interviews tips - for interviewers
interviews tips - for interviewers
1. You must makes notes of the questions you intend to ask -
otherwise you'll forget.
2. Decide the essential things you need to learn and prepare
questions to probe them.
3. Plan the environment - privacy, no interruptions, ensure the
interviewee is looked after while they wait.
4. Arrange the seating in an informal relaxed way. Don't sit
behind a desk directly facing the interviewee - sit around a coffee
table or meeting room table.
5. Clear your desk, apart from what you need for the interview,
so it shows you've prepared and are organised, which shows you
respect the situation and the interviewee.
6. Put the interviewee at ease - it's stressful for them, so
don't make it any worse.
7. Begin by explaining clearly and concisely the general details
of the organisation and the role.
8. Ask open-ended questions - how, why, tell me, what, (and to a
lesser extent where, when, which) to get the interviewee
talking.
9. Make sure the interviewee does 90% of the talking.
10. Use 'How?' and 'What?' questions to prompt examples and get
to the real motives and feelings. 'Why?' questions place more
pressure on people because they suggest that justification or
defence is required. 'Why?' questions asked in succession will
probe and drill down to root causes and feelings, but use with care
as this is a high-pressure form of questioning and will not allow
sensitive or nervous people to show you how good they are. Think
about how your questions will make the interviewee feel. Your aim
and responsibility as an interviewer is to understand the other
person - not to intimidate, which does not facilitate
understanding.
11. High pressure causes people to clam up and rarely exposes
hidden issues - calm, relaxed, gentle, clever questions are far
more revealing.
12. Probe the cv/resume/application form to clarify any unclear
points.
13. If possible, and particularly for any position above
first-line jobs, use some form of psychometric test, or graphology,
and have the results available for the interview, so you can
discuss them with the interviewee. Always give people the results
of their tests. Position the test as a helpful discussion point,
not the deciding factor. Take care when giving the test to explain
and reassure. Ensure the test is done on your premises - not sent
in the post.
14. Give interviewees opportunities to ask their own questions.
Questions asked by interviewees are usually very revealing. They
also help good candidates to demonstrate their worth, especially if
the interviewer has not asked great questions or there is a feeling
that a person has for any reason not had the chance to show their
real capability and potential.
interviews tips - for interviewees
1. Research as much as you can about the company - products,
services, markets, competitors, trends, current activities,
priorities. See the tips about researching before job
interviews.
2. 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.
3. Prepare good questions to ask at the interview. See the
section on questions to ask at job interviews.
4. Related to the above, request a copy of the company's
employment terms and conditions or employee handbook before the
interview, in order to save time covering routine matters during
the interview.
5. 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.
6. 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.
7. 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).
8. Get hold of the following material and read it, and remember
the relevant issues, and ask questions about the areas that relate
to the organisation and the role. Obtain and research: 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.
9. Review your personal goals and be able to speak openly and
honestly about them and how you plan to achieve them.
10. Ensure you have two or three really good reputable and
relevant references, and check they'd each be happy to be
contacted.
11. Adopt an enthusiastic, alert, positive mind-set. If you want
some help with this try the 'I Am' self-belief page.
12. Particularly think about how to deal positively with any
negative aspects - especially from the perspective of telling the
truth, instead of evading or distorting facts, which rarely
succeeds. See the CV pointers about this - it's very
significant.
13. 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.) To understand more about
personality testing and the underpinning theory - and to find out
more about yourself in this respect - see the section on
personality theories and make time to read and understand it.
14. Think about what to wear. See the guidance about choice of
dress, clothes and colours for interviews below.
15. Some jobs invite or offer opportunity to re-define or
develop the role itself. It might be a existing role or a new
position. If so prepare for this. Most jobs in fact offer this
potential, but sometimes it is a stated requirement. See the notes
in the CV section about approaching a vacancy for which the role
has not yet been fully defined.
sample job interviews questions and answers - for interviewers
and interviewees
These are samples of questions that interviewers ask
interviewees, with suggested ideal answers and reasons and purposes
of the questions, to help interviewers and interviewees alike. See
also the questions to ask at your job interview for ideas and
suggested questions that interviewees should ask the interviewer,
which are also extremely important.
