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job interviews
job interviews tips and techniques, sample
interview questions and answers, sample
interviews letters and templates
Job interviews are easier for the interviewers and the interviewees if you plan
and prepare questions and answers, and use proper interviewing techniques.
On this page are job-hunting and job interviews tips, samples of tough
interviews questions, and answers, for interviewers and interviewees.
There's also an outline of the group selection recruitment method, the most
effective way to recruit people for most jobs. Job interviews are critical to the
quality of an organization's people. Good job interviews processes and
methods increase the quality of people in an organization. Poor job
interviews methods result in poor selection, which undermines organizational
capabilities, wastes management time, and increases staff turnover. Here
are samples of interviews questions asked at interviews. Many interviewers
and interviewees are keenly interested in 'tough' interview questions and
certainly interviewees need to prepare answers for 'tough' questions.
However, from the interviewer's perspective asking 'tough' questions is not
usually helpful. Interviews should not place undue pressure on interviewees,
because people tend to withdraw and become defensive under pressure. We
learn more about people when they relax. It's better therefore to focus on
'good' interview questions rather than 'tough' ones. Good interview questions
encourage interviewees to think about themselves and to give the
interviewer clear and revealing information as to the interviewee's needs,
capabilities, experience, personality, and suitability for the job. The best
interview questions are therefore the questions which most help
interviewees to reveal their skills, knowledge, attitudes, and feelings to the
interviewer.

N.B. The UK (consistent with Europe) Employment Equality (Age) Regulations

2006, effective from 1st October 2006, make it unlawful to discriminate
against anyone on the grounds of age. This has several implications for job
interviews, documents used, and the training of people who conduct job
interviews. For example, while not unlawful, the inclusion of age and date-of-
birth sections on job application forms is not recommended (as for all other
documentation used in assessing people). For further guidance about the
effects of Age Equality and Discrimination in job interviews, (and in other
aspects of managing people), see the Age Diversity information. This is
important for interviewers and interviewees.

Much of this guidance also applies to students seeking internships and work
experience placements. Effective interview techniques, and the processes
surrounding interviews, apply to all situations involving candidate selection,
whatever the position and situation.

If interviews make you nervous (as they do to most people), take comfort
from the interview story about the wrong Guy, which is also a great lesson
for interviewers in the need for good preparation and communication, and
why high pressure in interviews doesn't get to the truth, it merely forces
people to tell you what you want to hear.

Interviewers and interviewees can maybe take some inspiration for how to
handle the interview, and personal and organisational values, from the love
and spirituality page, which addresses the increasingly important area of
bringing compassion and humanity to work.

See the separate articles on:

pay-rise negotiation

cv's writing templates, examples, and tips

reference letters tips, templates and samples

resignations letters tips, templates and samples

exit interviews - including exit interviews questions samples

assertiveness and confidence

raising self-belief

See also the excellent Guide to Completing Psychometric Tests and

Assessment Centres - a free e-book (PDF) by Delroy Constantine-Simms. This
superb resource is helpful for interviewees, and for interviewers, and this
contribution is gratefully acknowledged.
job interviews advice and samples for
interviewers and interviewees
This job interviews article below includes:

job interviews tips for interviewers

job interviews tips for interviewees

job interviews questions and answers samples - guidance for interviewers

and interviewees

stress and pressure interview questions

competency-based and behaviour interviews questions

questions for interviewees to ask the interviewer and asking for the job at
interviews

salary negotiation tips for job interviews

second interviews guidelines

follow-up letters or emails by interviewee after job interviews

group selection recruitment process

samples of job interviews thank you letters or rejection letters

job interviews and job applications rejection letters - handling the processes
positively - feedback to and from applicants

job promotion interviews tips

tips and techniques relating to salary negotiations at job interviews

tips on what to wear for job interviews

tips on doing research before job interviews

simple quick proactive plan to get the right job

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 yoiu 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.

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.

answers examples and

question question notes
guidance

How do you measure The first thing is to acknowledge the See general guidelines
talent? significance and importance of a above if you've not seen
question like these examples. them already.
or
By showing that you recognise the These (apparently) toug
How do you measure potency of the question (for questions about 'talent'
talent in an organisations as well as and how to measure an
organisation (or interviewees), you are half way to develop 'talent' are
company or team)? providing an impressive and effective presently confounding
answer. many of the world's
and in similar vein: biggest organisations,
(This principle of acknowledging very many leaders, and
How do you good questions in this way can be organisational
grow/develop talent in applied to any other question that development specialists
an organisation (or addresses a serious and deeply
company or team)? significant issue, as this is.) These questions about
'talent' reflect
You can show your recognition with widespread modern
an initial response such as: organisational
challenges, and so are
"That's a very significant question. Its useful in interviews,
implications affect the future health especially for training,
of all organisations - probably now HR, management and
more than ever.." executive positions.

Beyond this, the question might Interviewees who can

initially seem impossible to answer, answer these questions
especially if you've had no real sensibly and thoughtful
experience of measuring or growing demonstrate
such an intangible and fundamentally considerable
important aspect of performance in perceptiveness and
people and organisations, but there ability.
is actually quite a simple way to
answer a question like this, for Answers to these
example: questions are relevant
modern indicators as to
"The reason why this is such a an interviewee's value
difficult question for modern and potential in the field
organisations to address and resolve, of management,
is that while some organisations and leadership and HR.
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.

(Prior to a sales or The level of detail and precision that Asking interviewees to
commercial you can include in your plan and prepare a plan for their
management interview) presentation depends on how well first one or two or three
Prepare a plan for your you know the market and the months in the role is an
first 1/2/3 months in the organisation. Beware of assuming too increasingly popular wa
role and present it at much however - it's important to for interviewing
the interview. strike the right balance between the organisations to get a
need for assessment and action. real taste and sample o
This example and how the job candidate
guidelines for answers Interviewers want people who will would approach the job
are orientated to a make things happen and introduce
sales or commercial positive change, but at the same Seeing lots of fresh idea
management role, but time who can preserve the good is also very helpful in its
the same principles things and avoid problematical fall-
apply for many other out.
management positions,
and increasingly front- A Gantt Chart is a good way to
line positions too. present this sort of plan. See the
project management section, but
Market forces inevitably avoid going into the level of detail
tend to require all roles suggested for major projects.
to be increasingly
strategic, therefore this A clear series of bullet points will also
interview question be acceptable for most situations. Be
could be used for lots of guided by the recruiting organisation
customer-facing roles as to the technology and media to
as well as management use, but in any event concentrate on
job interviews. 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
own right for the
recruiting organisation.
A question like this -
usually for a
management position,
but not always so - is a
great opportunity for th
interviewee to use
preparation and researc
in producing a compellin
presentation of your
value to the employer.
It's a real chance to sho
what you can do, in
terms of ideas,
experience, technical
grasp of your subject,
and ability to present an
enthuse with clarity, log
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 intervie
The interviewer will wan
to see that the
interviewee has a good
understanding of the ke
performance criteria for
the function or team or
department concerned,
and can use experience
research and original
thinking in creating and
delivering a clear, logica
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
cohesive action-plan
presentation.
Thus the interviewer is
effectively having to
'pitch' for the job, in the
same way that an agen
has to pitch for a new
account.
Being asked to present
plan at an interview is a
wonderful opportunity t
shine, especially for
people who do not
necessarily perform wel
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.
• 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/re
lationships
• 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.

How do/would you Aside from the sort of poor These questions invite
optimise performance performance which requires a firm candidates at
and lift standards in a disciplinary response (see the section management interviews
team? on performance management), this to demonstrate their
question is best answered from the management and
or viewpoint of improvement and leadership abilities.
development, rather than discipline
Explain your approach and control. The question provides a All management
to maintaining high great opportunity to refer to lots of interviewees should
standards and relevant theory, and to show you prepare to answer this
improving poor know how to apply it. sort of question. Even if
performance in a team. the interviewer doesn't
'Poor performance' is actually not a ask the question, there
or helpful perspective - it's negative. It's will be plenty of
best to interpret this as helping opportunities to use the
(prior to the interview) people to become the best that answers in dealing with
they can be, in ways that enable other questions.
Prepare and give a them to align their natural strengths
presentation on how to and preferences with the needs of Good modern employer
maintain standards and the organisation and team. will look for positive Y-
address poor Theory ideas about
performance in Maslow is certainly relevant - we managing people.
managing a team. 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,
More traditional and
autocratic interviewers
will seek a tougher
approach, in which case
you can incorporate a
few examples of firmne
and control within your
answers, where
situations and scenarios
warrant such a style.
If you are the interviewe
don't just use my words
take what's meaningful
and workable for you an
make it your own.
Understand your own
strengths and style and
show you know when to
adapt and use a differen
approach.
If you are the interviewe
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 manage
and leaders who can
empower and inspire
others, so seek these
qualities in people, whic
will be demonstrated in
the answers to this sort
of question.
 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.

Have you ever dealt Obviously if you have a real example The interviewer asks
with a customer making with a good positive successful these interview questio
an unrealistic demand? outcome for the customer and give the interviewee an
supplier then use it (it's a good idea opportunity to
or to think about and prepare an demonstrate firstly how
example for this type of question in they decide that what is
Can you give me an advance). Ideally examples should realistic and what is
example where you've include the following elements: unrealistic, and secondl
had to deal with a Central to this process is being able how to explain to the
customer who has to fully understand the customer's customer why the
made an unrealistic or position and feelings, without demand cannot be met
unreasonable demand? necessarily agreeing with them. and hopefully better stil
Explaining this difference between suggest an acceptable
or understanding and agreeing at the alternative course of
interview helps the interviewee to action, preferably which
How do you deal with demonstrate capability to deal with results in the customer
difficult customers? these types of difficult situations. being more satisfied tha
Good sympathetic questioning skills, if the issue had not
and a good understanding of the arisen in the first place.
options available to the supplier
organisation in solving problems, are It is a fact that the
also vital for being able to adapt and greatest customer
 develop mutually agreeable service challenges also
solutions. An excellent answer or offer the greatest
demonstration of excellent capability opportunities to delight
would include a very positive result in the customer, and
which the customer's satisfaction and interviewees who
loyalty was increased to a higher demonstrate such a
level than before the complaint or philosophy are generall
request (which is actually more easy indicating great potenti
to achieve than most people and value to a
imagine). To show excellent technical prospective employer.
skills in dealing with very difficult and
emotional customers interviewees
could refer to techniques within
Transactional Analysis, Empathy
theory, and NLP (Neuro-Linguistic
Programming).

