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Interview Skills

L &OD
Interview Skills
Preparing for that Interview
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Interview Skills
L &OD
Contents
1. Objectives...............................................................................................................
!. Preparation............................................................................................................. "
!.1 Preparing #o$r state%ents................................................................................ &
. '(ective co%%$nication........................................................................................ )
". *ips an+ techni,$es................................................................................................ -
&. .$estions............................................................................................................... /
&.1. .$estions 0$les1............................................................................................... /
&.!. .$estions #o$ co$l+ ask1.................................................................................. 2
&.. .$estions not to ask1....................................................................................... 2
). 3ee+back.............................................................................................................. 14
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Interview Skills
L &OD
1. Objectives
- *o $n+erstan+ the i%portance of preparation
- *o learn abo$t e(ective co%%$nication +$ring the interview
- 0eview tips an+ techni,$es
- 0eceiving fee+back non-+efensivel#
If #o$ can re%e%ber one thing abo$t interviews5 let it be this1
*he p$rpose of the interview is two-fol+1
*he e%plo#er nee+s to 6n+ o$t if #o$ are the best can+i+ate for the job an+
7o$ nee+ to 6n+ o$t if this is a goo+ opport$nit# for #o$
Its all about obtaining information!
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Interview Skills
L &OD
2. Preparation
P0'P is an absol$te %$st8
P - lan
R - esearch
E - 9pect
P - ractise
1. :et hol+ of the following %aterial1
a. ;ob spec - ask #o$rself the following 1
1. <hat is the role=
!. <hat skills>knowle+ge +o #o$ alrea+# have>nee+ to obtain=
. <h# have #o$ applie+=
b. *ea%works site
1. 0ea+ it5 an+ re%e%ber the relevant iss$es5 an+ ask
,$estions abo$t the areas that relate to the organisation
an+ the role.
!. 0esearch as %$ch as #o$ can abo$t the +epart%ent
. Prepare good uestions to as! at t"e intervie#.
". ?ake s$re #o$r C@ is $p to +ate5 looks ver# goo+ an+ take three with
#o$.
&. 0eview #o$r personal goals an+ be able to speak openl# an+ honestl#
abo$t the% an+ how #o$ plan to achieve the%.
). Partic$larl# think abo$t how to +eal positivel# with an# negative
aspects - especiall# fro% the perspective of telling the tr$th5 instea+ of
eva+ing or +istorting facts5 which rarel# s$ccee+s.
-. *hink abo$t what to wear. $ou are #"at %ou #ear! 3irst i%pression
is the best i%pression. *he 6nal selection of a can+i+ate is rarel#
+eter%ine+ b# the o$t6t he>she wears. Aowever5 6rst ro$n+ can+i+ate
for an opening are often ,$ickl# eli%inate+ beca$se the# +ress
inappropriatel#.
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Interview Skills
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/. Prepare #o$r answers for the t#pe of ,$estions #o$Bll be aske+5
especiall#5 be able to sa#1
a. <hat is #o$r t#pical +a# like=
b. <hat are the varie+ jobs #o$ can +o=
c. <hat is +rawing #o$ to this job=
+. Aow wo$l+ #o$ +escribe #o$r c$rrent work environ%ent=
e. <hat are #o$r achieve%ents to +ate=
f. <hat a++itional work have #o$ taken on=
1. C$t please +onDt go into an interview with a script with so
%$ch rehearsal #o$Dre like a robot.
2. 0eview #o$r strengths before ever# interview5 an+ a+apt the% as
nee+e+ for each prospective e%plo#er. *hink abo$t what an e%plo#er
wants to know an+ prepare e9a%ples.
14. En+ last b$t b# no %eans least &'dopt an ent"usiastic( alert(
positive mind-set)
2.1 Preparing your statements
0eview the list below5 an+ choose #o$r top ten strongest skills>behavio$rs.
abilit# to work
with others
a+aptabilit#
anal#tical
abilit#
b$siness sense
caring nat$re
cheerf$l
attit$+e
collaboration
con6+ence
co$rage
creativit#
+ecisiveness
+e+ication
+epen+abilit#
+eter%ination
en+$rance
enth$sias%
e9perience
fairness
faith
fearlessness
Fe9ibilit#
forgiving nat$re
frien+liness
generosit#
goo+ character
goo+ j$+g%ent
gratit$+e
honest#
intelligence
int$ition
kin+ness
knowle+ge
lea+ership
learning ,$ickl#
%otivation
negotiation
n$rt$ring
organiGation
patience
persistence
personal +rive
pers$asion
positive
attit$+e
proble%-
solving
relationship-
b$il+ing
reso$rcef$lness
respectf$lness
responsibilit#
sense of
a+vent$re
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Interview Skills
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sense of
h$%o$r
service to
others
social
interaction
spirit$alit#
teachableness
teaching abilit#
tho$ghtf$lness
tolerance
tr$stworthiness
$n+erstan+ing
vision
willingness
work ethic
?# top ten skills>behavio$rs
H3ail$re to Prepare5 is preparing to failI
*. E+ective communication
- ,reeting- '#e Contact5 re%ain stan+ing
- 'ttentive- Show gen$ine interest
- .isten- Listen caref$ll# to what is being aske+ an+ answer the
,$estion
- /larif%- If #o$ nee+ to5 ask for clari6cation. If #o$ +onDt $n+erstan+
the ,$estion5 sa# Jpar+on %eD or J'9c$se %eD.