There are very many different questions that can be used in job
interviews. This page does not attempt to list them all. Instead it
seeks to give you an understanding through the examples below and
other tips as to what is effective and why, from the standpoint of
the interviewer and the interviewee. Therefore, whether you are an
interviewer preparing questions to ask, or an interviewee preparing
how to give great answers, it is better to read all of this section
to help you understand what works best and why, rather than simply
select a few 'stock' examples. Having a few 'stock' questions and
answers examples will limit your appreciation to just those
examples. Instead seek to understand the reasoning that determines
successful interviews, and then you will be able to formulate your
own questions and answers for any interview situations that you
face - whether as an interviewer or an interviewee.
questionanswers examples and guidancequestion notes
How do you measure talent?
or
How do you measure talent in an organisation (or company or
team)?
and in similar vein:
How do you grow/develop talent in an organisation (or company or
team)?The first thing is to acknowledge the significance and
importance of a question like these examples.
By showing that you recognise the potency of the question (for
organisations as well as interviewees), you are half way to
providing an impressive and effective answer.
(This principle of acknowledging very good questions in this way
can be applied to any other question that addresses a serious and
deeply significant issue, as this is.)
You can show your recognition with an initial response such
as:
"That's a very significant question. Its implications affect the
future health of all organisations - probably now more than
ever.."
Beyond this, the question might initially seem impossible to
answer, especially if you've had no real experience of measuring or
growing such an intangible and fundamentally important aspect of
performance in people and organisations, but there is actually
quite a simple way to answer a question like this, for example:
"The reason why this is such a difficult question for modern
organisations to address and resolve, is that while some
organisations and leaders know how crucial 'talent' is for their
survival and competitive effectiveness, you can't actually measure
and grow anything until you can define exactly what it is, which is
the real challenge. I believe that you can only begin to measure
and develop anything when you can define exactly what it is. Talent
is prime example. The concept of 'talent' alone is completely
intangible. It means all sorts of different things to different
people and organisations. Therefore the key to measuring and
growing 'talent' is first to define exactly what 'talent' is - to
understand and describe what it means, what it looks like, how it
behaves and what it can achieve. And these definitions will be
different depending on the organisation. Talent in a bank will have
a quite different meaning to talent in an advertising agency, or in
a hospital. So that's the first answer to the question: First you
need to define it and agree the definition, which is likely to be
quite and involved and detailed task, because it's such a deep and
serious concept..."
Here's how you can develop this answer:
"Aside from defining what talent is, the organisation needs to
acknowledge the importance of talent, (according to the agreed
organisational definitions). This requires a commitment from the
very top, which must be transparent and visible to all. Then people
will begin to value talent more fittingly and preciously. A similar
thing happened with the 'total quality' concept, when leaders woke
up and realised its significance. But they first had to define it
and break it down into measurable manageable elements before they
could begin to improve it. Talent is the same."
If you really want to go for broke you could add:
"The same thing will happen with love and spirituality in
organisations, as is happening already with ethics and
responsibility. These fundamentally crucial concepts can only be
assessed, managed and developed when they are given emphatic
priority from the top, and defined in a meaningful and manageable
way. Then they can be grown just like any other organisational
attribute."
A supplementary point is that some leaders simply do not
appreciate the really true concept of talent, which unfortunately
is a serious obstacle to doing anything useful about talent at all.
Where this is the case, the leader must be educated or replaced,
because as ever organisations can only do what they leader
genuinely understands and commits to achieving. See general
guidelines above if you've not seen them already.
These (apparently) tough questions about 'talent' and how to
measure and develop 'talent' are presently confounding many of the
world's biggest organisations, many leaders, and organisational
development specialists.