(Any question that When asked a question which The purpose of these
invites you to intentionally or unintentionally questions may be
describe/explain/comm exposes a 'negative' situation or unwitting, that is to say
ent on a 'negative' experience or reason (for example the interviewer has no
situation, for example, for having left your last job), you idea what they might be
"Why did you leave should provide a positive uncovering. Or the
your last job?, if the interpretation and reflection of the question might be to
reason was that you experience. This means objectively intentionally put pressu
were being bullied, or (without emotion or bias) on the interviewee in an
that you lost your demonstrating understanding of the area of weakness, or
temper at your boss behaviour (which was directed at you vulnerability, or past
and were fired) that caused you to leave, or your failure or mistake.
negative behaviour that caused you
to leave). For instance if you were In any case, interviewer
bullied say so, but do not be critical learn a lot about an
or bitter, and emphasise the positives interviewee's emotional
from the experience (which not least maturity (increasingly a
would be that you thought it best to much sought-after
leave rather than continue in a attribute) when the
situation that was not doing anyone interviewee is invited to
any good). If you behaved badly then explain, comment, and
you should ideally explain what you show their feelings abou
did and why, and how you have a past 'negative
learned from it and that you will not experience.
make the same mistake again.
Emotionally mature
In general the approach is the same people are able to talk
 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'.
How would you respond Think before the interview and during
if you were offered the the interview: How would you
job? 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
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 display
good emotional maturit
This is not a actually
great question to ask (if
you are the interviewer)
or to be asked (if you ar
the interviewee) becaus
it suggests that the
interviewer might not
offer the job to someon
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 a
this question, otherwise
you might not find this
type of employer matur
enough for you.
 tough-nuts will respect).
What would you do if Look at the Transactional Analysis,
you had to deal with an NLP, and Empathy pages - a lot of
angry customer? 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).
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
This type of 'scenario'
question is good becaus
it enables an interviewe
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 exact
the same experience is
not necessary, what
matters is the ability to
adapt and apply
technique and behaviou
which could come from
different related
experiences, for examp
dealing with difficult or
upset people in any oth
situations.
The interviewee must
demonstrate knowledge
and/or experience of
appropriate technique,
behavioural and
emotional awareness an
capability, and the abilit
to match a good
technical emotional and
constructive response t
a particular emotional
(and probably process-
based) challenge.
This tough interview
question is an
opportunity for the
interviewee to relate
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."
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 a
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, an
also a great opportunity
to show how good you
are, and how you will ad
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 th
candidate's personal

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.)
style when working with
others - notably whethe
the candidate will be an
asset to the team in
terms of motivation and
morale.
If you are the interviewe
make sure you explain
earlier in the interview
what the situation
requires in terms of
results, parameters and
attitudinal factors.
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 tra
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), rath
than accentuate the
positives and

Tell me about your life The question is an opportunity for
at College or University you to demonstrate the qualities that
(or even your time in the interviewer is seeking in for the
your previous job). 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.
What do you want to be It's not easy to answer this in terms
doing in 2/5/10 years of job expectation - no-one can
demonstrate positive
behaviour in negative
situations, which is a
highly desirable trait.
A big open question like
this in an interviewer is
huge opportunity or hug
trap. It can be a tough
question if not
approached properly.
Interviewees should hav
the sense to refer to
previous experiences
that indicate capability
and behaviour of the so
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 t
demonstrate that they
have used the
opportunity to learn and
develop, whether their
experiences were all
positive and successful
not.
This is a common tough
interview question, and
time? realistically predict what job will be
required in 5-10 years, let alone
Or: whether they will be right to do it, so
I'd avoid specific job aims or claims,
Where do you want to unless you actually have a very clear
be in 2/5/10 years time? 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."
commonly trips people
up into making over-
ambitious claims about
their future potential an
worth. It highlights
feelings of delusion, and
a need for security if th
exist.
The question encourage
the interviewee to think
and express their plans
and aspirations, future
direction, needs and
wishes. Some people fin
it more difficult to answ
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
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.
 "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.

Give an example of This depends on your relationship to The interviewer is using

when you had to settle the two people, so seek clarification if
a dispute between two this is not clear, but broadly the aim
individuals. 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
this tough question to
test the interviewee's
experience and ability t
diffuse conflict, and also
to step back and take a
objective view, rather
than getting involved an
taking sides, which is th
natural temptation.
Objectivity and
facilitation are importan
skills of a good manage
and this question will
identify whether the
interviewee possesses
them. This question will
also put pressure on the
interviewee's ability to
manage people, becaus
it provides a tricky
people-management
 mend relationships. Arguments come scenario.
in all shapes and sizes - a more
specific answer is possible in
response to a more specific scenario.

What is your ideal job? Mindful of the trap possibilities, the This is a good and tough
interviewee would always do well to interview question, and
qualify the question by asking for a the answer would almos
timescale (at what point in my always trigger a more
career?) before answering. This specific follow-up
shows that some consideration is question, asking 'why?',
taking place rather than a knee-jerk, and then probing the
and that the question is producing a reasons for the choice.
serious response rather than a From the interviewer's
fanciful one. standpoint, the question
Aside from this, the best answer to is open and vague, whic
the question, as for any interview for certain purposes (se
question, is to use the opportunity to the next para re traps)
sell the strengths of the interviewee a good thing. If the
as a potential asset to the question is intended to
organisation. This would produce an elicit meaningful
answer that creates a picture of a information about the
loyal, results-orientated person, interviewee's career
making a significant contribution to plans, then some
the organisation (status and level timescale should be
would depend on timescale). If the attached (ie 'what woul
answer is poor it will trigger a be your ideal job in
probing follow up that puts pressure 3/5/10 years time?')
on the interviewee to justify a daft The question exposes
response. If the answer is impressive interviewees who seek
there probably won't be a follow-up only personal
as there's nothing to probe and the gratification ('outputs')
interviewer can move on. Wrong from a role (money,
answers would include: 'boss of my status, esteem,
own company' 'your job' 'the top excitement, glamour,
salesman on half a mill a year' 'CEO security, etc) rather tha
of this company' (unless you can seeking opportunities to
justify the claim) a pop star, a railway make best possible use
engine driver, a film star, etc Good of their effort, skills and
answers would include: 'A manager experience, in
or executive with this organisation in contributing to the
(function relative to experience and performance/quality/res
skill set) where I have the ts of the organisation fo
responsibility and accountability for which the role is
 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.'
Why do you want this Reflect back the qualities required
job? 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.
What did you achieve in Prepare a number of relevant
your last job? examples and explain one (two or
three if they're punchy and going
down well). Make sure you feature as
the instigator, or the factor that
performed ('inputs').
The question is a
potential trap for people
who are more concerne
with what they get out o
a job rather than what
they put into it.
Employers do not really
want to recruit
gratification-orientated
people. These people ar
generally not self-startin
nor self-motivating.
The question also gives
indications as to how
realistically the
interviewee sees
themselves. Some peop
visualise highly fanciful
and unrealistic jobs,
which is a warning sign
to a potential employer
Others visualise jobs tha
are clearly remote from
the job being applied fo
which indicates that
some falsification or
delusion is present.
Opportunity to sell
yourself and show you
understand what they'r
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.
Another tough question
which will expose a lack
of preparation or releva
experience. The questio
and answer show
 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.
How would you Identify the two or three main issues
approach this job? How and say how you'll deal with them,
would you do it? 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.
What are your Prepare three that are relevant to the
strengths? 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.
What are your Start by saying that you don't believe
weaknesses? you are actually 'weak' in any area.
Acknowledge certain areas that you
believe you can improve, (and then
whether any
achievements have bee
made, and what values
are placed on work.
Shows motive - whether
process, results,
accuracy, security, soci
etc. Shows
understanding of cause
and effect, pro-active vs
passive.
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
actually do the job.
Shows whether candida
has self-awareness, and
can identify what
strengths are relevant t
role. Shows if candidate
has thought and planne
A glaring omission if no
planned as this is such
obvious question that
everyone should be
prepared for. Strengths
should obviously relate
the needs of the
employer and the role.
A tough question if
answered without prope
thought. A trap for the
unsuspecting or naive.
 pick some relatively unimportant or Will show up those
irrelevant areas). If you must state a who've not prepared as
weakness these are the clever ones this is another obvious
that are actually strengths: not question to expect. Will
suffering fools gladly; sometimes also prompt follow-up
being impatient with other people's questions probing what
sloppy work; being too demanding; the candidate is doing t
refusing to give in when you believe improve the weakness,
strongly about something; trying to which is worth preparin
do too much, etc, etc. for also.

What would your Another opportunity to state relevant Potential trap to draw o
references say about strengths, skills and behaviours. weaknesses - don't fall
you? for it.

How do you handle Say that you tend not to get tense or Exposes people who can
tension/stress? stressed because you plan and deal with pressure or
organise properly. Say you look after don't recognise that
the other things that can cause lifestyle issues are
stress - health, fitness, diet, lifestyle, important for good
etc. Talk about channeling pressure working. Exposes the
positively - thinking, planning, misguided macho
keeping a balanced approach. approach that stress ca
be good. It ain't.

What was the last book Be honest, as the interviewer might Will provide another
you read and how did it have read it too. There's no shame in perspective of the
affect you? admitting to lightweight reading interviewee's personalit
material if that's what you like - put it that may not otherwise
in context, why you read it, and give surface. Opportunity to
a positive result, whatever it is. Be demonstrate skills ,
able to give an intelligent reaction to aptitudes, special
what you've read. Don't be too clever interests, self-
or try to impress as nobody likes a development, analytica
smart arse. ability, self-awareness.
May expose feelings or
issues that can be prob
further.

What does/did your Tell the truth. This question is not

father do for a living? appropriate or helpful in
You are you. Your parents are most interview situation
or different people. but it can arise, and
 when it does so it can b
What do your parents Your parents have no bearing on how quite emotive, which is
do for a living? your value should be judged. mainly why it's listed
here.
or Avoid reacting in a defensive,
judgemental, ashamed or critical The question is designe
Tell me about what way. to expose people who a
your parents do for a over-protective or
living. Avoid any suggestion that any insecure, or who might
parental influence on others has think that they are
or been or could be useful to your own somehow entitled to
career or success (i.e., references privilege because of wh
What work are your relating to 'old school tie' , or 'it's not their father is or has
parents involved in? what you know it's who you know'). achieved.

The question can also

expose emotional hang
ups or sensitivities if an
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 th
question at all.

Tell me about a big Avoid anything deeply personal or
challenge or difficulty seriously emotional unless you are in
you've faced; how did complete control of your feelings
you deal with it? about it. Try to prepare an example
that's work-related and relevant to
the role.
Can expose emotional
raw nerves or
sensitivities. Opportunit
to show proof of being
able to achieve results i
the face of difficulty. Is
this person actually
experienced are they ju
saying they are. (Expert
Credite - Trust one who
has proved it)

Tell me about Don't get trapped into admitting to a Exposes hang-ups and
something recently that temper or loss of control. Say you style of management an
really annoyed you. tend to get more annoyed with communication. Expose
yourself than with other people or anyone who believes it'
 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.
Give me some Prepare this as one of your strengths,
examples of how you as there's not a single job that won't
have adapted your own benefit from good adaptive
communicating style to communication skills. Give examples
deal with different of how you've been detailed and
people and situations. 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.
Can we check your Yes.
references?
What type of people do Say generally you get on with
you get on with everyone. Say you respond most to
most/least? genuine, positive, honest people. If
pressed as to people you don't get on
with, say
Excellent answer - now You may be hit with this if you're too
can you give me an contrived or clever, in which case
okay or even good to ge
cross with other people
It ain't.
Exposes single-style non
adaptive communicator
who don't understand o
adapt to different peopl
and situations.
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.
Exposes hang-ups and
prejudices. May prompt
issues to probe, in whic
ask why.
Will knock a lot of peopl
off guard, and expose
example that wasn't so give an example of something that any tendencies to
good? didn't quite go so well, but make sure confront or argue.
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.

Give me an example of Don't admit to having produced poor A trap - don't fall in it.
when you've produced work ever. Say you've probably made
some poor work and one or two mistakes - everyone does
how you've dealt with - but that you always do everything
it. you can to put them straight, learn
from them and made sure you'll not
make the same mistake again.

What do you find Pick a relatively irrelevant skill and Another trap to expose
difficult in say that you don't find it as easy as weaknesses, and an
work/life/relationships you'd like, so you're working on it opportunity to show
(etc)? (don't just make this up - think about strengths instead if
it and be truthful). Don't own up to a played properly.
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.

How do you plan and Planning and writing a plan is very
organise your work? 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
A great opportunity to
shine and show
management potential.
Planning and organising
is one of the keys to go
work at any level so it's
essential to acknowledg
this. Exposes unreliable
people who take pride i
flying by the seat of the
pants.
 stages. I even plan time-slots for
activities that aren't in themselves
organised, like thinking time, and
being creative, solving problems, etc.

How much are you Be honest about what you've been Exposes unrealistic
earning?/do you want to earning and realistic about what you people. An opportunity
earn? want to earn. demonstrate you
understand the basic
principle that everyone
needs to justify their
cost. Extra pay should b
based on extra
performance or
productivity.

How many hours a It varies according to the situation. I Exposes the clock-
week do you plan and organise well, so unless watchers and those who
work/prefer to work? there's a crisis or unusual demand I attach some misplaced
try to finish at a sensible time so as macho pride in burning
to have some time for my the candle at both ends
family/social life/outside interests. It's Look for a sense of
important to keep a good balance. I balance, with flexibility
start earlier than most people - you go beyond the call of
can get a lot done before the phones duty on occasions when
start ringing. When the pressure's on really required.
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.

