A guide to successful interviews

The Interview

An interview is always going to be something of an unknown quantity, but the majority of interviews follow a predictable pattern. Many professionals have little or no training in interviewing and are not necessarily good at it! It is therefore important that you know what your ‘selling points’ are and that you communicate them effectively. It is no excuse to say; “he didn’t ask me the right questions”. Do not be domineering, but do not be afraid to steer the discussion to your advantage.

The essential elements of any interview are:

• Reasons for leaving your current/last employer
• Reasons for joining your prospective employer
• Strengths and weaknesses
• Aspirations and ambitions
• The benefits you can bring to the role/company

All of these can be prepared in advance and therefore should hold no fear. The ‘weaknesses’ question is always tricky: be truthful, but try to stress any positive side. Don’t give examples of ‘measurable’ weaknesses: e.g. drafting, attention to detail, etc.

Don’t be defensive. If you do not know the answer, say so and explain why, without whinging. Similarly, try not to be negative about current/past employers as this may leave an interviewer with the impression that you are difficult to get on with. Be aware, however, of ‘good cop/bad cop’ interviewing techniques, which can just be designed to see how you react under pressure.

Many companies are increasingly using psychometric testing as part of the selection process, which usually consists of a choice of adjectives which most, and least describe you. Don’t be put off by these: they are usually confirmatory or used to give interviewers clues as to areas, which they might explore in greater detail. Be honest and definite in your reasons. Some questions are obviously loaded but don’t be tempted to second guess the tests: they are often too sophisticated for this and give a ‘cheat score’

If you are being interviewed at a large multinational or by a human resources professional, except the interview to be more structured and do not become irritated if some questions seem irrelevant. In these situations interviews may be constructed around certain criteria, e.g. motivation, leadership potential, ability to delegate, etc, and will be the same for all management grade staff. Try to avoid waffle and back up statements with examples (see above). This will make your answers much stronger and more convincing.

Finally, do have some intelligent questions prepared. It is probably best to picture yourself on your first day in your new post and consider things you will need to know in order to do your job effectively. Whom do you report to? How is work delegated to you? What support will there be for you? It is perhaps best; however, not to ask about remuneration at the first interview unless questioned directly. Employers will much prefer to hear of your enthusiasm for their position career progression, etc., than your interest in the salary package. This aspect is most effectively handled by your consultant who will be able to advise you and act as an intermediary.