These questions about 'talent' reflect widespread modern
organisational challenges, and so are useful in interviews,
especially for training, HR, management and executive
positions.
Interviewees who can answer these questions sensibly and
thoughtfully demonstrate considerable perceptiveness and
ability.
Answers to these questions are relevant modern indicators as to
an interviewee's value and potential in the field of management,
leadership and HR.
(Prior to a sales or commercial management interview) Prepare a
plan for your first 1/2/3 months in the role and present it at the
interview.
This example and guidelines for answers are orientated to a
sales or commercial management role, but the same principles apply
for many other management positions, and increasingly front-line
positions too.
Market forces inevitably tend to require all roles to be
increasingly strategic, therefore this interview question could be
used for lots of customer-facing roles as well as management job
interviews.The level of detail and precision that you can include
in your plan and presentation depends on how well you know the
market and the organisation. Beware of assuming too much however -
it's important to strike the right balance between the need for
assessment and action.
Interviewers want people who will make things happen and
introduce positive change, but at the same time who can preserve
the good things and avoid problematical fall-out.
A Gantt Chart is a good way to present this sort of plan. See
the project management section, but avoid going into the level of
detail suggested for major projects.
A clear series of bullet points will also be acceptable for most
situations. Be guided by the recruiting organisation as to the
technology and media to use, but in any event concentrate on the
content rather than the bells and whistles. A good candidate would
be able to handle this using just a flip chart.
See also the presentations page for ideas about how to structure
the presentation, but again be mindful of the pressure of time: be
very compact, impactful, concise and efficient in the way you put
your ideas across.
What's required here is essentially a cohesive list of strategic
action points, each aimed at producing specific results. Innovation
helps provided it's not too off-the-wall.
Typically it's very difficult (and generally unwise) to enter a
new organisation and immediately begin making lots of big changes,
unless of course the situation is in crisis; a period of assessment
and research is normally sensible.
Another crucial aspect is the maturity and performance of the
team. Look at the Tannenbaum and Schmidt, and Tuckman theories to
understand the significance of the team's capability.
Aim for 5-7 bullet points per section of the plan (for example a
3 month plan could be presented as three 5-7 point sections). Each
action point with outcomes and reasoning explained. Financials and
example statistics/ratios too if you know them.
Points and areas that could feature in a sales management plan
are as follows - either as areas to address, or areas to develop
into specific action points, depending on the level of knowledge
and experience. These are in no particular order. Priority and mix
depends on the situation:
Immediate review of current and projected performance and
factors - identify glaring gaps, weaknesses and opportunities -
identify and optimise quick gains where possible
Pareto (80:20) analysis - products, markets, customers
People/team assessment - styles, strengths, performance,
responsibilities, etc - psychometrics if possible/appropriate
Costs and spending review - optimise and tighten - improve
accountability and freedoms within agreed guidelines
Customer analysis/visits - protect and consolidate
Competitor assessment - identify losses and threats, especially
from a major accounts/sectors view
SWOT, PEST analyses
Sales cycle and selling process review - key ratios and
statistics
Sales proposition, USP's, USB's (see sales section)
Performance management, measurement and reporting
ICT and internet - internal communications and systems, and
customer interfaces
Pricing and margins analysis
Advertising and promotion and enquiry generation - conversion
ratios through the sales funnel
Strategy review - distribution/route(s) to market(s),
partnerships - suppliers and sales distribution
Marketing and sales materials and documentation review,
including electronic and online data and systems
Sales model - alignment of sales people with markets, sectors,
verticals and horizontals
Sales skills and training assessment
Sales processing and relationships with other departments, CRM
(customer relationship management)
Sales services agencies/suppliers - telemarketing, A&P,
etc
Quality/service assessment - especially identify key performance
factors
Look at/develop inter-functional/departmental
communications/cooperation/relationships
Motivation, morale
Sales planning, aims, objectives, targets - cascading to
individual quotas and responsibilities
Standards and controls
Legal and licensing areas if appropriate, contracts and SLA's
(service level agreements)
Philosophy and belief, ethics and integrity
The presentation needs to combine relevant hot-spots from the
above list, and to suggest a process of assessment and involvement
of people, blended with change, so as to identify and optimise key
performance factors within strategy, people/teams, skills and
processes. Asking interviewees to prepare a plan for their first
one or two or three months in the role is an increasingly popular
way for interviewing organisations to get a real taste and sample
of how the job candidate would approach the job.