Do you make mistakes? Be honest. Yes of course on Anyone who says they
occasions, but I obviously try not to, don't make mistakes
and I always try to correct them and either isn't telling the
learn from them. truth, or never does
anything at all.
Whatever, a 'no' here is
big warning signal. (Ack
Linda Larkin)

(Follow above question Absolutely I can - I get the guidance I Shows whether the
with) - Can you share need, and it may help prevent others person can take
your mistakes with from making the same mistake.
others?
How to do measure By the results that I achieve, and that
your own effectiveness? I achieve them in the most positive
way. If there isn't an existing
measure of this I'll usually create
one.
How do you like to be Be truthful, but express positively.
managed /not like to be I'm generally very adaptable to most
managed? 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.
What personal goals do Prepare for this - be able to state
you have and how are your personal and career goals -
you going about keep them reasonable, achievable
achieving them? 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.
responsibility and
guidance. A mature,
positive approach to
learning from mistakes
a great characteristic.
(Ack. LL)
Exposes people who are
not results orientated -
more concerned with
process, relationships,
airy-fairy intangibles.
Indicates ability to
cooperate and manage
upwards, also how
management attention
you'll need. Exposes
potential awkwardness.
Only the most
experienced and capab
managers will be seekin
difficult dominant types
and only then for certai
roles requiring a high
level of independence
and initiative.
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 fo
planning and action
rather than waiting for
instructions.
How do you balance Say balance is essential. All work and
work and family/social no play isn't good for anyone, but
commitments? 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.
Why should we appoint You have a choice here as to how to
you? 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.)
What can you do for us I don't know the other applicants, but
that other people generally I excel at . . . (pick your
cannot? 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.
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 balance
approach to life.
Obsession with work to
the exclusion of most
else is not generally a
good sign.
Pressure question -
opportunity for
interviewee to clearly
and confidently stake
their claim. Look again
for the interviewee to
state relevant strengths
in behaviour, experienc
and skills. Look also for
good eye-contact when
pledging hard work,
loyalty, determination,
etc.
Pressure question, and
one that enables the
stars to shine. Look for
awareness in the
interviewee that they
know what their relevan
even special, strengths
are, and can link them t
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.
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.)
What do you think of Don't be critical. If possible be
your last generous with praise and say why,
boss/employer? giving positive reasons. If there was a
conflict don't lie, but describe fairly
and objectively without pointing
blame.
If you won a million on Probably save most of it, give some
the lottery what would away, maybe a small treat for myself
you do? 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.
Will show whether
applicant has self-
awareness - a critical sk
that not everyone
possesses. Will also sho
if applicant can think an
present a complex case
clearly and to the point.
Also shows confidence
and security levels, and
'grown-upness'.
Exposes poor self-contr
or unreasonable
aversions, fears, and
insecurities. Exposes lac
of tolerance and
emotional triggers.
Clever interviewers may
infer or encourage a
feeling in the way they
ask the question that it'
okay to get mad. Don't
fall for it.
Exposes back-biting,
bitterness, grudges,
inability to handle
relationships. Exposes
people who can't accep
the company-line.
Exposes the foolhardy,
the irresponsible and th
dreamers. Opportunity
demonstrate level-
headedness, morality,
work ethic, intelligence
know that money doesn
buy happiness.
stress and pressure interview questions
When dealing with questions that put pressure on you or create stress, be
confident, credible and constructive (accentuate the positive) in your
answers. And make sure you prepare. Stress and pressure questions come in
all sorts of shapes and sizes. Three commonly used types of pressure
questions are those dealing with weakness and failure; blame; and evidence
of ability or experience.

weakness and failure questions

"Tell me about your failures....", or "What are your greatest
weaknesses......". are the interviewer's equivalent to "Are you still beating
your wife?..".

Don't be intimidated by these questions - you don't have to state a failing or

a weakness just because the interviewer invites you to.

"I don't generally fail", or "I really can't think of any", are perfectly
acceptable answers. Short and sweet, and then wait smiling for the come-
back - you'll have demonstrated that you are no mug and no pushover. If you
are pressed (as you probably will be), here's your justification answer, or if
you wish to appear a little more self-effacing use this as a first response:

"I almost always succeed because plan and manage accordingly. If

something's not going right I'll change it until it works. The important thing is
to put the necessary checks and contingencies in place that enable me to
see if things aren't going to plan, and to make changes when and if
necessary....."

or

"There are some things I'm not so good at, but I'd never say these are
weaknesses as such - a weakness is a vulnerability, and I don't consider
myself vulnerable. If there's something I can't do or don't know, then I find
someone who can do it or does know."

Do you see the positive orientation? Turn it around into a positive every
time.

blame questions
Watch out also for the invitation to rubbish your past job or manager,
especially in the form of: "Why did you leave your last job?", or "Why have
you had so many jobs?"

The interviewer is not only satisfying curiosity.......... if you say your last
boss was an idiot, or all your jobs have been rubbish, you'll be seen as
someone who blames others and fails to take responsibility for your own
actions and decisions.

Employers want to employ people who take responsibility, have initiative and
come up with answers, not problems. Employers do not want to employ
people who blame others.

So always express positive reasons and answers when given an opportunity

to express the negative. Never blame anyone or anything else.

"I was ready for more challenge", or "Each job offered a better opportunity,
which I took", or "I grow and learn quickly and I look for new opportunities",
or "I wanted to get as much different experience as quickly as I could before
looking for a serious career situation, which is why I'm here."

I great technique for exploiting the blame question trap is to praise your past
managers and employers. Generosity is a positive trait, so demonstrate it.
Keep your praise and observations credible, realistic and relevant: try to
mention attributes that your interviewer and prospective new employer will
identify and agree with. This will build association and commonality between
you and the interviewer, which is normally vital for successful interview
outcomes. They need to see that you think like they do; that you'll fit in.

prove it questions
These can be the toughest of the lot. Good interviewers will press you for
evidence if you make a claim. So the answer is - be prepared.

Watch out for closed questions: "Can you do so-and-so?.." , "Have you any
experience in such-and-such?..."

These questions invite a yes or no answer and will be about a specific area.

If you give a yes, be prepared to deal with the sucker punch: "Can you give
me an example?........"

The request for examples or evidence will stop you in your tracks if you've
not prepared or can't back up your answer.
The trick is before the interview to clearly understand the requirements of
the job you're being interviewed for. Ask to see the job description,
including local parameters if applicable, and any other details that explain
the extent and nature of the role. Think about how you can cover each
requirement with examples and evidence. Wherever possible use evidence
that's quantified and relates to commercial or financial outputs.

Companies are interested in people who understand the notion of

maximising return on investment, or return on effort. If your examples and
evidence stand up as good cost-effective practice, they'll clock up even more
points for you.

Make sure you prepare examples of the relevant capabilities or experience

required, so that you're ready for the 'prove it' questions. You can even take
papers or evidence material with you to show -having hard evidence, and the
fact that you've thought to prepare it, greatly impresses interviewers.

If you don't have the evidence (or personal coverage of a particular

requirement), then don't bluff it and say yes when you'd be better off saying,
"No, however...."

Use "No, however ..." (and then your solution or suggestion), if asked for
something that you simply don't have.

Give an example of where previously you've taken on a responsibility

without previous experience or full capability, and made a success, by virtue
of using other people's expertise, or fast-tracking your own development or
knowledge or ability.

On this point - good preparation should include researching your employer's

business, their markets and their competitors. This will help you relate your
own experience to theirs, and will show that you have bothered to do the
research itself.

In summary, to deal with pressure questions: Keep control. Take time to

think for yourself - don't be intimidated or led anywhere you don't want to
go. Express every answer in positive terms. And do your preparation.

(This item about stress and pressure interview questions was written for the
Sydney Morning Herald, extracts of which appeared in April 2004.)
competency-based and behaviour interviews
questions - 'how would you do this...?'
For interviewers these are powerful and effective questions. These questions
make the interviewee tell you how they would approach, handle, deal with,
solve, etc., a particular situation, problem, project or challenge that is
relevant to the job role in question. The situation could be from the
interviewee's past experience, a hypothetical scenario, or a real situation
from the interviewing organisation. As the interviewer you should judge the
answers objectively. Avoid the temptation to project your own style and
feelings into the assessment of whether the answer is good or bad. Look for
thoughtfulness, structure, cause and effect rationale, pragmatism. The
candidate may not approach the question like you do, but they may have a
perfectly effective style and approach to the answer just the same. The
answers will indicate the interviewee's approach, methodology, experience
and competency in relation to the scenario, to how they get things done, and
also the style by which they do it.

From the interviewee's perspective, these questions commonly start with a

scenario and a question as to how you as the interviewee would deal with it.
Or the question might ask you to give an example of how you have handled
a particular situation or challenge in the past. Or the interviewer might ask
how you would approach a current situation in their own organisation.

In these cases the interviewer will often judge your answers according to
how much they agree with your behavioural approach. The questions may
initially seem or be positioned as competency-based, but often the
interviewer will be treating this really as a question of behaviour and style.

And as ever, without going to unreasonable lengths your answers should

reflect the style expected/preferred/practised by the
interviewer/organization. People like people like them.

For instance - a results-driven interviewer, certain high achieving dominant

personalities, aspiring MD's, certain ruthless types, will warm to answers with
a high results-based orientation (eg '....I focus on what needs to be done to
achieve the task, to get the job done, to cut through the red tape and
peripherals, ignoring the distractions, etc. Strong incentive, encouragement,
clear firm expectations and timescales, deliverables, etc........' - the language
of the achiever.

Alternatively, if you find yourself being interviewed by a persuasive, friendly,

influential, egocentric type, (lots of sales managers are like this) then frame
your answers to mirror that style - '.....I use persuasion, inspiration, leading
by example, helping, providing justification, reasons, empathising with the
situation and people who are doing the job, motivating according to what
works with different people, understanding what makes them tick...' - all that
sort of stuff.

HR interviewers are often 'people-types' and will warm to answers that are
sensitive, and take strong account of people's feelings, happiness, well-
being, sense of fairness and ethics, honesty, integrity, process, accuracy,
finishing what's been started, having a proper plan, steady, reliable,
dependable, etc. - the language of the fair and the disciplined.

Technical interviewers, eg., MD's who've come up through science, technical,

finance disciplines, will warm to answers which demonstrate the use of
accuracy, plans, monitoring, clearly stated and understood aims, methods,
details, checking, measuring, reporting, analysing.

These are generalisations of course, but generally relevant in most interview

situations when you are asked 'How would you ...?'

Obviously be true to yourself where you can. It's a matter of tint and
orientation, not changing your colour altogether.

Occasionally you might meet a really good interviewer who is truly objective,
in which case mirroring is not so useful - whereas confidence, maturity,
integrity, flexibility, compassion, tolerance, pragmatism are, and as such
should be demonstrated in the way you answer questions of a balanced
mature non-judgemental interviewer.

Interviews can be a bit of a game, so when you see that it is, play it - the
more you see subjective judgement and single-track behaviour in the
interviewer, then the more advantage there is in mirroring the interviewer's
style in your answers.

People like people like them. Which very definitely extends to assessing
behaviour-based competency.

questions to ask at interview - for

interviewees
While this section essentially gives guidance and tips to interviewees these
ideas and principles will also help interviewers.
At job interviews it's as important for you the interviewee to prepare
questions to ask the interviewer as it is to prepare answers and readiness
for the questions that the interviewer will ask you.

If you are the interviewer, ensure you offer the interviewee the opportunity
to ask questions about the job, the management, the organisation and the
market within which it operates. The questions that job candidates ask at
interview provide valuable insights as to their attitude, maturity, capability
and strategic understanding of the role and the organisation, so for
interviewers, questions asked by interviewees form a significant and
illuminating part of the interview process. Listen to and learn from what
interviewees ask you - often the questions that interviewees ask will provide
more information to the interviewer than anything you ask them.

As the interviewee, take full advantage of opportunities to ask questions.