- 0e /lear- :ive clear5 concise answers. Ce speci6c5 refer to
e9periences an+ keep to the point.
- 0od% language- Kse positive vocal ,$alities an+ facial e9pressions.
Sit attentivel# to +e%onstrate #o$r interest an+ enth$sias%.
- 'ttitude- DonDt take an# interview ver# cas$all#. DonDt talk to the
interviewer the wa# #o$ talk to an# of #o$r frien+s. So%eti%es5
can+i+ates %a# co%e across as arrogant an+ Hknow it allI in their
approach. It %a# t$rn o( the interviewer5 an+ #o$ %$st keep in %in+
that while the# can a(or+ to be self-centre+5 can+i+ates cannot. Ce a
goo+ listener L be co$rteo$s an+ c$rio$s with a pleasant face
thro$gho$t5 while hearing. So%eti%es the interviewer tries to e9plain
abo$t their co%pan#5 their projects etc.5 which %a# be ver# well known
to #o$. ;$st listen to hi% co$rteo$sl# with a s%ile b$t never no+ #o$r
hea+ i%patientl#. Si%ilarl#5 +onDt criticiGe the previo$s co%pan# or the
people #o$ worke+ with. Ca+%o$thing others +oes not %ake #o$ look
goo+.
- 's!- Esk appropriate an+ well tho$ght-o$t ,$estions.
- 'ssume- DonDt e9pect an o(er on the spot.
- /on1dence- Can+i+ates are so%eti%es rel$ctant to +escribe their
acco%plish%ents. '9plaining how #o$ reach +iMc$lt or i%pressive
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goals helps e%plo#ers $n+erstan+ what #o$ can +o for the %. So5
reiterate #o$r skills an+ convince the e%plo#ers what #o$ can +o for
the%.
- 2irroring- 7o$r answers sho$l+ reFect the st#le
e9pecte+>preferre+>practise+ b# the interviewer>organiGation. People
like people like the%.
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Interview Skills
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3. 4ips and tec"niues
5o-
Look s%art
Ce P$nct$al
Ce consistent
Nnow the role #o$ are interviewing
for
Ce aware of #o$r bo+# lang$age
Show eagerness5 pri+e an+
enth$sias%
*ake #o$r seat onl# when #o$ are
aske+ to
Cring along a pen an+ paper to
take notes
Intro+$ce #o$rself
5ont-
Kse or have electronic e,$ip%ent
on
Sa# an#thing ba+ abo$t c$rrent
role
0a%ble
Interr$pt the interviewer
'9aggerate
:ive evasive>vag$e answers
Ce +efensive>criticising attit$+e
DonDt keep #o$r belongings like
6les of the table
4"e Intervie# 6tructure
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Intro+$ction
-&?in$tes
P$rpose
Interview e9planation
Oe9t Steps
.$estions abo$t
'9perience
Skills
Ettit$+e
*ea%
ConFict
7o$r .$estions
Interview Skills
L &OD
7. 8uestions
5.1. Questions Rules:
6top 9 0reat" 9 4"in! 9 6pea!!
- :enerall# ,$estions which #o$ can answer easil# will onl# be aske+.
- Co%panies con+$ct intervie#s onl% to select( not to reject5 the#
want #o$ to be in a ver# rela9e+ %oo+ so that #o$ can e9press #o$r
tho$ghts an+ i+eas freel#.
- .$estions like5 HIntro+$ce #o$rselfI5 H<hat abo$t #o$r backgro$n+=I
are 6rst aske+. If #o$ can answer these stan+ar+ ,$estions well5 #o$
are free to give #o$r answers con6+entl#.
- <hen a ,$estion is aske+5 give a pa$se5 think an+ tell. DonDt give an
instantaneo$s answer even if #o$ have a rea+#%a+e answer.
OrganiGation of tho$ghts is i%portant5 not the answer.
- DonDt ever give a #es or no answer5 0ealiGe that ever# chance #o$
have to respon+ to a ,$estion is a chance to convince the e%plo#er of
#o$r val$e. <henever a ,$estion is aske+5 +onDt give awa# the answers
i%%e+iatel#. :ive a pa$se5 think abo$t it an+ then give #o$r answer
Peven if #o$ know the answer thoro$ghl#5 act as if #o$Dre thinking8Q. If
#o$ are not s$re5 #o$ can alwa#s g$ess it.
- DonDt get h$ng on the act$al wor+ing of a ,$estion. 3oc$s instea+ on
what ,$alities an+ e9periences are being so$ght.
- Ce +irect. Oever be evasive or hesitant. If a ,$estion %akes #o$
s,$ir%5 +onDt let on that #o$ are $nco%fortable. Enswer it +irectl#
while presenting #o$rself in the best light possible.