Seeing lots of fresh ideas is also very helpful in its own right
for the recruiting organisation.
A question like this - usually for a management position, but
not always so - is a great opportunity for the interviewee to use
preparation and research in producing a compelling presentation of
your value to the employer.
It's a real chance to show what you can do, in terms of ideas,
experience, technical grasp of your subject, and ability to present
and enthuse with clarity, logic and passion.
The guidelines and examples here are for a sales or commercial
position, but the same principles apply for any role when asked to
prepare a plan and present it at an interview.
The interviewer will want to see that the interviewee has a good
understanding of the key performance criteria for the function or
team or department concerned, and can use experience, research and
original thinking in creating and delivering a clear, logical
cohesive action-plan presentation.
Thus the interviewer is effectively having to 'pitch' for the
job, in the same way that an agency has to pitch for a new
account.
Being asked to present a plan at an interview is a wonderful
opportunity to shine, especially for people who do not necessarily
perform well under pressure when handling some of the more
unpredictable questions that can arise in interviews. Instead,
being able to prepare a plan and presentation in advance allows
interviewer and interviewee's to assess and respond to each others
needs in a far more professional and well-organised way.
How do/would you optimise performance and lift standards in a
team?
or
Explain your approach to maintaining high standards and
improving poor performance in a team.
or
(prior to the interview)
Prepare and give a presentation on how to maintain standards and
address poor performance in managing a team.Aside from the sort of
poor performance which requires a firm disciplinary response (see
the section on performance management), this question is best
answered from the viewpoint of improvement and development, rather
than discipline and control. The question provides a great
opportunity to refer to lots of relevant theory, and to show you
know how to apply it.
'Poor performance' is actually not a helpful perspective - it's
negative. It's best to interpret this as helping people to become
the best that they can be, in ways that enable them to align their
natural strengths and preferences with the needs of the
organisation and team.
Maslow is certainly relevant - we need to help people
self-actualise, which a better angle of approach than 'poor
performance'.
Belbin's model of team roles is a useful reference framework
(everyone's good at something - so find out what it is and get them
playing to their strengths).
Also useful in this respect is Gardner's multiple intelligences,
and learning styles, along with the other personality styles
theory, although don't go into that depth at the interview - just
refer to the main principles.
Aspects of delegation are relevant, within which Tannenbaum and
Schmidt, and Tuckman's 'storming, forming..etc' model are also
useful reference frameworks.
Adair's Action-Centred Leadership model is a great reference for
illustrating the different aspects of teams that need managing and
leading.
The role of every good leader is to develop a successor,
alongside which is the aim to develop team maturity so that it can
self-manage. This approach fosters high standards and great
performance because the team is being empowered. Open clear
positive two-way communications help to establish team
understanding and agreement of aims and direction (and standards).
Involve and consult and enable and coach, rather than decide and
direct and control. People perform and achieve best when pursuing
their own goals and aims, not the ones imposed from outside. The
trick therefore is aligning people with work, so it's meaningful
and important.
An interview presentation (ensure you know how long the
presentation should last) is best structured in three parts, plus
the intro and the close. Look at the notes on presentations. Use
different ways of communicating your ideas. Physical props
demonstrate points powerfully and involve the audience/interviewers
if passed around. Referring to case studies and extracts from
biographies of high-achievers will help illustrate that high
performance is borne of inner drive, not external control. A good
manager is an enabler not a controller.These questions invite
candidates at management interviews to demonstrate their management
and leadership abilities.