Asking good well-prepared and researched questions is your chance to
demonstrate that you are better than the other candidates, and to show that
you have a tremendous capability and understanding and potential,
irrespective of what the interviewer asks you.

Preparing and asking great questions at your own job interview dramatically
reduces any dependance that you might otherwise have for the interviewer
to ask you 'the right questions'. It won't matter if the interviewer doesn't ask
good helpful questions, or fails to prompt the sort of discussion that allows
you to show how brilliant you are - instead, you can control this area of
discussion yourself by asking the interviewer great questions that will make
them sit up and realise what an excellent candidate you are.

An helpful although not absolutely essential aspect towards asking the

interviewer good questions is good research (which follows later on this
page).

A key to asking great questions at your interview is to ask questions that

impress the interviewer. Most candidates just ask about routine details
that they think they ought to know, or which they think of on the spur of the
moment, but which will probably be provided in due course anyway in
documentation about terms and conditions. This is meaningless twaddle and
to be avoided.

Instead focus on the job priorities and scope, on the organisation and ways
to make a difference or an improvement. Try to think strategically like a
manager, and for very senior positions, like the CEO. Try to adopt the mind-
set of a helpful advisor who needs to ask helpful facilitative questions. Focus
on the organisation not on your own needs.
Try to prepare and ask questions that make the interviewer think to
themselves, "Wow, that's a good question - this candidate has really thought
about the role, and understands the sort of issues we need them to
handle/the sort of responsibilities/initiatives we want them to take.."

Aim to ask questions that make the interviewer think, (depending on what
the organisation and role requires), "Wow, that's an unusual question - this
candidate is special - they are demonstrating to me that they understand
people/understand about communications/have great integrity/a strong
value system/great humanity/maturity/a good strategic mind/etc, etc."

Think before the interview about what the successful candidate will be like -
ask yourself beforehand, what great questions would the successful
candidate ask? And then be that person.

When you research the job look into the sort of challenges the organisation is
facing, and think how this affects the vacant role. What does the employer
need from the successful applicant? How might the role be extended to
contribute more to the organisation if the job were performed by a suitably
positive and capable person ? (That's you incidentally.) The job advert or job
specification might give you some clues. Do your research so that you
understand as much as possible about the priorities of the job position, and
the organisation and its situation, and then think about the ways that the
role could be extended to provide greater support towards achieving
organisational challenges.

This sort of background thinking will help you to prepare questions that will
seriously impress any interviewer, whatever the role. It is possible also to
think of good positive impressive questions just by using what you know of
the role and the sort of issues that face modern employers. The point is, you
need to think about it and prepare beforehand.

For example:

examples of good questions to ask

interviewers
These types of questions are certainly appropriate for interviewees to ask an
interviewer at an interview for a junior-to-middle ranking role. For more
strategic roles and executive responsibilities you'll need to raise the strategic
perspective of some of these questions - use your judgement. Remember,
the aim is to make the interviewer think (always relative to the role), "Wow,
that's a good question.."
In any event adapt the wording and develop alternative questions to suit
your own style and the situations concerned.

"Of the main priorities and expectations attached to this role, which ones are
well understood and measurable, and which are not?"

"If the CEO/MD/Departmental Manager/you were to name the three most

important priorities for this role/the successful candidate to achieve in the
first six months, what would they be, and how would they be measured?"

"I'm aware that this market is fast

moving/competitive/mature/local/regional/national/international (whatever
your research indicates); how is this affecting the strategic priorities and the
demands on the role/vacant position?"

"Communications, internal and external, are clearly extremely important in

this organisation; what are the related priorities for this role?"

"I've read that you (the employer organisation) face a lot of competition from
XYZ (sector, company, whatever); what do you think are the main ways that
the successful candidate can help the organisation deal with this threat?"

"Where are the priorities/What are the issues for this role/the successful
candidate in terms of maintaining/developing/improving effective inter-
departmental relations?"

"What are the priorities and challenges as regards areas for change and
improvement facing the department/organisation/team
within/connecting/relating to the role?"

"What is the balance of priorities for this role - short-term efficiencies and
performance, or longer-term planning and organising?"

"If someone were to come into this role and begin to make a significant
impact on culture and morale, what sort of changes would people/you/the
management/the board/the CEO want to see most, and how would this be
measured?"

"It's normal that most roles are operating considerably below their potential
to contribute to strategic change/organisational performance and
improvement; what are the expectations in terms of broadening the scope of
this role"?

"How might this role positively impact on/contribute to customer

relations/organisational development/culture/staff morale/training and
development/legislative anticipation/market development/sales
development/business retention in ways that it's not done so far?"

"Where do think there might be opportunities for this role to connect

with/cooperate with other functions, and what's stopped that happening in
the past?"

"What are the vulnerabilities in processes/people/business retention/grow/

technology, ITC systems within the organisation/department that need to be
attended to?"

And so on.. You get the idea?

Serious, strategic, thoughtful, facilitative questions. Questions that amaze

the interviewer - about things they might not have even considered. In fact
the best questions should make the interviewer think, "My God, if this person
can have this level of insight, and such a positive enlightened approach at
the interview, just imagine what they'll be able to do when they get their feet
under the table..."

This sort of positive expansive questioning is not limited to strategic

management positions - every job role is potentially strategic - what
makes the role strategic is the person doing it, not the job title or status.

And the role can be in any function, any industry, any type of organisation -
doesn't matter - every role interfaces in some way or another with people,
processes, other departments, customers and suppliers (internal or
external), and so has a strategic dimension. recognise the strategic
dimension; influence it positively, and you get asked to do it on a wider
scale. Asking good questions at a job interview helps the job candidate to
demonstrate that they have this potential.

Organisations, and therefore interviewers want to recruit people into all roles
who can come in and make a positive difference. By asking well-prepared
and thoughtful questions, you can demonstrate that you are one of these
people.

Being an advocate of the maxim 'accentuate the positive' I am usually

loath to dwell on negative examples, however in this case I make an
exception because this is an important no-go area.
Just as it's helpful for interviewees to prepare and ask good questions, so it's
helpful also to avoid asking routine questions that waste time and can often
be covered more efficiently in some other way (by reading a document for
example.)

questions to avoid asking

Contrast the expansive, positive strategic questions above, about job scope
and contribution to organisational effectiveness, with this stuff below.
Interviewers will generally react negatively (secretly usually) to questions
such as the following examples, so unless you are a very junior person going
for a very junior role with an employer who has not prepared in advance this
type of routine information, avoid asking questions like these at your
interview.

• "How many weeks holiday do

I get?.."
• "When would I get a pay-
rise?.."
Do not ask these questions
• "What are the lunch times?.."
• "What sort of car do I get?.."
These are warning-sign
• "What other perks are
questions to most interviewers.
there?.."
Do not ask these questions at
• "What are the pension
interview unless you want to be
arrangements?.."
seen as someone who cares
• "Do you have a grievance
more about the pay and perks
procedure?.."
than the job and the
• "What expenses can I claim
organisation, let alone making
for?.."
a positive difference in the
• "How soon before I could get
place.
promoted?.."
• "When is going-home time?.."

• and others like these

Generally speaking these questions suggest to the interviewer that the

candidate is mostly interested in what the organisation can give the
employee, rather than the other way around. Interviewers want to meet and
recruit interviewees who see things in terms of what the employee can do for
the organisation.

Find another way to get this sort of information if you really need to know it
at the face-to-face interview. Good employers will explain all this to
interviewees during the interview or in written terms and conditions, which
many employers will send out prior to the interview. As suggested in the tips
at the start of this page ask prior to the interview for a copy of the
employment terms and conditions or an employee handbook. If they don't
have this or can't send it, and you have a burning question about these sort
of 'hygiene factors', the best way to approach it is to ask something like:

"What's the best way for me to see the routine details about the employment
terms and conditions relating to this role? Do you have a handbook or
sample contract for example? I don't want to waste time here going through
incidentals..."

By doing this you demonstrate several important things, that:

• you regard these things as secondary - implication being that you

regard doing the job as the priority
• you respect the value of time, since you appreciate there are better
things to concentrate on during an interview
• you understand the principle of efficient information management and
communication, on the basis that all this detail will be available
somewhere to read rather than have to waste effort asking individual
questions
• you are professional - because providing information like this in the
way you suggest is the most professional way to do it.

Of course the job-grade and seniority of the vacancy and the size of the
employer organisation will affect the significance and transfer of this sort of
information. In an interview with a tiny little company for a junior clerk's
position the interviewee can be forgiven for asking these sorts of questions
relating to terms and conditions, not least because the company might not
be professional or organised enough to have produced a proper handbook or
contract, nevertheless, whatever the role and size of employer, the less time
spent asking about all this sort of information the better. And certainly avoid
the entire area in interviews for professional positions with professional
employers, especially in commercially competitive functions and industry
sectors.

A final point about questions to ask at interviews when you are the
interviewee:

asking for the job

In certain circumstances, especially for sales and commercial roles, there
might be an expectation or opportunity for you to 'close' or ask for the job,
which is potentially the most powerful question of all to ask.
If you really want the job and can accept an offer there and then, there is
often a lot to be gained, and very little to be lost, by asking for the job at the
end of the interview, although bear in mind the effect that this tactic has on
salary negotiation.

Obviously it's only appropriate in certain situations; notably towards the end
of the recruiting process when the interviewers have seen all the candidates,
or if the employer has more vacancies than they can easily fill.

Similarly, it's reasonable to ask for a second interview, or to be shortlisted, if

that's the next stage in the process.

Persistence and determination are highly valued attributes, logically in sales

and selling organisations, but also beyond the sales functions. In fact some
job candidates successfully take the method to extremes and simply do not
take no for an answer, virtually camping out on the employer's doorstep until
they are eventually brought in from the cold and offered the job. The
decision-maker, typically an owner-manager or CEO in such situations, is
finally forced to concede that if the person wants the job that badly then
perhaps they'll be rather a good bet after all. This sort of determination is
often associated with loyalty and commitment - and uniqueness - which can
all create a compelling case for decision-makers who are attuned to this sort
of style, particularly if other candidates are thin on the ground.

While these extremes are not for everyone, anyone is entitled to ask for a job
that they really want. Plenty of offers are not made because the interviewer
doubts the seriousness or commitment of the interviewer. Asking for the job
at least largely rules out that possibility.

Added to which, certain types of managers and directors (the ones who
would normally ask for the job at their own interviews for example) respond
positively when an interviewee looks them straight in the eye, pauses for
dramatic effect, and says earnestly,

"I want this job. Make me the offer and I'll take it here and now."

It's not really a question, it's more of a statement of intent, and lots of
decision-makers like to hear it.

As ever having other options - other interviews lined up, or even another
offer - is helpful and can add an extra bit of pressure to your push.

If you fancy using the ploy, it's also worth thinking about exactly what you
want to say. Decision-makers certainly like to hear that you like their
organisation (that you'd not be inclined to be this determined were it any
other employer) and that there are one or two compelling reasons for your
wanting to do a great job for them, so it's worth thinking about how you
might weave a few simple supporting points into your final coup de grace.

An employer or interviewer who is keen on you, who has satisfied they've

been through the proper processes, and who knows or believes that you
have other options, will sometimes give you the job offer there and then if
you ask firmly and professionally for the job. Which of course saves a lot of
time for all concerned, so if you feel like asking for the job - any job in fact -
the approach is not limited to sales and commercial positions - then go for it.

salary negotiation tips for job interviews

The best time to negotiate salary is after receiving a job offer, and
importantly before you accept a job offer - at the point when the employer
clearly wants you for the job, and is keen to have your acceptance of the job
offer. Your bargaining power in real terms, and psychologically, is far
stronger if you have (or can say that you have) at least one other job offer or
option (see the tips on negotiation). A strong stance at this stage is your best
chance to provide the recruiting manager the justification to pay you
something outside the employer's normal scale.