- Ce patient. Oo %atter how te+io$s the interview %a# be5 tr# to sta#
fresh5 enth$siastic an+ cooperative.
- Collect #o$r tho$ghts before speaking5 avoi+ $nnecessaril# ,$ick
responses.
- DonDt ever be negative. Elso +onDt speak ill of an# person5 place or
thing.
- Ce Original. If #o$Dre like so%eone else5 what +o the# nee+ #o$ for=
- Look to the S*E0Ds when answering #o$r interview ,$estion
6 - it$ation
4 - ask
' - ction
R - es$lt
&4"e 4ric!iest 8uestions- In so%e respects5 no one interview ,$estion is
an# %ore or less +iMc$lt than the ne9t. If #o$ follow the above g$i+elines
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an+ go into an interview e,$ippe+ with foc$s on #o$r strengths5 #o$ sho$l+
be able to han+le an# ,$estion easil#.I
5.2. Questions you could ask:
R<hat are the three %ost i%portant priorities for the s$ccessf$l can+i+ate to
achieve in the 6rst si9 %onths5 an+ how wo$l+ the# be %eas$re+=R
R<hat are the priorities an+ challenges as regar+s areas for change an+
i%prove%ent facing the +epart%ent>organisation>tea%
within>connecting>relating to the role=R
RIf so%eone were to co%e into this role an+ begin to %ake a big i%pact5
what sort of changes wo$l+ #o$ want to see %ost5 an+ how wo$l+ this be
%eas$re+=R
R<hat are the v$lnerabilities in processes within the +epart%ent that nee+ to
be atten+e+ to=R
5.3. Questions not to ask:
RAow %an# weeks holi+a# +o I get=..R
R<hen wo$l+ I get a pa#-rise=..R
R<hat are the l$nch ti%es=..R
RAow soon before I co$l+ get pro%ote+=..R
R<hen is going-ho%e ti%e=..R
S..an+ others like theseS.
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:. ;eedbac!
?an# ti%es we co%e o$t of interviews5 thinking the# were perfect. En+ then
we wait for the job o(er5 b$t in never happens. ItDs nat$ral to feel
+isappointe+5 b$t at the sa%e ti%e5 itDs i%portant to reFect on the
interviews.
*he following steps are i%portant to re%e%ber when receiving #o$r
interview fee+back1
- Listen to $n+erstan+
- DonDt be +efensive L re%e%ber #o$r bo+# lang$age
- *ake notes
- Esk ,$estions
- Ce approachable
&I #ent to a s"o#room to purc"ase a car. I found 02<( ;ord(
2ercedes 0en=( 4o%ota( ;iat(
>ol!s#agen( and more! I 1nall% selected 02< and drove it out. 4"is
does not mean t"at 2ercedes 0en= or ;ord or ;iat are not good.
4"e% ma% be far better t"an 02<( but t"e% #ere not selected b%
me. ,ot it?! $ou also ma% be li!e t"at for a fe# departments!)
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Interview Skills
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8uestion
'ns#ers( e@amples and
guidance
8uestion notes
Aave #o$ ever +ealt
with a c$sto%er
%aking an $nrealistic
+e%an+=
or
Can #o$ give %e an
e9a%ple where
#o$Bve ha+ to +eal
with a c$sto%er who
has %a+e an
$nrealistic or
$nreasonable
+e%an+=
or
Aow +o #o$ +eal with
+iMc$lt c$sto%ers=
Obvio$sl# if #o$ have a real e9a%ple
with a goo+ positive s$ccessf$l
o$tco%e for the c$sto%er an+
co%pan# then $se it. I+eall# e9a%ples
sho$l+ incl$+e the following ele%ents1
Ceing able to $n+erstan+ the
c$sto%erBs position an+ feelings5
witho$t necessaril# agreeing with
the%. :oo+ ,$estioning skills5 an+ an
$n+erstan+ing of the options available
in solving proble%s5 are also vital for
sol$tions. En e9cellent answer or
+e%onstration of e9cellent capabilit#
wo$l+ incl$+e a ver# positive res$lt in
which the c$sto%erBs satisfaction an+
lo#alt# was increase+ to a higher level
than before the co%plaint or re,$est.
*his will show e9cellent technical skills
in +ealing with ver# +iMc$lt an+
e%otional c$sto%ers.
*his ,$estion is aske+ to give the
interviewee an opport$nit# to
+e%onstrate 6rstl# how the# +eci+e
what is realistic an+ what is
$nrealistic5 an+ secon+l# how to
e9plain to the c$sto%er wh# the
+e%an+ cannot be %et5 an+
hopef$ll# better still s$ggest an
alternative co$rse of action5 which
res$lts in the c$sto%er being %ore
satis6e+ than if the iss$e ha+ not
arisen in the 6rst place.
It is a fact that the greatest c$sto%er
service challenges also o(er the
greatest opport$nities to +elight the
c$sto%er5 an+ interviewees who
+e%onstrate s$ch a philosoph# are
generall# in+icating great potential
an+ val$e to a prospective e%plo#er.