All management interviewees should prepare to answer this sort
of question. Even if the interviewer doesn't ask the question,
there will be plenty of opportunities to use the answers in dealing
with other questions.
Good modern employers will look for positive Y-Theory ideas
about managing people.
More traditional and autocratic interviewers will seek a tougher
approach, in which case you can incorporate a few examples of
firmness and control within your answers, where situations and
scenarios warrant such a style.
If you are the interviewee don't just use my words - take what's
meaningful and workable for you and make it your own. Understand
your own strengths and style and show you know when to adapt and
use a different approach.
If you are the interviewer ask this sort of question and look
for the candidates to demonstrate that they understand about modern
methods of managing, leading and developing teams. You need to
recruit managers and leaders who can empower and inspire others, so
seek these qualities in people, which will be demonstrated in the
answers to this sort of question.
Have you ever dealt with a customer making an unrealistic
demand?
or
Can you give me an example where you've had to deal with a
customer who has made an unrealistic or unreasonable demand?
or
How do you deal with difficult customers?Obviously if you have a
real example with a good positive successful outcome for the
customer and supplier then use it (it's a good idea to think about
and prepare an example for this type of question in advance).
Ideally examples should include the following elements: Central to
this process is being able to fully understand the customer's
position and feelings, without necessarily agreeing with them.
Explaining this difference between understanding and agreeing at
the interview helps the interviewee to demonstrate capability to
deal with these types of difficult situations. Good sympathetic
questioning skills, and a good understanding of the options
available to the supplier organisation in solving problems, are
also vital for being able to adapt and develop mutually agreeable
solutions. An excellent answer or demonstration of excellent
capability would include a very positive result in which the
customer's satisfaction and loyalty was increased to a higher level
than before the complaint or request (which is actually more easy
to achieve than most people imagine). To show excellent technical
skills in dealing with very difficult and emotional customers
interviewees could refer to techniques within Transactional
Analysis, Empathy theory, and NLP (Neuro-Linguistic
Programming).The interviewer asks these interview questions give
the interviewee an opportunity to demonstrate firstly how they
decide that what is realistic and what is unrealistic, and secondly
how to explain to the customer why the demand cannot be met, and
hopefully better still suggest an acceptable alternative course of
action, preferably which results in the customer being more
satisfied than if the issue had not arisen in the first place.
It is a fact that the greatest customer service challenges also
offer the greatest opportunities to delight the customer, and
interviewees who demonstrate such a philosophy are generally
indicating great potential and value to a prospective employer.
(Any question that invites you to describe/explain/comment on a
'negative' situation, for example, "Why did you leave your last
job?, if the reason was that you were being bullied, or that you
lost your temper at your boss and were fired)When asked a question
which intentionally or unintentionally exposes a 'negative'
situation or experience or reason (for example for having left your
last job), you should provide a positive interpretation and
reflection of the experience. This means objectively (without
emotion or bias) demonstrating understanding of the behaviour
(which was directed at you that caused you to leave, or your
negative behaviour that caused you to leave). For instance if you
were bullied say so, but do not be critical or bitter, and
emphasise the positives from the experience (which not least would
be that you thought it best to leave rather than continue in a
situation that was not doing anyone any good). If you behaved badly
then you should ideally explain what you did and why, and how you
have learned from it and that you will not make the same mistake
again.
In general the approach is the same for most situations when
dealing with questions that expose weaknesses or failures or
opportunities for bitterness: you can (and should) explain what
happened (to lie or distort would be wrong) but do so without
bitterness or recrimination, and demonstrate forgiveness, tolerance
and self-development achieved from the experience.