If there's a very big difference between what is being offered and what you
want, say more than 20%, you should raise it as an issue during the
interview for discussion later (rather than drop it as a bombshell suddenly
when the job offer is made). Do not attempt to resolve a salary issue before
receiving a job offer - there's no point. Defer the matter - say you'll need to
discuss salary in due course, but that there's obviously no need to do so until
and unless the company believes you are the right person for the job. "Let's
cross that bridge when we come to it," should be the approach.

A job and package comprise of many different things - unless the difference
between what's offered and needed is enormous (in which case the role is
simply not appropriate) both sides should look at all of the elements before
deciding whether salary is actually an issue or not.

The chances of renegotiating salary after accepting a new job, and certainly
after starting a new job, are remote - once you accept the offer you've
effectively made the contract, including salary, and thereafter you are
subject to the organization's policies, process and natural inertia.

A compromise agreement on salary, in the event that the employer cannot

initially employ you at the rate you need, is to agree (in writing) a
guaranteed raise, subject to completing a given period of service, say 3 or 6
months. In which case avoid the insertion of 'satisfactory' (describing the
period of service) as this can never actually be measured and therefore fails
to provide certainty that the raise will be given.

If you are recruiting a person who needs or demands more money or better
terms than you can offer, then deal with the matter properly before the
candidate accepts the job - changing pay or terms after this is very much
more difficult. If you encourage a person to accept pay and terms that are
genuinely lower than they deserve or need, by giving a vague assurance of a
review sometime in the future, you will raise expectations for something that
will be very difficult to deliver, and therefore storing up a big problem for the
future.

Additional tips and techniques relating to salary negotiations at job

interviews.

second interviews guidelines

At second interviews, unsuitable applicants should have been screened out
by this stage. For certain jobs a decision will be made to offer the job after
the second interviews; recruitments for senior positions may proceed to third
interviews.

Second interview questions should be deep and probing about the candidate
and the candidate's approach to work. The questions should concern detailed
and testing examples and scenarios specific to the particular job, asking how
the candidate would deal with them. This is to discover as reliably as
possible how the candidate would approach the job, and what type of person
they are - the interviewer needs to be sure they will get on with the
candidate you and that they will fit in well.

The interviewer should also probe the type of management that the
candidate responds to and doesn't, and how the candidate would work with
other people and departments, giving specific examples and scenarios.

Tests and practical exercises using actual work material or examples can be
used, which enable a practical assessment of the candidate's real style,
ability, knowledge and experience.

The candidate can be asked to prepare and give a short presentation about
themselves, or how they would approach the job or a particular challenge.
This could involve the use of certain equipment and materials, particularly if
such ability is to be required in the job.
The interviewer should also try to get to know more about the candidate as a
person - to be as sure as possible that this is the right person for the
situation; the interview approach should be probing and gaining practical
evidence, proof, of suitability.

A good second interview should establish as reliably as possible the

candidate's suitability and ability for the specific needs of the job, which
includes the work, relationships, aspirations, and personal background.

There is nothing wrong in the candidate asking the organisation prior to the
interview what to plan and prepare for in the second interview - interviewers
should regard this as a positive sign, and it may help the candidate to give
some clear information on what to expect and prepare for.

Certain senior jobs recruitments will involve a lunch or dinner so that the
interviewer and other senior managers or executives can see you in relaxed
mode. This is an excellent way to discover more about the personality of an
applicant.

Group selection (normally a half-day or even whole day) - see below - is a

very good alternative to conventional one-to-one interviews after first
interview stage. Group selection puts all the candidates together for a series
of activities and tasks, which can then be observed by a panel of
interviewers. Individuals can be asked to prepare and give presentations,
and various other exercises relevant to the job. One-to-one interviews follow
later in the day when the group has been reduced in numbers. Group
selection takes a lot longer than a conventional second interview and all
candidates should be notified as to the process and outline agenda.

interview follow-up letter or email by

interviewee
If you are particularly keen to be offered a job and wish to increase your
profile and chances of receiving a job offer after attending interview, you can
follow up an interview with a letter or email (and then a phone call) to
reinforce your commitment and qualities for the job. The sooner the better.

Often jobs are offered to the most passionate and determined applicants, so
this should be the feeling that your follow-up should try to convey, without
giving the impression of desperation or crawling.
You should seek to focus your follow-up letter or email on the key
performance aspects in the role that the interviewer believes are required for
the successful applicant.

This type of follow-up enables you to show that you have considered and
developed your thinking after the interview (a desirable attribute), and also
enables you to re-emphasise your claim to the opportunity, bringing your
name to the front of the interviewer's mind again. A good follow-up letter or
email also enables you to demonstrate that you are persistent, professional,
interested, possess relevant capabilities, recognise what the requirements
and priorities are, are keen, and can sell yourself in a determined manner,
that probably the other applicants will not do.

Interviewers also respond well to applicants who really like the company,
especially if your reasons coincide with the reasons that the interviewer likes
the company too, so it can help if your follow-up 'resonates' with the feelings
of the interviewer about what is required for the role.

From the interviewer's perspective - if you are an interviewer or decision-

maker who receives a good follow-up letter from an enthusiastic interviewee
- I recommend you give the applicant extra credit and consideration. They
are demonstrating many of the most relevant qualities that you are seeking.

sample follow-up letter from interviewee

after interview
Use and adapt this template example to create your own interview follow-up
letter or email.

Dear ........

You interviewed me on (date) for the (role) position.

I really want this job, so I'm taking the liberty of re-stating why I think you
should choose me:

(then list 3-5 short points which relate your skills, knowledge, experience,
achievements, character, attitude, to the results and effects they'll be
seeking from the person appointed. It is very important that these points
demonstrate that you have clearly understood and can deliver - specific
measurable things if possible - what they need for the role, for example:)
 • You need someone who can produce new profitable business - a
minimum (stated target level) a year. My track record proves I can do
this. I know already how I will do this for you. Moreover I'll help others
around me to do it too.
• You need someone who is very adaptable. Again my recent career
history shows how I'm able to adapt to fast-changing situations - to
identify and achieve new aims quickly. Put me anywhere - I'll adapt
and create a new plan, and achieve it.
• You need someone who can hit the ground running - I can do this - I
have commitments from personal customers who have promised me
business equating to (amount) by (when) should I take on this new
role.

You might have seen better qualified applicants, or people with more
relevant experience, but when it comes down to it, it's the person with the
most passion and determination who is able to make a real difference. I'd
urge you to give me the chance to prove I am that person.

Yours etc.

You could also follow up the letter/email with a phone call to ask what the
interviewer thinks, and if there's anything else that you can do or provide to
help the interviewer decide.

Persistence often pays off, especially in roles which require someone who
can get results by making things happen, which applies to most roles in
business and organisations these days, and certainly all management roles.

When you follow-up your own job interview with passion, determination and
expertise, the interviewer sees real evidence of how you can perform in the
job itself.

The interview follow-up letter, email and phone call is therefore a great
opportunity for you to demonstrate many of your attributes for real, in a way
that will raise your profile, re-state your credentials and understanding of the
role's requirements, and thereby create a clear separation between you and
the other job candidates.

group selection recruitment method

The Group Selection recruitment method offers several advantages over
conventional one-to-one interviewing, which many interviewers find a very
unsatisfactory method in recruitment and selection. Group Selection enables
a number of people from the organisation to observe a number of job
candidates, as they go through a series of specially designed activities.
Group Selection also offers the recruiting organisation an excellent
opportunity to present the company and the job in a very professional way,
thus appealing to and attracting the best candidates. Also, the unsuccessful
candidates leave the process with a very positive impression of the
organisation and the experience as a whole. Group Selection also enables
the the best people to show themselves to be the best, often working on real
job-related scenarios, which removes much of the guesswork about people's
true abilities. One-to-one interviews tend to favour the 'professional
interviewee' types, who present very well, but who then often actually fail to
deliver - 'all mouth and trousers' as the expression has it.

Screening interviews are useful in short-listing candidates for group

selections. For a senior job group selection, screening interviews and
psychometric assessments are recommended to shortlist candidates.

Group selection activities are by far the most reliable way to see what people
are really like, provided the process is carefully planned, managed and
facilitated. If you'd like advice about Group Selection methods or designing a
Group Selection day please get in touch. Here's an outline of the process:

1. Create/confirm job specification, job description, skill-set, and person-

profile.
2. Plan recruitment and induction schedule.
3. Create and place advert.
4. Shortlist applicants from written applications or CV's.
5. Write to candidates explaining selection process, venue, date and
time.
6. Plan the Group Selection day or half-day, to include: presentation to
them by senior managers about the company and the role;
psychometric tests; activities, tasks and games for candidates to do,
including team and syndicate work, and individual presentations;
lunch; culminating in one-to-one interviews (usually three or four)
involving final shortlisted candidates with senior managers on rotation.
See the team building games section for ideas of group selection
exercises, notably the postbag group selection recruitment exercise.
7. Management review and decision. (Candidates can be asked to leave
and hear later or wait, depending on situation.)
8. Job offers, acceptance, reference checks, induction.

For sales, sales management, and sales training vacancies, the Sales
Activator® system is an excellent resource for interviews, recruitment and
selection, and group selection methods.
samples of job interviews thank you letters
or rejection letters
From the interviewer's standpoint when writing to unsuccessful interviewees,
it's essential that you do not write anything that could carry a liability for
claims of discrimination, libel or defamation of character. If you are the
interviewing manager or have the responsibility for sending interviews
rejection letters and have any doubt about local policies and laws concerning
interviews rejection letters, consult with your HR department before writing
and sending job interviews letters to unsuccessful candidates.

Generally the safest kindest way to write an interview rejection letter is to

simply say thank you, and to state that the reason for the interviewee not
being successful is due to there being better qualified candidates. Below is a
sample thank you rejection letter.

See the notes below also relating to more complex and positive rejections of
job applications, notably for additional guidance about giving constructive
feedback to unsuccessful applicants.

basic sample job interviews rejection letter

Name and address of candidate.

Date

Dear (Mr/Ms/Mrs/Miss Surname)

Thank you for attending the interview (or group selection event) with us on
(date) at (location) for the position of (position).

While you presented yourself extremely well and impressed us very much, I
regret that we are not on this occasion able to offer you the position, due to
there being other better qualified (or more suitably qualified) candidates.

I thank you for the interest and enthusiasm you have shown and wish you all
the best for the future.

Best wishes, etc

sample job interviews 'holding' letter
Here's a job interviews 'holding' letter, to be used when the selection
decision is delayed for some reason, when it is important to acknowledge
and thank the interviewee and keep them informed (and interested) in the
position:

Name and address of candidate.

Date

Dear (Mr/Ms/Mrs/Miss Surname)

Thank you for attending the interview (or group selection event) with us on
(date) at (location) for the position of (position).

You presented yourself extremely well and impressed us very much, and the
interview process is still ongoing. We will be in touch as soon as possible to
inform you whether we can offer you the position or not (or when and if we
will need to see you again).

I thank you for the interest and enthusiasm you have shown thus far. Should
you have any questions meanwhile please let me know.

Best wishes, etc

other notes and examples for sensitive and

constructive job application rejection
letters
Here are some further ideas for job applications rejections, sample letters,
and especially how to deal with unsuccessful applicants more
sympathetically and constructively. Use or adapt these examples and
ideas when informing job applicants that they have been unsuccessful in
applying for job interviews, or after unsuccessfully attending job interviews
(if you are a pioneering manager working outside of the HR department you
should agree things first with your HR department).
This is a challenging area that many employers will not be able, or desire, to
explore. Which is fine. You'll get around to it when you are good and ready...

First of all, you are not obliged to give a reason for the rejection. It is not a
good thing to concoct a reason, not least because people aren't stupid (think
back to your own experiences when you've been given a flimsy excuse or
reason), and obviously you should avoid writing anything to a job applicant
that could be regarded as discriminatory or insulting.

However, you should try to add a positive aspect to rejection letters if you
can. It's good to do so, especially when someone has clearly tried their best.
It's a wicked world - why not try to make it little kinder. People remember
when they have been treated well; they tell their friends, and they'll
remember when and if you meet them again one day. What goes around
comes around, as they say.

