the candidate and
the candidate's approach to work. The questions should concern detailed and
testing examples and scenarios specific to the particular job, asking how the
candidate would deal with them. This is to discover as reliably as possible how
the candidate would approach the job, and what type of person they are - the
interviewer needs to be sure they will get on with the candidate you and that
they will fit in well.
The interviewer should also probe the type of management that the candidate
responds to and doesn't, and how the candidate would work with other people and
departments, giving specific examples and scenarios.
Tests and practical exercises using actual work material or examples can be
used, which enable a practical assessment of the candidate's real style,
ability, knowledge and experience.
The candidate can be asked to prepare and give a short presentation about
themselves, or how they would approach the job or a particular challenge. This
could involve the use of certain equipment and materials, particularly if such
ability is to be required in the job.
The interviewer should also try to get to know more about the candidate as a
person - to be as sure as possible that this is the right person for the
situation; the interview approach should be probing and gaining practical
evidence, proof, of suitability.
A good second interview should establish as reliably as possible the
candidate's suitability and ability for the specific needs of the job, which
includes the work, relationships, aspirations, and personal background.
There is nothing wrong in the candidate asking the organisation prior to the
interview what to plan and prepare for in the second interview - interviewers
should regard this as a positive sign, and it may help the candidate to give
some clear information on what to expect and prepare for.
Certain senior jobs recruitments will involve a lunch or dinner so that the
interviewer and other senior managers or executives can see you in relaxed
mode. This is an excellent way to discover more about the personality of an
applicant.
Group selection (normally a half-day or even whole day) - see below - is a very
good alternative to conventional one-to-one interviews after first interview
stage. Group selection puts all the candidates together for a series of
activities and tasks, which can then be observed by a panel of interviewers.
Individuals can be asked to prepare and give presentations, and various other
exercises relevant to the job. One-to-one interviews follow later in the day
when the group has been reduced in numbers. Group selection takes a lot longer
than a conventional second interview and all candidates should be notified as
to the process and outline agenda.
If you are particularly keen to be offered a job and wish to increase your
profile and chances of receiving a job offer after attending interview, you can
follow up an interview with a letter or email (and then a phone call) to
reinforce your commitment and qualities for the job. The sooner the better.
Often jobs are offered to the most passionate and determined applicants, so
this should be the feeling that your follow-up should try to convey, without
giving the impression of desperation or crawling.
You should seek to focus your follow-up letter or email on the key performance
aspects in the role that the interviewer believes are required for the
successful applicant.
This type of follow-up enables you to show that you have considered and
developed your thinking after the interview (a desirable attribute), and also
enables you to re-emphasise your claim to the opportunity, bringing your name
to the front of the interviewer's mind again. A good follow-up letter or email
also enables you to demonstrate that you are persistent, professional,
interested, possess relevant capabilities, recognise what the requirements and
priorities are, are keen, and can sell yourself in a determined manner, that
probably the other applicants will not do.
Interviewers also respond well to applicants who really like the company,
especially if your reasons coincide with the reasons that the interviewer likes
the company too, so it can help if your follow-up 'resonates' with the feelings
of the interviewer about what is required for the role.
From the interviewer's perspective - if you are an interviewer or
decision-maker who receives a good follow-up letter from an enthusiastic
interviewee - I recommend you give the applicant extra credit and
consideration. They are demonstrating many of the most relevant qualities that
you are seeking.
Sample follow-up letter from interviewee after interview
Use and adapt this template example to create your own interview follow-up
letter or email.
Dear ........
You interviewed me on (date) for the (role) position.
I really want this job, so I'm taking the liberty of re-stating why I think you
should choose me:
(then list 3-5 short points which relate your skills, knowledge, experience,
achievements, character, attitude, to the results and effects they'll be
seeking from the person appointed. It is very important that these points
demonstrate that you have clearly understood and can deliver - specific
measurable things if possible - what they need for the role, for example:)
-
You need someone who can produce new profitable business - a minimum (stated
target level) a year. My track record proves I can do this. I know already how
I will do this for you. Moreover I'll help others around me to do it too.
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You need someone who is very adaptable. Again my recent career history shows
how I'm able to adapt to fast-changing situations - to identify and achieve new
aims quickly. Put me anywhere - I'll adapt and create a new plan, and achieve
it.
-
You need someone who can hit the ground running - I can do this - I have
commitments from personal customers who have promised me business equating to
(amount) by (when) should I take on this new role.
You might have seen better qualified applicants, or people with more relevant
experience, but when it comes down to it, it's the person with the most passion
and determination who is able to make a real difference. I'd urge you to give
me the chance to prove I am that person.
Yours etc.
You could also follow up the letter/email with a phone call to ask what the
interviewer thinks, and if there's anything else that you can do or provide to
help the interviewer decide.
Persistence often pays off, especially in roles which require someone who can
get results by making things happen, which applies to most roles in business
and organisations these days, and certainly all management roles.
When you follow-up your own job interview with passion, determination and
expertise, the interviewer sees real evidence of how you can perform in the job
itself.
The interview follow-up letter, email and phone call is therefore a great
opportunity for you to demonstrate many of your attributes for real, in a way
that will raise your profile, re-state your credentials and understanding of
the role's requirements, and thereby create a clear separation between you and
the other job candidates.
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