If you were the guilty party it helps to show that you had the
courage to take some action to make amends, even for 'lost
cause'.The purpose of these questions may be unwitting, that is to
say the interviewer has no idea what they might be uncovering. Or
the question might be to intentionally put pressure on the
interviewee in an area of weakness, or vulnerability, or past
failure or mistake.
In any case, interviewers learn a lot about an interviewee's
emotional maturity (increasingly a much sought-after attribute)
when the interviewee is invited to explain, comment, and show their
feelings about a past 'negative experience.
Emotionally mature people are able to talk objectively and
honestly about 'negative' experiences, and interpret them into
positive experiences.
A good interviewer can confidently form a good impression of any
interviewee who displays good emotional maturity.
How would you respond if you were offered the job?Think before
the interview and during the interview: How would you actually
respond to this question? If you'd accept the job and you are
really happy and free to do so, then say so. You have little to
gain from being evasive. If you have other options or commitments
that need proper and fair consideration before accepting the job
offer then say so (it does not put you in a very good light if you
demonstrate that you are prepared to treat an existing employer or
another potential employer badly). If you need more information
(about package, expectations, responsibilities, etc) then say so.
If the interviewer is being aggressive or provocative (as can
happen in certain sales interviews particularly) you could say that
actually the only way to find out for sure is to make the offer,
ie., "...make me the offer and I'll tell you..." (the interviewer
will not normally fall for that one of course but at least he/she
will see that you can stand up for yourself, which most tough-nuts
will respect). This is not a actually great question to ask (if you
are the interviewer) or to be asked (if you are the interviewee)
because it suggests that the interviewer might not offer the job to
someone who is not certain to accept it.
This is not great indication of a good, confident grown-up
high-quality employer (or interviewer).
If you are strong and mature you'll be able to deal with an
employer who feels the need to ask this question, otherwise you
might not find this type of employer mature enough for you.
What would you do if you had to deal with an angry customer?Look
at the Transactional Analysis, NLP, and Empathy pages - a lot of
what you need to know (and will differentiate you from other
interviewees) is there, depending on your interview situation.
Basically the answer is to empathise, understand, and as quickly as
possible obtain the customer's trust in your promise to try to
resolve the matter. And then set about finding the facts and
resolving it, working within whatever policies and processes are in
place for the particular problem. The important thing is to
remember the difference between understanding and agreeing - you
need to understand without necessarily agreeing or pre-judging the
outcome (unless of course you can actually resolve it an agree it
there and then). And you need to apologise without pre-judging
whatever investigation you need to do or arrange. Finally, take
responsibility for seeing the issue through to the finish, when at
the end of it hopefully the customer is more delighted than they
have ever been, (which is often what happens when you do things
properly).This type of 'scenario' question is good because it
enables an interviewee to demonstrate experience, technique, and
awareness of why a certain behaviour is appropriate for a given
real situation that can arise in the job.
Demonstration of exactly the same experience is not necessary,
what matters is the ability to adapt and apply technique and
behaviour, which could come from different related experiences, for
example dealing with difficult or upset people in any other
situations.
The interviewee must demonstrate knowledge and/or experience of
appropriate technique, behavioural and emotional awareness and
capability, and the ability to match a good technical emotional and
constructive response to a particular emotional (and probably
process-based) challenge.
What will you bring to the job/company if we employ you?
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."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.
Tell me about the culture at your last company/employer.
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.) 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.
Tell me about your life at College or University (or even your
time in your previous job).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. 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.
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?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. 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.
Give an example of when you had to settle a dispute between two
individuals. 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. 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.
What is your ideal job?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.' 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.
Why do you want this job?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.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.
What did you achieve in your last job?Prepare a number of
relevant examples and explain one (two or threeif 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.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.
How would you approach this job?How would you do it?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.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.
What are your strengths?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.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.
What are your weaknesses?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.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.
What would your references say about you?Another opportunity to
state relevant strengths, skills and behaviours.Potential trap to
draw out weaknesses - don't fall for it.
How do you handle tension/stress?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.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.