Employers routinely reject people without a care for the rejected person's
sensitivities; it's an assumption passed down from manager to successor.
"We've always done it that way - why waste time bothering about
people?...".

However, a little consideration can help a lot to reduce the demoralising

effect of receiving a rejection letter...

If the application or interview is a good one, but not quite good enough to
succeed, it often makes sense to keep the person's details for possible future
reference. If you plan to do this then tell the person. It's a positive aspect,
albeit within a rejection letter. Having said this, don't just say it for the sake
of it.

Particularly forward-thinking employers (and able managers) can offer to

give applicants constructive feedback on their unsuccessful applications (and
failed interviews too), and this again is an option that you can choose or not,
in which case be mindful as ever about potential discrimination and
defamatory risks. Postal or telephone feedback is possible, each of which of
course have implications for time and control, and costs, for the employer -
it's your choice. If you offer feedback ensure it is fair and that you establish a
process for identifying a few constructive points, giving them, and recording
them, which can quite easily be incorporated into the normal recruitment
process and documentation. You will after all have made the rejection on
specific grounds, rather than on a whim, in which case, it's a logical step to
then communicate these points back to the applicant. One can easily argue
that it's only fair to do so. A simple way to do this is to create a simple list of
the most common reasons for rejecting people, and to indicate on the list the
reason(s) applicable to each person failing to progress.
 Giving positive feedback verbally or in writing, outside of a controlled list of
reasons, requires a certain level of skill, so that the feedback is not perceived
as a criticism, and so that the discussion or communication (whether verbal
or a written response) remains adult-to-adult. Written feedback is safer, but
verbal feedback is better, if handled well. The risk is that the feedback leads
to defence or argument from the recipient, so it's important to accentuate
the positive and be objective and factual, for example: "Clearer presentation
of your qualifications would have enabled us to make a fuller assessment," or
"The application would have stood a better chance if it had been more neatly
presented," or "We needed to see more evidence that you understood the
communications and relationships requirements of the role."

Here's an example of a feedback template which can be used by managers

who perhaps do not possess sufficient ability to work without one.

feedback template example - for use after job

application rejection
NB - These are examples of feedback points - amend and add to them to suit
your situation.

feedback to
recruiting
applicant..................................................................
manager
to
reference.....................................................date...........
complete
..............

Unsuccessful job applications can be upsetting, so we try to be

as helpful as we can in giving a bit of feedback to all
unsuccessful applicants. Below we've indicated the main
relevant
reason(s) why you didn't succeed on this occasion, and we hope
reason(s)
that this will help you to take something positive from the
indicated
experience, and to be successful in the future. In return please
with a tick
feel free to give us your comments about how we conducted
the recruitment. It's a difficult process for all concerned and we
welcome your views.

Your application letter and/or CV could have been presented

more professionally and neatly.
Your experience was required to be more relevant to the job
vacancy.

We needed to see a clearer understanding of the job's priorities.

We were seeking, or managed to find, an applicant who had

better formal qualifications.

You were actually over-qualified and too capable for the job.

We were seeking, or managed to find, an applicant whose

current commitments or location or earnings requirements were
more suited to the vacancy.

Please give us your feedback about the way we conducted the recruitment by
also completing and returning the attached sheet in the envelope provided.

applicant feedback template example - for

use after job application or interview
rejection
NB - These are examples of feedback points - amend and add to them to suit
your situation.

feedback from applicant...................................

ref............................................. date......................

Please help us to
improve our
recruitment
processes by answer please give your comments
giving us your Yes or
feedback about No (applicant to complete)
the way we
conducted the
recruitment.

Could we improve
the way the job was
explained in the
advert?

Could we have
explained better
the sort of person
we were seeking?

Were all of our

communications to
you clear and
professional and
polite?

Were the
recruitment
arrangements and
processes all
explained clearly
enough?

Is the opportunity
to receive and give
feedback helpful to
you?

Would you apply for

a job with us again?

Do you have any other

comments or suggestions?

Giving (one or a few) points of feedback like this keeps the feedback factual,
constructive, and provides the person with some helpful pointers for
improving applications that they'll make in the future.

Receiving feedback enables you to improve your recruitment and interviews

processes. Also, allowing the other person to give some feedback helps them
to feel better about their experience, and also leaves them with a much
more positive impression about you, instead of remembering you simply as
the employer who rejected them.

Giving verbal feedback also provides an excellent opportunity to ask for

feedback from the candidate concerning the candidate's experience and
feelings about the organisation's recruitment process. Like any feedback
about organisational performance this is valuable stuff, so seek it out. It will
also lead to a more balanced feedback discussion, allowing the unsuccessful
candidate to make some of their own points, which most folk find quite an
uplifting and pleasing experience.

In order to offer and give constructive feedback a lot depends on the scale
and the size of the business, the people handling the recruitment, the type of
jobs being advertised, the type of people applying, the market or trade
sector, the employer's attitude towards PR, and not least, how you feel about
trying to do good and helping people wherever possible. Aside from simply
being a good thing to do for people, a lot of goodwill and positive reactions
result from offering and giving good constructive feedback. Unlike most
aspects of the recruitment process, you're giving a little bit back, not just
taking, rejecting, and leaving people feeling bereft, which is the common
application rejection experience.

The employment and recruitment world is a cruel one, so it's good to make it
a little happier and more helpful if you can.

Giving constructive feedback to unsuccessful applicants and interviewees is

also particularly good to do when dealing with candidates who are already
employed within the organisation. This is for obvious reasons, not least:
they'll be more likely to stay motivated and feel positive about the
organisation; they'll be more likely to present their next application in a
better way; and they'll better understand why they didn't succeed on this
occasion and hopefully be less likely to blame others for not having
succeeded.

See Transactional Analysis - it's a communications and behaviour model that

is enormously helpful to handling potentially emotional discussions.

See also exit interviews - it's a different subject and process obviously, but
rooted in a similar philosophy: trying to help people where you can.

sample rejection letter for unsuccessful job

interview or job applications
Dear ....

(job title) vacancy

Thank you for applying for the vacancy (above/for ....).

(Or - Thank you or attending the interview for the vacancy [above/for ....] on
[date].)

I am sorry that on this occasion you have not been successful, (despite
presenting yourself very well).

(If you have no objection we will keep your details on file for possible future
reference.)

(When we receive a particularly good application that is not successful - as

yours is - we offer to give the applicant some constructive feedback about
their application, and we would like to make this offer to you. If you'd like
this to happen please let us know by (phoning/writing/emailing - as
appropriate) and we will be in touch.

I wish you all the best for the future.

Yours sincerely, etc.

See also the guide to exit interviews, with sample exit interviews questions,
and tips for interviewers and interviewees.

job promotion interviews tips

For interviewers and interviewees, much of the information above in the
main job interviews article is relevant to job promotion interviews.

These tips chiefly focus on interviews rather than group selections. Attending
group selections for job promotion is a different matter, which I'll comment
on briefly now:

Group selection enables the employer's selection panel to observe behaviour

and interaction in a group situation. Job promotion candidates in these
situations should therefore behave in a way that will impress the selection
panel, in areas which the employer logically expects the group
selection process or exercise to highlight. Here are the sorts of
behaviours that impress when demonstrated by group selection candidates:
responsibility, integrity, leadership, maturity, enthusiasm, organisation,
planning, creativity, noticing and involving quiet members of the group,
calmness under pressure, and particularly discovering and using other
people's abilities in order for the team to achieve given tasks.

The remainder of this item concerns job promotion interview situations.

For interviewees, the same principles apply as in new employer job

interviews. Interviewers commonly assess interviewees according to their
own personal style and approach - people like people like them. For
example: friendly people like friendly people; results-driven people like
results-driven people; dependable reliable passive people like dependable
reliable passive people; and detailed correct people like detailed correct
people.

As an interviewer, when interviewing try to see the interviewee according to

their own frame of reference not your own - you will make a fairer
assessment.

As an interviewee be aware that even the most objective interviewer - even

if aided by psychometric job profiles and applicant test results - will always
tend to be more attracted to applicants who are like them, rather than
applicants who are unlike them; it's human nature.

When as an interviewee you attend promotion interviews, your answers

should be orientated to match the style preferences of the interviewer. Try to
see things in the way they see them, and express your answers and ideas in
language and terms that they will relate to and understand. Don't distort the
truth or make claims you cannot substantiate or deliver - show that you
understand how your boss and/or the interviewer sees the situation, and how
they see that the job needs to be done successfully.

Rebels and mould-breakers are rarely promoted because they are seen as a
threat or liability, so if you have rebellious tendencies it's a good idea to tone
them down a little for the promotion interview. In the rare case that a
distinctly mould-breaking individual is required for the role, such a
requirement will be stated, then by all means go for it, all guns blazing.

At promotion interviews, interviewers particularly expect to hear the

applicant's practical and cost effective ideas and plans for the new job.
As the candidate, be able to demonstrate how well you understand the
business and the organization. This requires that you do some research.
Avoid the common tendency to think that internal candidates already know
what they need to and therefore have a better chance than, for example, an
external candidate. If an external candidate has done their research they will
impress the interviewer more than an internal candidate who hasn't.

Doing some research - above and beyond your normal sphere of

responsibility and operation - demonstrates your potential, and particularly
your capability to make a difference in the promoted role, which for most
promotions is a strong requirement. If it isn't a requirement then it's a big
advantage over another candidate who hasn't thought outside of the box, so
to speak.

Doing good imaginative research, especially looking at organisational and

departmental threats and opportunities, also enables you to prepare and ask
great questions of the interviewer, which regardless of the way the
interviewer handles the interview, provides you with a great way to show
your potential.

If appropriate, your ideas can be fresh and innovative (especially if the

interviewer is innovative and creative themselves), but you must above all
be able to demonstrate a clear grasp of 'cause and effect', and the
importance of achieving a suitable return on investment or effort.

Promotion almost always involves having responsibility for making decisions

about the use of time and resources. Interviewers need to be convinced that
you understand how to handle this responsibility - to identify priorities, to
focus effort in the right direction, to manage efforts productively - as if you
were using your own money.

Demonstrating clear knowledge and interpretation of policies,

processes, rules, standards, and a firm and diplomatic style when
supervising others, is crucial for promotion into most first-line
management or supervisory roles.

Demonstrating an ability to plan, organise and achieve effective

implementation (of plans, changes and objectives) is crucial for
promotion into most middle-management positions.

Demonstrating an ability to initiate and optimise strategic activities,

giving strong return on investment is be crucial for promotion into most
senior positions.

Demonstrating huge personal commitment and enthusiasm, together with

complete and utter loyalty to your boss and the organization, are always
essential factors for successful promotion interviews. Loyalty and
commitment are essential. The interviewer must be able to trust you to the
extent that they will stake their own reputation on your commitment and
ability.

The ability to adapt and be flexible as priorities and circumstances change

around you, is also essential for promotion into most supervisory and
management roles. Interviewers will not promote children or people with
baggage or issues - interviewers promote mature grown-up people. People
who will lighten the management burden, not add to it.

It is important to convey convincingly that regardless of the challenges

that occur on the way, you will always strive relentlessly to achieve
your aims and objectives - and that you will never, ever, ever, let
your boss down.

If you really believe it and feel it, look the interviewer in the eye and say:
"Give me this opportunity, and I will repay your faith in me to
succeed in this job."

references and checking references

As an interviewee it's good to prepare your references in advance, and give
the interviewer a list of your referees with names, positions, employers
details, and all possible contact details. Try to identify (and agree
cooperation in advance from) referees who will be happy to give you a
positive reference, and in so doing, who will support your personality, skills,
performance and job history claims. Provide as many referees as you need to
cover the important aspects of your performance and employment history,
plus any specific critical requirements of the new job (accreditation, record,
training, vetting, etc). A healthy list of referees would normally be between
three and five people. It seems a lot, but it's more impressive than just a
couple; it shows you've thought about it beforehand, and it builds in a bit of
leeway for when people cannot be contacted or fail to respond quickly for
any reason.