<hat wo$l+ #o$ +o if
#o$ ha+ to +eal with
an angr# c$sto%er=
*he answer is to e%pathise5
$n+erstan+5 an+ as ,$ickl# as possible
obtain the c$sto%erBs tr$st in #o$r
pro%ise to tr# to resolve the %atter.
En+ then set abo$t 6n+ing the facts
an+ resolving it5 working within
whatever policies an+ processes are in
place for the partic$lar proble%. *he
i%portant thing is to re%e%ber the
+i(erence between $n+erstan+ing an+
agreeing - #o$ nee+ to $n+erstan+
witho$t necessaril# agreeing or pre-
j$+ging the o$tco%e P$nless of co$rse
#o$ can act$all# resolve it an+ agree it
there an+ thenQ. En+ #o$ nee+ to
apologise witho$t pre-j$+ging whatever
investigation #o$ nee+ to +o or
arrange. 3inall#5 take responsibilit# for
seeing the iss$e thro$gh to the 6nish5
when at the en+ of it hopef$ll# the
*his t#pe of BscenarioB ,$estion is
goo+ beca$se it enables an
interviewee to +e%onstrate
e9perience5 techni,$e5 an+
awareness of wh# certain behavio$r
is appropriate for a given real
sit$ation that can arise in the job.
*he interviewee %$st +e%onstrate
knowle+ge an+>or e9perience of
appropriate techni,$e5 behavio$ral
an+ e%otional awareness an+
capabilit#5 an+ the abilit# to %atch a
goo+ technical e%otional an+
constr$ctive response to a partic$lar
e%otional challenge.
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c$sto%er is %ore +elighte+ than the#
have ever been.
<hat will #o$ bring
to the +epart%ent=
I%agine what #o$r objectives will be if
#o$ were in the role5 an+ orientate #o$r
answer towar+s %eeting the%5 on
ti%e5 on b$+get5 an+ with st#le.

*r# to focus on t"e particular
priorities and reuirements of t"e
role5 the targets an+ aims5 an+ also if
possible5 foc$s on #or!ing st%le and
be"aviour attributes that 6t the
preferences of the interviewer5 since
%ost interviewers prefer people like
the%selves.
3or e9a%ple Pass$%ing that the points
ill$strate+ are relevantQ1
RI can see clearl# that ,$ick res$lts are
a priorit# - an+ thatBs so%ething IB%
goo+ at generating5 beca$se I have
goo+ abilities an+ e9perience to
interpret sit$ations5 an+ then a strong
foc$s on activities which will achieve
change an+ res$lts in the necessar#
areas.R
RIB% +iplo%atic with people too5 which
%eans I can generall# bring people
along with %eT if nee+s be tho$gh I can
be 6r% an+ +eter%ine+ eno$gh to
convince people who nee+ a bit of
e9tra enco$rage%ent.R
*his to$gh interview ,$estion is an
opport$nit# for the interviewee to
relate t"eir strengt"s and
capabilities to t"e priorities of
t"e job function( and to t"e aims
and priorities of t"e organi=ation.
*he interviewee %$st therefore
+e%onstrate an understanding of
both si+es of the ,$estion.
ItBs a goo+ ,$estion5 an+ also a great
opport$nit# to show how goo+ #o$
are5 an+ how #o$ will a++ positivel#
to the %oo+ an+ attit$+e of people
#o$Bll work with.
It will ,$ickl# show $p the can+i+ates
who $n+erstan+ whatBs nee+e+ in the
role an+ how to %ake it happen.
Certain interviewers an+ sit$ations
will also be seeking in+ications of the
can+i+ateBs personal st#le when
working with others L i.e. whether the
can+i+ate will be an asset to the
tea% in ter%s of %otivation an+
%orale.
<hat +o #o$ want to
be +oing><here +o
#o$ want to be in
!>&>14 #ears ti%e=
ItBs not eas# to answer this in ter%s of
job e9pectation - no-one can
realisticall# pre+ict what job will be
re,$ire+ in &-14 #ears5 let alone
whether the# will be right to +o it5 so
IB+ avoi+ speci6c job ai%s or clai%s
3or %ost people an+ roles5 this
,$estion is best an+ easiest answere+
in ter%s of the sort of situation #o$B+
like to be in5 which sho$l+ reinforce all
the other goo+ things abo$t #o$rself5
*his is a co%%on to$gh interview
,$estion5 an+ it co%%onl# trips
people $p into %aking over-a%bitio$s
clai%s abo$t their f$t$re potential
an+ worth.
*he ,$estion enco$rages the
interviewee to think an+ e9press their
plans an+ aspirations5 f$t$re
+irection5 nee+s an+ wishes. So%e
people 6n+ it %ore +iMc$lt to answer
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for e9a%ple1
R?aking a signi6cant contrib$tion to
the organisation IB% working for. *o
have +evelope+ new skills5 abilities. *o
have beco%e better ,$ali6e+. *o be
better regar+e+ b# %# peers5 an+
respecte+ b# %# s$periors as so%eone
who can contin$e to increase the val$e
of what I +o for the organisation.R
RIB+ like %ore responsibilit#5 beca$se
thatBs a res$lt of personal growth an+
progression5 an+ itBs i%portant for %#
personal satisfaction.R
RLong ter% I want to %ake the %ost of
%# abilities - if possible to b$il+ a
serio$s career5 b$t things can change.