What was the last book you read and how did it affect you?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 smart arse.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.
What does/did your father do for a living?
or
What do your parents do for a living?
or
Tell me about what your parents do for a living.
or
What work are your parents involved in?Tell the truth.
You are you. Your parents are different people.
Your parents have no bearing on how your value should be
judged.
Avoid reacting in a defensive, judgemental, ashamed or critical
way.
Avoid any suggestion that any parental influence on others has
been or could be useful to your own career or success (i.e.,
references relating to 'old school tie' , or 'it's not what you
know it's who you know'). This question is not appropriate or
helpful in most interview situations, but it can arise, and when it
does so it can be quite emotive, which is mainly why it's listed
here.
The question is designed to expose people who are
over-protective or insecure, or who might think that they are
somehow entitled to privilege because of who their father is or has
achieved.
The question can also expose emotional hang-ups or sensitivities
if any exist, with a view to further exploration/discussion.
Interviewers should use this question with great care, if indeed
there is a good reason for using the question at all.
Tell me about a big challenge or difficulty you've faced; how
did you deal with it?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.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)
Tell me about something recently that really annoyed you.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.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.
Give me some examples of how you have adapted your own
communicating style to deal with different people and
situations.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.Exposes
single-style non-adaptive communicators, who don't understand or
adapt to different people and situations.
Can we check your references?Yes.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.
What type of people do you get on with most/least?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 that you respect people for their differences, and seek
to understand them, rather than seeing differences to be a reason
for conflict or difficulty.Exposeshang-ups and prejudices. May
prompt issues to probe. Strong, emotionally mature candidates tend
to respect differences and understand weaknesses in others. Weaker
candidates tend to be more critical and judgemental about
others.
Give me an example of when you've produced some poor work and
how you've dealt with it.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.A trap - don't fall in it.
Excellent answer - now can you give me an example that wasn't so
good?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, but present the
weakness positively, either as a lesson you've learned from, or an
area you are working on - or if it's justifiably beyond the remit
of the job, then something you'd seek to delegate or bring in
relevant support. Will knock a lot of people off guard, and expose
any tendencies to confront or argue.
What do you find difficult in work/life/relationships (etc)?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. Another trap to expose
weaknesses, and an opportunity to show strengths instead if played
properly.
How do you plan and organise your work?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.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.
How much are you earning?/do you want to earn?Be honest about
what you've been earning and realistic about what you want to earn.
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.
How many hours a week do you work/prefer to work?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.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.
Do you make mistakes?Be honest. Yes of course on occasions, but
I obviously try not to, and I always try to correct them and learn
from them.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)
(Follow above question with) - Can you share your mistakes with
others?Absolutely I can - I get the guidance I need, and it may
help prevent others from making the same mistake.Shows whether the
person can take responsibility and guidance. A mature, positive
approach to learning from mistakes is a great characteristic. (Ack.
LL)
How to do measure your own effectiveness?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.Exposes
people who are not results orientated - more concerned with
process, relationships, airy-fairy intangibles.
How do you like to be managed /not like to be managed?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.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.
What personal goals do you have and how are you going about
achieving them?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.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.
How do you balance work and family/social commitments?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.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.
Why should we appoint you?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.)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.
What can you do for us that other people cannot?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. 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.
Tell me about yourself.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.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'.
What makes you mad?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.)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.
What do you think of your last boss/employer?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.Exposes back-biting, bitterness,
grudges, inability to handle relationships. Exposes people who
can't accept the company-line.
If you won a million on the lottery what would you do?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.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.
stress and pressure interview questions
Whendealing with questions that put pressure on you or create
stress, be confident, credibleand 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 waitsmiling
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 becauseplan and manage accordingly.If
something's not going right I'll change it until it works. The
important thingis to put the necessary checks and contingencies in
place that enable meto see ifthings aren'tgoing to plan, and to
makechanges 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, andI
don'tconsider myselfvulnerable. 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.