Generally the more senior and credible your referees the better. It's perfectly
acceptable to list one or two referees from your private life rather than work,
especially if they have a job or status that carries important responsibility
(councillors, police, etc)

If you know that a particularly significant and favourable referee might be

difficult to contact, ask them to provide you with a 'to whom it may concern'
open reference letter as to your character and history, signed by them, on
letterhead - and preferably use and keep hold of the original copy - ask the
interviewer to take a photocopy and give you back the original.

As an employer - employers should always follow up and check successful

job interview candidates' references. Not to do so is irresponsible, especially
if recruiting for jobs which carry serious responsibilities, such as working with
children, disabled people, sensitive data, money, valuables, etc.

You must inform or ask permission from the candidate prior to checking their
references.

The extent and depth to which references should be checked depend on the
situation and the referees given by the job applicant. Certainly make job
offers conditional to satisfactory checking of references, and if as an
employer you are not happy about the referees provided then ask for others.
Checking references can be a very sensitive area, so care needs to be used.
Many referees will not be comfortable providing personal information about a
person, not least due to fear of defaming someone and the liabilities
concerned. Postal reference checking is an alternative to telephoning,
although many referees feel less comfortable effectively making a written
record of negative comments, and may be more forthcoming in a telephone
conversation.

Refusal by a referee to provide a reference about someone is obviously not a

helpful sign, and considerable positive feedback from reliable alternative
referees would normally be required to proceed with a job offer following
such a response.

Bear in mind also that the referee may have their own agenda. Take care to
interpret carefully any personal comments which might stem from
personality clash. Try to concentrate on facts with evidenced examples
rather than opinions.

References should definitely be checked concerning job-critical areas

(relevant to the new job for which serious liabilities might exist if candidate is
not telling the truth), as should any areas of suspicion or doubt that cannot
be resolved/proven for sure at interview.

And for everyone, irrespective of satisfaction with interview answers, it is

important to check some basic facts with past employers to ensure that the
candidate has not been telling a pack of lies.

Possible areas to check (a sort of checklist - not a fixed agenda):

• CV/career history, dates, salaries.

• Qualifications and training.
 • Personal details, age, etc.
• Claims about achievements and performance in past jobs.
• Personality and relationships at work.
• Domestic situation, financial situation.

Seek local qualified advice from your HR department or advisor if in doubt,

and also if you want to use a postal reference checking method, since most
HR departments will already have a standard approved document for this
purpose.

tips on what to wear for interviews

You'll see various research and general advice concerning what best to wear
for job interviews. The sort of clothes, styles, colours, shoes, make-up,
accessories, etc., are likely to have the best effect. Standard rules for dress
code at interviews are mostly common sense: be smart, coordinated, clean,
tidy, relatively under-stated - however you can go further than merely
adopting the standard recommendations to wear blue or grey suits, black
shoes, white, cream, pale yellow and pastel colours for shirts and blouses;
and to avoid black (too funereal - unless your interview is with an
undertakers), bow-ties, Elton John specs and deer-stalker hats.

You can take a more sophisticated approach to your choice of dress and
style at job interviews.

Your best choice of dress, clothes, colours and style at interview should
actually depend on the role and what surrounds it.

For example, blue is thought by many people to represent formal business

professionalism, which is fine for 'professional' job opportunities, but a
smartly pressed blue business suit and crisp white shirt and tie won't help
you much in an interview for a role requiring care and compassion, working
outdoors in all weathers, managing down-to-earth labourers, being bubbly
and creative, or teaching disaffected kids.

What we wear should be an extension of our personality of course, but also

importantly, indicates to the interviewer our ability to recognise what
the employment situation and job requires.

No-one ever got a job because of the way they dressed whereas lots of
people fail to get jobs because 'something' about their appearance put the
interviewer off - maybe just a bit - but enough not to get the job.
Dress in a way that projects you personality, sure, but not to the extent that
your appearance is inappropriate to the situation. For adventurous dressers,
especially going for jobs that might call for a spark of individuality, it can be
a fine judgement. A lot depends on the interviewer too - innovative
interviewers in industries that are amenable to flair will respond more
positively to people who look different. But process-orientated decision-
makers in structured environments will prefer people who look safer. If in
doubt err on the safe side.

Employers want people who can do the job - that's a given - but they also
badly need people who will 'align' and fit in - people who can 'get the beat' of
the organisation and department. Empathy, trust, rapport, are all built on
this initial platform, and what you wear and how you style yourself provide a
great opportunity to start putting these foundations in place with the
interviewer. Your interview dress code and visible styling help you show the
interviewer (it's a conscious and unconscious effect) that you understand the
organisation's style and how to fit in with it; that you can adapt appropriately
to your environment - it's a valuable ability and there's nothing to be
achieved by creating doubts in this area.

So when you next prepare for a job interview, try to orientate your choice of
clothes and style to that of the employer, and also to the way the interviewer
perceives the role. Consider also the type of job and the service sector, and
particularly the personality, skills and behaviour that is required in the role:
For example is the role mainly extravert or introvert, detailed or conceptual,
creative or processing, conforming or innovative, etc., and how does this
affect the way you should be styling yourself and dressing for the interview?

If it helps you decide what to wear, think about how the existing employees
dress. Does the employer have a conservative attitude and culture regarding
dress code, or is the culture more modern and relaxed. It is as unhelpful for
you to be dressed too conservatively and professionally as it is to be dressed
not professionally enough. Try to get an idea of what people wear in the
organisation so that you can reflect, within reason, the tone and style that
fits in with the employer and the interviewer's expectations. Do the men
wear ties or not? Do the women wear suits? Do they 'dress down' on Fridays?
(This is particularly relevant if you happen to go for an interview at their
offices on a dress-down Friday, when prior knowledge will help you to tone
down a little and avoid sticking out like someone who doesn't fit in because
they've not had the sense to find out before-hand.) Go see or ask if this will
help you to feel more confident.

On the point of going and seeing, especially if you know very little about the
organisation, it's often helpful to get a feel of the place and the people
before deciding that the organisation is actually worthy of your talents and
commitment. If you live close enough to the organisation's offices or site it
makes good sense to visit their reception or sales office as part of your pre-
interview research, when you can pick up a few brochures, feel the
atmosphere, and form a view of staff attitudes and style, etc. This will also
give you a good indication of their dress code, especially if you visit when
people are arriving or leaving work. Lunch-time visits are interesting too - at
the start of breaks and when people return to work. It's amazing what you
can hear and learn sometimes, simply sitting in a busy reception for a few
minutes or approaching a reception desk and asking for a brochure.

As regards your own appearance for interviews, consider any jewellery and
other bodily adornments too. No-one ever got a job because they wore an
outrageously big fat diamond ring, or a nineteen-ounce gold chain over their
shirt, but I bet there'll have been plenty of people who've not got jobs
because they've erred on the wrong side of this particular judgement.

For the same reason, the number of body piercings displayed at interview is
generally inversely proportional to the chances of successfully attracting a
job offer, unless the job happens to be in a body piercing studio.

Tattoos are another interesting area. Attitudes to tattoos are certainly more
tolerant than twenty years ago: even main board directors these days
commonly will be hiding a little dragon or butterfly somewhere intimate on
their person, however, given two equally-matched candidates at a job
interview or group selection, the one with the short sleeves and naked ladies
up each forearm is unlikely to get the nod. Safest bet - especially for
customer-facing jobs (literally face-to-face) - is not to show too much
tattooed skin at interviews unless you are very confident of yourself indeed.

The reality unfortunately is that most people, including interviewers, will

tend to judge you with their eyes, not least because interviewers know that
their customers and staff will do too. And, like all business decisions,
recruitment decisions reflect on the people making them. Therefore when
you are being interviewed the interviewer is not only deciding whether you
can do the job, they are also deciding whether choosing you will reflect well
or not on their own reputation. The less you challenge this area the more
likely they'll feel comfortable deciding in your favour. Use your common
sense.

So, if the role and the organisation calls for someone to conform and behave
according to strong corporate style and expectations then dress accordingly.
If the role and the organisation calls for individuality and fresh ideas then
you have more licence to dress more individually, but still beware. It remains
that most employers and interviewers, whatever they might say about
welcoming fresh blood and challenging new ideas, will always tend to err on
the side of caution. Interviewers generally don't knowingly take risks - they
prefer safe options - safe non-threatening people, who appear and dress in a
safe and non-threatening way.

I'm not saying you've got to become a de-humanised clone for the interview,
or that there's no place for individuality, on the contrary actually - you've got
to look good (and extremely smart too if it's called for) - and aside from this
there certainly is a huge need for individual thought and behaviour and
innovation in all organisations - but that's after you've got the job and
settled in. You've got to get the job first, and you'll do that most easily by
appearing immediately like someone who'll fit in rather well, not by looking
like someone who marches to a different tune or has no idea how to adapt to
their environment.

Clothes, style, colours, jewellery, hair, like anything else that represents you
as the applicant (just as the quality and presentation of your CV for
example), should project the 'fit' and congruence between yourself and the
employer and the interviewer's requirements for the job, and also show that
you can understand different situations and behave accordingly. Individuality
is great, but the job interview is not really the best place to start displaying a
highly individual dress style, unless the role specifically calls for it, which in
truth is very rarely indeed.

Look good, but under-stated. Project yourself and your personality in what
you wear, but above all show that you are aware of what's going on around
you, and that you can adapt to the situation and present yourself
appropriately.

do your research before all job interviews

A final note about the importance of researching the employer and their
markets and issues before interviews.

First, research can enable the least qualified, least favoured, least likely
applicant to succeed and beat off the most likely interview opposition
candidates. Doing good relevant research is the singlemost powerful thing
you can do to improve your chances of getting the job. It's that important. No
research, no views. No views, no value. No value, no job. It's simple: Do your
research and apply your experience, capabilities and thoughts in preparation
for the interview and you will have good views that will be valued. If you
offer good value you'll probably have the job.

Second, the above applies to any organisation or employer with whom you
have an interview; any size, any sector, commercial, not-for-profit, even the
corner shop. If you want the job - do the bloody research. This is not to
say that people who don't do their research don't get jobs, but the fact is
that any person who's done good research and thinking will virtually always
get the job over someone who has not bothered to.

If you are an external applicant bear in mind that you are likely to be up
against at least one good, favoured, known internal applicant, who already
knows and understands lot about the organisation. Your aim is to present
yourself as a more attractive option than the internal applicant. You will do
this by researching the employer organisation so well that you know it better
and more incisively and more strategically than the best of the internal
applicants. Your objectivity and neutrality, and your external experience, will
enable you to see many things that even the best prepared internal job
applicants cannot see. Use this opportunity to make a great impression on
the interviewer or panel.

If you are being interviewed for an internal job promotion, bear in mind that
the best external applicants will be doing all they can to demonstrate that
they have a keen knowledge and appreciation of the employer organisation
and its markets, etc. If you are complacent and think that you know it all
already then you will be bitten on the bum. Someone from the outside will
impress the interviewer more than you because they will seem keener, and
will be seen by the interviewer to have a fresh pair of eyes too, which can be
very appealing to recruiting organisations. When preparing for an internal job
promotion interview or groups selection you have a great opportunity to
ward off any threats from external well-researched applicants by doing lots
of your own research and thinking. This will put you ahead of external
applicants because you will also have the internal political and systemic
insights that are so difficult for external applicants to discover.

Internal or external job interviews - whatever - do your research.

Doing plenty of good quality creative research on the employer organisation,

their history, market sector, products and services, people issues,
organisational priorities, strategic challenges, competitors, threats
opportunities, challenges, etc., helps enormously to convince an interviewer
that your are the applicant who wants and deserves the job more than
anyone else.

Imagine you are a strategic advisor - remove yourself from the detail and
grind of the job role basics. Go deeper - think about what's going on in the
department or organisation at a higher strategic level, or whatever aspect of
performance that your capabilities can best understand and influence - think
about and be prepared to talk about how you can bring best possible
benefit and value to the situation.
Interviewees who possess good knowledge and understanding are able to
ask really good questions about the role and the organisation. They can
discuss how to develop and improve performance, how to exploit
opportunities, diffuse threats, and to help the department and the
organisation meet their aims.