IBll +o %# best an+ believe that
opport$nities will arise which will
enable %e to keep contrib$ting5
increasing %# worth5 an+ +eveloping
%# abilit# in a wa# that bene6ts the
organisation an+ %e.R
'%plo#ers will respon+ well if the# see
that #o$ are %at$re5 in+epen+ent5 self-
%otivate+T that #o$ will %ake a
positive an+ contrib$tion5 an+ that #o$
$n+erstan+ that rewar+ will alwa#s be
base+ on the ,$alit# an+ val$e of #o$r
inp$t.
than others5 +epen+ing on their
personalit#.
So%e people are able to plan an+ see
clear steps along the wa#5 which
wo$l+ be %ore co%%onl# e9hibite+
b# people whose work involves this
approach.
*he ,$estion is a powerf$l one
beca$se it pro%pts the interviewee to
think an+ visualise abo$t
the%selves an+ how the# e9pect an+
want to change.
:ive an e9a%ple of
when #o$ ha+ to
settle a +isp$te
between two
in+ivi+$als.
*his +epen+s on #o$r relationship to
the two people5 so seek clari6cation if
this is not clear5 b$t broa+l# the ai% is
to 6rst take an# heat o$t of the
sit$ation b# cal%ing the in+ivi+$als.
*hen 6r%l# arrange a three-wa#
+isc$ssion later in the +a# or an earl#
opport$nit# in the f$t$re5 in a s$itable
environ%ent Pclose+ %eeting roo%Q5 at
which #o$ can facilitate a proper
+isc$ssion of the iss$es5 so as to arrive
at an agree+ positive wa# of going
forwar+ or co%pro%ise. ItBs i%portant
to understand each personBs
*he interviewer is $sing this to$gh
,$estion to test the intervieweeBs
e9perience an+ abilit# to +i($se
conFict5 an+ also to step back an+
take an objective view5 rather than
getting involve+ an+ taking si+es5
which is the nat$ral te%ptation.
Objectivit# an+ facilitation are
i%portant skills of a goo+ %anager5
an+ this ,$estion will i+entif# whether
the interviewee possesses the%. *his
,$estion will also p$t press$re on the
intervieweeBs abilit# to %anage
people5 beca$se it provi+es a trick#
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stan+point an+ feelings5 witho$t
agreeing with the%.
people-%anage%ent scenario.
<hat is #o$r i+eal
job=
*he best answer to the ,$estion5 as for
an# interview ,$estion5 is to $se the
opport$nit# to sell the strengths of the
interviewee as a potential asset to the
organisation. *his wo$l+ pro+$ce an
answer that creates a pict$re of a lo#al5
res$lts-orientate+ person5 %aking a
signi6cant contrib$tion to the
organisation. If the answer is poor it
will trigger a probing follow $p that
p$ts press$re on the interviewee to
j$stif# a +aft response. <rong answers
wo$l+ incl$+e1 Bboss of %# own
co%pan#B B#o$r jobB Bthe top sales%an
on half a %ill a #earB BC'O of this
co%pan#B P$nless #o$ can j$stif# the
clai%Q a pop star5 a 6l% star5 etc :oo+
answers wo$l+ incl$+e1 BE %anager or
e9ec$tive with this organisation in
Pf$nction relative to e9perience an+
skill setQ where I have the responsibilit#
an+ acco$ntabilit# for $sing %# skills
an+ e(orts to achieve great res$lts5
work alongsi+e great people5 an+ get a
fair rewar+.B BIB+ like to beco%e an
e9pert in %# 6el+ Pstate f$nction if
relevantQ5 where IB% able to $se %#
skills an+ abilities to %ake a real
+i(erence to the co%pan#Bs
perfor%ance.B
*his is a goo+ an+ to$gh interview
,$estion. 3ro% the interviewerBs
stan+point5 the ,$estion is open an+
vag$e5 which for certain p$rposes is a
goo+ thing. If the ,$estion is inten+e+
to elicit %eaningf$l infor%ation abo$t
the intervieweeBs career plans5 then
so%e ti%escale sho$l+ be attache+
Pie Bwhat wo$l+ be #o$r i+eal job in
>&>14 #ears ti%e=BQ
*he ,$estion e9poses interviewees
who seek onl# personal grati6cation
fro% a role P%one#5 stat$s5 estee%5
e9cite%ent5 gla%o$r5 sec$rit#5 etcQ
rather than seeking opport$nities to
%ake best possible $se of their e(ort5
skills an+ e9perience5 in contrib$ting
to the perfor%ance>,$alit#>res$lts of
the organisation for which the role is
perfor%e+.
*he ,$estion is a potential trap for
people who are %ore concerne+ with
what the# get o$t of a job rather than
what the# p$t into it. *hese people
are generall# not self-starting nor
self-%otivating.
*he ,$estion also gives in+ications as
to how realisticall# the interviewee
sees the%selves. So%e people
vis$alise highl# fancif$l an+
$nrealistic jobs5 which is a warning
sign to a potential e%plo#er.
<h# +o #o$ want
this job=
0eFect back on the ,$alities re,$ire+
an+ job priorities as being the things
#o$ +o best an+ enjo#. Sa# wh# #o$
think the +epart%ent is goo+5 an+ that
#o$ want to work for an organisation
like it.
Opport$nit# to sell #o$rself an+ show
#o$ $n+erstan+ what the#Bre looking
for in the role. ?ake s$re #o$ hit both
of these hot b$ttons. ItBs a to$gh
,$estion if #o$Bve not prepare+ the
answer.
<hat +i+ #o$
achieve in #o$r last
job=
Prepare a n$%ber of relevant e9a%ples
an+ e9plain one Ptwo or three if the#Bre
p$nch# an+ going +own wellQ. ?ake
Enother to$gh ,$estion which will
e9pose a lack of preparation or
relevant e9perience. *he ,$estion
- 1& -
Interview Skills
L &OD
s$re #o$ feat$re as the instigator5 or
the factor that %a+e the +i(erence.
'9a%ples %$st lea+ to signi6cant
organisational bene6tsT saving
%one#>ti%e5 i%proving ,$alit#5
anticipating or creativel# solving
proble%s5 winning>keeping c$sto%ers5
i%proving eMcienc#.
an+ answer show whether an#
achieve%ents have been %a+e5 an+
what val$es are place+ on work.
Shows %otive - whether process5
res$lts5 acc$rac#5 sec$rit#5 social5 etc.
Shows $n+erstan+ing of ca$se an+
e(ect5 pro-active vs passive.
Aow wo$l+ #o$
approach this
job= Aow wo$l+ #o$
+o it=
I+entif# the two or three %ain iss$es
an+ sa# how #o$Bll +eal with the%5
which shows #o$ can foc$s on whatBs
i%portant. Likel# to be planning an+
organising5 ens$ring all the
co%%$nications an+ relationships are
working well5 reviewing an+ %eas$ring
activities an+ reso$rces against
o$tp$ts an+ i%proving where possible.
'%phasise #o$r personal strengths
that are ver# relevant to the role
re,$ire%ents.
E to$gh ,$estion if the interviewee
has not prepare+. Shows if #o$Bve
tho$ght abo$t what job re,$ires an+
entails. 0ole an+ sit$ation nee+s to
have been e9plaine+ well to enable a
goo+ response. '9poses people who
canBt act$all# +o the job.
<hat are #o$r
strengths=
Prepare three that are relevant to the
re,$ire%ents of the role. Ce able to
anal#se wh# an+ how #o$ are strong in
those areas. ?i9 in so%e behavio$rs5
knowle+ge an+ e9perience as well as
skills5 an+ show that #o$ $n+erstan+
the +i(erence. St#le sho$l+ be ,$iet
con6+ence rather than arrogant or
over-con6+ent.
Shows whether can+i+ate has self-
awareness5 an+ can i+entif# what
strengths are relevant to role. Shows
if can+i+ate has tho$ght an+ planne+.
E glaring o%ission if not planne+ as
this is s$ch an obvio$s ,$estion that
ever#one sho$l+ be prepare+ for.
Strengths sho$l+ obvio$sl# relate to
the nee+s of the e%plo#er an+ the
role.
<hat are #o$r
weaknesses=
Start b# sa#ing that #o$ +onBt believe
#o$ are act$all# BweakB in an# area.
Ecknowle+ge certain areas that #o$
believe #o$ can i%prove5 Pan+ then
pick so%e relativel# $ni%portant or
irrelevant areasQ. If #o$ %$st state a
weakness these are the clever ones
that are act$all# strengths1 so%eti%es
being i%patient with other peopleBs
slopp# workT being too +e%an+ingT
ref$sing to give in when #o$ believe
strongl# abo$t so%ethingT tr#ing to +o
too %$ch5 etc5 etc.
E to$gh ,$estion if answere+ witho$t
proper tho$ght. E trap for the
$ns$specting or naive. <ill show $p
those whoBve not prepare+ as this is
another obvio$s ,$estion to e9pect.
<ill also pro%pt follow-$p ,$estions
probing what the can+i+ate is +oing
to i%prove the weakness5 which is
worth preparing for also.
- 1) -
Interview Skills
L &OD
<hat wo$l+ #o$r
references sa# abo$t
#o$=
Enother opport$nit# to state relevant
strengths5 skills an+ behavio$rs.
Potential trap to +raw o$t
weaknesses - +onBt fall for it.