You will be asked questions, obviously, many of which will invite you to
demonstrate all the fantastic research and thinking that you've done, and
the ideas that you have for helping the organisation and its people to
perform well and improve.

If the interview is for a customer service or management role particularly,

then having some first-hand experience as a customer or prospective
customer yourself (if only from the point of view of having made a tentative
'customer enquiry' or requested a brochure) will often provide you with lots
of ideas for commenting helpfully on how the organisation performs, and
potentially for improving services and quality, or morale or competitive edge
- whatever your research and thinking and expertise lead you to conclude.
This applies just as much to internal applicants as external interviewees -
don't assume you know it all. See things from the outside. See things from
the perspective of the customers or clients of the organisation.

All this is part of very necessarily researching the organisation before

attending the interview. Interviewers love to meet people who are
passionately interested in their business and have taken trouble to do some
homework and thinking. If you an external applicant, doing good research
before the interview gives you your best opportunity to demonstrate what
you can bring to the role, and that this is more than the internal applicants
can bring. If you an internal applicant, doing good quality research and
meaningful thinking, especially from an outside perspective (no-one else on
the inside will be doing much of this I assure you) is your greatest
opportunity to surprise and delight the interviewer about your terrific
capabilities and potential, and leave them wondering why you weren't
promoted a long time ago.

a strategy and method for getting the right

job
The success rate that people experience when applying for advertised jobs
is on average very low. It's not your fault - it's the process: it's very hit-and-
miss, sometimes little more than a lottery, and often advertised jobs are
already destined for an internal applicant anyway, so the external candidates
never have a chance from the outset. Worse still, rejections and 'no-replies'
can drag down your morale and confidence, and this can turn into a
downward spiral.

So do something different. Take control of your own destiny.

Why rely wholly on a process that involves inevitable intensive competition

and an arbitrary unknown selection method? It's madness.

Instead be proactive. Use (or adapt) this simple process for getting a job
that's just right for you.

If you want to continue to apply for advertised jobs, fine, but follow this
plan as well; aside from being very effective in its own right, the method will
improve your success rate with the advertised jobs too.

First realise that different people suit different jobs and employers, so you
need to know yourself and know your market (your market is the types
of employers and the industry sectors that need people with your particular
capabilities, personality, and aims).

Knowing yourself and what's out there will enable you to understand which
employers and jobs will offer you the best fit.

A dream job is one where the fit is right. This sounds simple and
obvious but it implies a lot.

Obviously getting the dream job is another story, about which more follows
later in this section.

For the time being though, how do you identify what is a potential dream
job?

Think deeply and creatively about what will be the best sorts of jobs and
employers for you. They might be quite different from what you've habitually
believed or been conditioned to think.

Get to know yourself by seeking feedback from trusted friends. Do some

personality tests (there are plenty online now, and free). If you want to go
into detail look at the Personality Styles section. (Be warned it's a big
section).

Whatever you do - ensure you know yourself, honestly and objectively -

especially all your skills and strengths that will be desirable to employers.
Think deeply about your passions, your loves, what you enjoy - these are
likely to be or relate to your key strengths and potential. Look at yourself
from a deeper and wider perspective than job skills - think about your
personality - the situations and challenges you enjoy - the things in life as a
whole that you are good at.

Employers of all sorts now want and need people who have characteristics
and potential that cannot be represented by mere 'job-skills'.

Employers need people with more important and meaningful qualities; like
creativity, humanity, determination, self-reliance, unshakable dependability,
passion, compassion, curiosity, belief, integrity, vision, innovation, ethics,
and an awareness of the wider world, health and lifestyle, mind and body,
diet and fitness, leisure and entertainment, music and the arts, technology,
communications, the environment, the natural world, education, society,
people, relationships, and cultural diversity, etc.

Look at the Multiple Intelligences theory and do the self-test to prompt some
thinking about your fundamental attributes and strengths, and start to see
yourself in these wider terms.

List your strengths and dreams using this wider perspective. Not just
job-skills - instead: life strengths and passions. You will very quickly see a
person emerging who is unique, and able to offer uniquely special qualities
to all forward-thinking employers.

And then you'll perhaps begin to imagine all sorts of different types of work
that will provide a better fit for what you can do, what you love, and the
differences you want to make in life.

Use this new view of yourself to create or improve your CV.

Next, draw up a profile of the sort of work and types of employers that will
best fit what you can do, what you love, and where you want to go.

When you've thought carefully and decided where the best fit will be for you,
again, be proactive not reactive.

Go find the jobs and openings that fit your strengths that are not
advertised.

Use your CV and covering letter to package and market yourself (see the
CV section on creating a great proactive CV).

Approach a least 20 of the right sorts of employers that you think will want
what you can do. Within reason the more the better: 50 or 100 is obviously
better, provided the fit is good and the data is reliable. Marketing is a
numbers game - hence the more the better.
Finding these organisations and names and contact details takes some
effort, which of course varies according to the types of organisations you
want to approach. The internet and the telephone make it relatively easy
these days to gather this detail, provided you apply yourself to the task.

You might think of a smarter way to create a list of potential employers in

one go - perhaps from the local chamber of commerce, or a trade
association, a library, a directory, or another information provider - maybe
even a list broker. There are many good list providers that have searchable
databases on the internet, and while your requirements are modest, many
are happy to help and costs can be very low. I've always found Electric
Marketing particularly good, especially for lists and details of large
organisations and recently appointed decision-maker contacts. It's possible
to buy a list of companies and contacts for upwards of 20p a name.

If you are comfortable using MSExcel or similar, put all the names and
addresses into a spreadsheet - a separate column per address line. If you
buy a list it will already be in a spreadsheet format. This enables you to run a
mailmerge with MSWord and saves a lot of time producing personalised
letters. Failing that, no problem - it does not take an age to create 20 letters
without mailmerge. Running a mailmerge enables 50 or 100 letters and CV's
to be sent easily.

Target your professionally written letter and CV at business-unit manager

level - it doesn't matter if you get referred to HR - you've made your mark.
'Business-unit manager level' means the overall manager or boss of the
business unit or division or site that you are targeting. These senior people
know what openings they have and what they need, and they also have the
clout to make things happen. And they'll recognise the strengths in your
letter and CV and the approach you have taken. The job title of your target
contact (business unit decision-maker) will depend on the types of
organisations you are approaching, and this requires some thought and
research. Seek advice from a list broker if you use one - they are generally
very good at advising the best contacts (job titles) for any given purpose. It's
certainly worth sending your letter and CV to more than one contact in large
organisations. Some detailed research as to structure and key decision-
makers is warranted for any large organisations that you believe could offer
you the best fit and opportunities.

Present yourself in your CV and covering letter in terms of what you can do
for the organisation or business. See the CV section. This aspect is crucial.
It's essential to describe yourself in a way that is immediately and obviously
appealing to the reader, which means putting yourself in their shoes and
imagining what they particularly need. What are the strategic and
organisational priorities that they'll need a new employee to address? What
are their criteria regarding style, approach, personality, values, etc., that
new employees must possess?

It might be that you have to vary the content of some of the letters so that
the approach is tailored suitably for each one or type of your targeted
employers. Refer also to the business writing tips, the advertising writing tips
and the sales introductory letters. All of these notes contain useful pointers
for job seeking. You are after all selling yourself.

You must approach at least 20 organisations because the aim is to get at

least two interviews lined up (obviously with different employers or
departments). Securing more than one interview is very significant - it puts
you in a very strong position. You're doing the buying not the selling. You're
the one with the choice now, and most employers will want you all the more
if they think you are in demand elsewhere.

The interviews will probably not fall into your lap, although sometimes they
do: selecting appropriate target organisations and names of decision-
makers, combined with a good CV and covering letter can produce great
instant results. For the other organisations who don't respond immediately
you'll need to follow up your letters by phone. You will maybe have to send
copies. Things get lost, no matter. Be persistent and methodical. Ask the PA's
of decision-makers and managers for help rather than try to go around them.

Be persistent. Keep sending letters. Keep notes so you continually improve

your understanding of your own personal 'job market'. Keep following up by
phone. Keep positive. Refine your list and your letters and your CV as you
get a feel for what's working best.

You are managing your own personal marketing campaign and your
destiny is in your own hands.

When your letter and CV arrives it is unique and relevant and it's selling you,
in terms of what you can do for the organisation. It is not one of a hundred
other 'send and hope' applications for an advertised vacancy that's probably
going to go to the internal candidate anyway. Your approach is unique,
special, and it gets noticed.

Sooner or later you will be offered meetings or interviews. If you follow this
process, and the other related guidelines explained on this website, it is
inevitable that you will get some positive responses.

You might not actually need or be offered a 'job interview' as such - maybe it
will be offered as a 'meeting' or a 'discussion' - it doesn't matter. The aim is
to get a meeting or interview with someone, preferably someone who's got a
job opening at that time or an overview of several opportunities within the
organisation.

Aim to get two or more meetings or interviews. It gives a big boost to your
confidence level knowing you've other options, and it has a very positive and
helpful effect on the interviewer too. People want people who other people
want.

Now you are effectively at the job interview stage, and you must read the
various guidance notes about preparing and attending job interviews that
are provided on this page. You've completed the most difficult stage of the
challenge. You've carved out a unique opportunity for yourself, and whether
the opportunity that you'll be discussing is one that is advertised or not,
you'll stand out as the leading applicant because of the approach you have
taken.

Commonly people who take this proactive marketing route save employers
the task of advertising altogether. If your approach and discussions coincide
with a vacancy arising then you'll offer an immediate solution that saves the
employer weeks of recruitment efforts, management time, and advertising
and recruitment agency costs. Alternatively the approach advocated here
can often prompt the employer to accelerate plans of one sort or another
whereby a role is created specially for you.

All employers need good people. When one comes along, as you will do when
you follow this method, many employers will try to find an opportunity to fit,
whether they are currently recruiting or not.

This is another advantage of having more than one interview lined up. It
adds to the pressure for the employer to make a quick decision and find a
slot for you, and also reduces any inclination to advertise the post, for fear of
losing you, a star candidate.

Aside from the advantage of anticipating and prompting vacancies and

job opportunities rather than waiting for them to appear in the papers or
on the internet (like everyone else), you will automatically demonstrate
that you possess many of the important attributes that the
employer seeks, simply by the way you've conducted your approach and
developed the opportunity, for example: initiative, self-reliance, capability to
make things happen, to communicate, put a plan together and implement it,
etc.

By being proactive and making your own opportunities will make the
interview and the whole process much easier for you because you've
controlled it, moreover you look like a great fit for the organisation, you've
proved you can get things done, and you've avoided most if not all of the
competition. And you'll have saved them the hassle of recruiting too.

Anyone can take this approach. All it needs is a bit of thought, research and
preparation.

And all you need add is the simple commitment to do it.

So do it.

See also the separate articles and resources on this site, including:

the excellent guide to completing psychometric tests and assessment

Centres - a free e-book (PDF) by Delroy Constantine-Simms. This superb
resource is helpful for interviewees, and for interviewers, and this
contribution is gratefully acknowledged

love and spirituality in organisations - interviewers and new starters - anyone

- can bring compassion and humanity to work

the interview story about the wrong Guy

pay-rise negotiation

cv's writing templates, examples, and tips

reference letters tips, templates and samples

resignations letters tips, templates and samples

exit interviews - including exit interviews questions samples

assertiveness and confidence

raising self-belief

personality and styles, and personality tests theory

multiple intelligences theory and learning styles

age diversity and discrimination

and the many related materials on the main businessballs website if you are
not already there.

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or link is made to the www.businessballs.com website. This material may not be sold, or
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or recommended resources, received from Alan Chapman, shall be at your sole risk, and
Alan Chapman assumes no responsibility for any errors, omissions, or damages arising.
Users of this website are encouraged to confirm information received with other sources,
and to seek local qualified advice if embarking on any actions that could carry personal or
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material and advice available via this website do not provide all necessary safeguards and
checks. Please retain this notice on all copies.

© alan chapman 1995-2006