Aow +o #o$ han+le
tension>stress=
Sa# that #o$ ten+ not to get tense or
stresse+ beca$se #o$ plan an+
organise properl#. Sa# #o$ look after
the other things that can ca$se stress -
health5 6tness5 +iet5 lifest#le5 etc. *alk
abo$t channelling press$re positivel# -
thinking5 planning5 keeping a balance+
approach.
'9poses people who canBt +eal with
press$re or +onBt recognise that
lifest#le iss$es are i%portant for goo+
working.
*ell %e abo$t a big
challenge or
+iMc$lt# #o$Bve
face+T how +i+ #o$
+eal with it=
*r# to prepare an e9a%ple thatBs work-
relate+ an+ relevant to the role.
Can e9pose e%otional raw nerves or
sensitivities. Opport$nit# to show
proof of being able to achieve res$lts
in the face of +iMc$lt#. Is this person
act$all# e9perience+ or are the# j$st
sa#ing the# are=
:ive %e so%e
e9a%ples of how #o$
have a+apte+ #o$r
own co%%$nicating
st#le to +eal with
+i(erent people an+
sit$ations.
Prepare this as one of #o$r strengths5
as thereBs not a single job that wonBt
bene6t fro% goo+ a+aptive
co%%$nication skills. :ive e9a%ples of
how #o$Bve been +etaile+ an+ given
written con6r%ation for people who
nee+ it. *hink of other e9a%ples of
a+apting #o$r st#le to s$it the
recipients. :ive e9a%ples when #o$Bve
ha+ to be task-+riven5 process +riven5
people-+riven5 an+ how #o$ change
#o$r st#le accor+ingl#. E chance for #o$
to tr$l# shine.
'9poses single-st#le non-a+aptive
co%%$nicators5 who +onBt
$n+erstan+ or a+apt to +i(erent
people an+ sit$ations.
'9cellent answer -
now can #o$ give %e
an e9a%ple that
wasnBt so goo+=
7o$ %a# be hit with this if #o$Bre too
clever5 in which case give an e9a%ple
of so%ething that +i+nBt ,$ite go so
well5 b$t %ake s$re #o$ present it
positivel# an+ sa# what #o$ learne+
fro% it. DonBt tr# to stick to #o$r g$ns
an+ %aintain that #o$Bre perfect - show
a little h$%an weakness.
<ill knock a lot of people o( g$ar+5
an+ e9pose an# ten+encies to
confront or arg$e.
:ive %e an e9a%ple
of when #o$Bve
pro+$ce+ so%e poor
DonBt a+%it to having pro+$ce+ poor
work ever. Sa# #o$Bve probabl# %a+e
one or two %istakes - ever#one +oes -
E trap - +onBt fall in it.
- 1- -
Interview Skills
L &OD
work an+ how #o$Bve
+ealt with it.
b$t that #o$ alwa#s +o ever#thing #o$
can to p$t the% straight5 learn fro%
the% an+ %a+e s$re #o$Bll not %ake
the sa%e %istake again.
<hat +o #o$ 6n+
+iMc$lt in
work>life>relationship
s PetcQ=
Pick a relativel# irrelevant skill an+ sa#
that #o$ +onBt 6n+ it as eas# as #o$B+
like5 so #o$Bre working on it P+onBt j$st
%ake this $p - think abo$t it an+ be
tr$thf$lQ. DonBt own $p to a weakness
in an area thatBs i%portant to the role.
Es with the weaknesses ,$estion5 #o$
can state certain +iMc$lties beca$se
the# are act$all# ,$ite acceptable5
even co%%en+able5 the#B+ incl$+e1
giving $p an i%possible task5 tolerating
$nkin+>anno#ing behavio$r5 etc.
Enother trap to e9pose weaknesses5
an+ an opport$nit# to show strengths
instea+ if pla#e+ properl#.
Aow +o #o$ plan an+
organise #o$r work=
Planning an+ writing a plan is ver#
i%portant. I think how best to +o things
before I +o the%5 if ID% not s$re I take
a+vice5 learn fro% previo$s e9a%ples -
wh# re-invent the wheel= I alwa#s
prioritise5 I %anage %# ti%e5 an+ I
$n+erstan+ the +i(erence between
$rgent an+ i%portant.
E great opport$nit# to shine an+
show %anage%ent potential.
Planning an+ organising is one of the
ke#s to goo+ work at an# level so itBs
essential to acknowle+ge this.
'9poses $nreliable people.
Do #o$ %ake
%istakes=
Ce honest. 7es of co$rse on occasions5
b$t I obvio$sl# tr# not to5 an+ I alwa#s
tr# to correct the% an+ learn fro%
the%.
En#one who sa#s the# +onBt %ake
%istakes either isnBt telling the tr$th5
or never +oes an#thing at all. E BnoB
here is a warning signal.
P3ollow above
,$estion withQ - Can
#o$ share #o$r
%istakes with
others=
Ebsol$tel# I can - I get the g$i+ance I
nee+5 an+ it %a# help prevent others
fro% %aking the sa%e %istake.
Shows whether the person can take
responsibilit# an+ g$i+ance. E
%at$re5 positive approach to learning
fro% %istakes is a great
characteristic.
- 1/ -
Interview Skills
L &OD
Aow +o #o$ like to
be %anage+ >not like
to be %anage+=
Ce tr$thf$l5 b$t e9press positivel#. IB%
generall# ver# a+aptable to %ost
%anage%ent st#les. In the past IBve
helpe+ %# bosses get the best o$t of
%e b# talking to the% an+ +eveloping
a reall# goo+ $n+erstan+ing. I work
best when IB% given free+o% an+
responsibilit#. Do not respon+ to the
negative an+ give an# e9a%ple of how
#o$ +o not like to be %anage+.
In+icates abilit# to cooperate an+
%anage $pwar+s5 also how %$ch
%anage%ent attention #o$Bll nee+.
'9poses potential awkwar+ness.
<hat personal goals
+o #o$ have an+ how
are #o$ going abo$t
achieving the%=
Prepare for this - be able to state #o$r
personal an+ career goals - keep the%
reasonable5 achievable an+ balance+.
'9plain how #o$ see the steps to
reaching #o$r ai%s. En i%portant part
of achieving progress is planning how
to +o it. Ce able to +e%onstrate that
#o$Bve tho$ght an+ planne+5 b$t also
show that #o$ are Fe9ible an+
a+aptable5 beca$se itBs i%possible to
pre+ict the f$t$re - the i%portant thing
is to learn an+ +evelop5 an+ take
a+vantage of opport$nities as the#
co%e along.
'9poses those with little or no
initiative. People who +onBt plan or
take steps to achieve their own
personal progress will not be pro-
active at work either. People who
+onBt think an+ plan how to progress
will ten+ to be reactive an+ passive5
which is 6ne if the role calls for no
%ore5 b$t roles increasingl# call for
planning an+ action rather than
waiting for instr$ctions.
Aow +o #o$ balance
work an+
fa%il#>social
co%%it%ents=
Sa# balance is essential. Ell work an+
no pla# isnBt goo+ for an#one5 b$t
obvio$sl# work %$st co%e 6rst if #o$
want to +o well an+ progress. Planning
an+ organising %# work well5 an+
getting res$lts5 generall# %eans that I
have ti%e for %# o$tsi+e interests an+
thereBs no conFict.
Can e9pose those with o$tsi+e
interests that %a# prevail over work
co%%it%ents Pkeen sports-people5
etc.5 who cannot p$t work 6rst.Q
In+icates whether the interviewee
has balance+ approach to life.
Obsession with work to the e9cl$sion
of %ost else is not generall# a goo+
sign.
<h# sho$l+ we
appoint #o$=
7o$ have a choice here as to how to
pla# this1 #o$ can either go for it
strongl#5 re-stating #o$r relevant
strengths - behavio$r5 e9perience an+
skills5 or #o$ can ,$ietl# con6+entl#
s$ggest1 I +onBt know the other
applicants. Aowever5 I a% s$re that I
have all the %ain attrib$tes the role
re,$ires which5 co%bine+ with
+eter%ination an+ positive approach
Press$re ,$estion - opport$nit# for
interviewee to clearl# an+ con6+entl#
stake their clai%. Look again for the
interviewee to state relevant
strengths in behavio$r5 e9perience
an+ skills. Look also for goo+ e#e-
contact when ple+ging har+ work5
lo#alt#5 +eter%ination5 etc.
- 12 -
Interview Skills
L &OD
sho$l+ ens$re that IB+ be a ver# goo+
choice. PIf s$ccession is seen as a
bene6t then #o$ %$st refer to #o$r
willingness to +evelop an+ take on
greater responsibilities in the f$t$re.Q
<hat can #o$ +o for
$s that other people
cannot=
I +onBt know the other applicants5 b$t
generall# I e9cel at . . . Ppick #o$r
strengths that %ost 6t with what
the#Bre seekingQ.
Press$re ,$estion5 an+ one that
enables the stars to shine. Look for
awareness in the interviewee that
the# know what their relevant
strengths are5 an+ can link the% to
bene6ts that the# wo$l+ bring to the
role.
*ell %e abo$t
#o$rself.
7o$ %$st rehearse this one. Aave rea+#
+escriptions of #o$rself. DonBt j$st
spo$t a lot of stan+ar+ a+jectivesT sa#
wh# #o$ are like #o$ are. DonBt ra%ble
on an+ tail o(5 %ake a few clear
state%ents an+ 6nish.
<ill show whether applicant has self-
awareness - a critical skill that not
ever#one possesses. <ill also show if
applicant can think an+ present
clearl# an+ to the point. Elso shows
con6+ence an+ Bgrown-$pnessB.
<hat +o #o$ think of
#o$r last
boss>e%plo#er=
DonBt be critical. If possible be
genero$s with praise an+ sa# wh#5
giving positive reasons. If there was a
conFict +onBt lie5 b$t +escribe fairl# an+
objectivel# witho$t pointing bla%e.
'9poses back-biting5 bitterness5
gr$+ges5 inabilit# to han+le
relationships. '9poses people who
canBt accept the co%pan#-line.
- !4 -

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