pass that interview.pdf

Pass That Interview

If you want to know how...

Handling Tough Job Interviews

Be prepared, perform well, get the job

'This book aims to prepare you for anything in job interviews, whether by a recruitment agency, headhunter, employer or human

resources department.' - MS London Weekly

Passing Psychometric Tests Learn what to expect and get the job you want

'A very good aid for those who might find themselves facing a

psychometric questionnaire.' - Irish Examiner

Successful Interviews Every Time 'Clearly written and to the point. To be interviewed without

having read it is an opportunity missed.' - The Sunday Times

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PassThat Interview

Your systematic guide

to coming out on top

6th edition

JUDITH JOHNSTONE

howtobooks

Published by How To Content, A division of How To Books Ltd, Spring Hill House, Spring Hill Road, Begbroke, Oxford 0X5 1RX. United Kingdom. Tel: (01865) 375794. Fax: (01865) 379162. email: [email protected] http://www.howtobooks.co.uk All rights reserved. No part of this work may be reproduced or stored in an information retrieval system (other than for purposes of review) without the express permission of the publisher in writing. The right of Judith Johnstone to be identified as the author of this work has been asserted by her in accordance with the Copyright, Designs and Patents Act 1988. © Copyright 2005 Judith Johnstone First published in fifth edition paperback 2005 Reprinted 2000 Reprinted 2002 Sixth edition 2005 First published in electronic form 2007 ISBN: 978 1 84803 084 8 Cover design by Baseline Arts Ltd, Oxford, UK Produced for How To Books by Deer Park Productions, Tavistock, Devon, UK Typeset by PDQ Typesetting, Newcastle-under-Lyme, Staffs, UK NOTE: The material contained in this book is set out in good faith for general guidance and no liability can be accepted for loss or expense incurred as a result of relying in particular circumstances on statements made in the book. The laws and regulations are complex and liable to change, and readers should check the current position with the relevant authorities before making personal arrangements.

Contents

List of Illustrations ix

Preface xi

1 You Are Invited to Attend... 1Looking ahead 1Knowing what the invitation means 3Organising yourself 3Replying to the invitation 16Checklist 19

2 Personal Presentation 22Looking good 22Getting it right from head to toe 23Dealing with visible accessories 26Dealing with invisible accessories 27Drawing up an action plan 28Planning to stay overnight 28Rehearsing the part 29Improving your performance 33Checklist 35

3 Background Preparation 37What do I need to know? 37Why do I need to know it? 37Getting to know the organisation 39Getting to know more about the job 41The job and you 43Some typical interview questions 45Summing up 50Checklist 51

4 Ready To Go 52The day before 52The night before 54

V

vi / P A S S T H A T I N T E R V I E W

D-day 56Checklist 63

5 Selection Tests 64Why are tests used? 64What are psychometric tests? 65Ability tests 67Can I improve my ability test performance? 72Personality tests 74Answering a personality questionnaire 74Graphology 77Can I improve my personality test performance? 78Preparing for the test day 78The ideal test location 78Managing the test procedures 79Checklist 81

6 The Ideal Interview 82What to expect 82Making a good entrance 86Answering background questions 91Danger zones 97Asking your own questions 100Handling the closing stages 102Making a good exit 102Checklist 103

7 The Problem Interview 105Keeping an open mind 105The less-than-perfect interviewer 108Coping with a problem interview 113Checklist 117

8 The Waiting Game 118Making the best use of the interview experience 118Weighing up the job information 119Reviewing your interview 121Waiting for the result 126Becoming the successful candidate 128Checklist 135

C O N T E N T S / vii

9 Factors Beyond Your Control 139What went wrong? 139Salvaging your pride 144Coping with continuous rejection 145Checklist 147

10 College Interviews 149When the interview plays a decisive role 149"You are invited to attend../ 149The letter of invitation 150Personal presentation 153Background preparation 155Getting your act together 159Attending the college interview 159Checklist 161

Useful addresses 163

Further reading 165

Glossary 167

Index 172

This page intentionally left blank

List of Illustrations

1 Example of an interview invitation letter 2

2 Poor example of an interview acceptance letter 18

3 Good example of an interview acceptance letter 20

4 Good example of a letter declining the invitation 21

5 Mock interview questionnaire: How did I do? 36

6 Questionnaire: Personal performance review 124

7 Example of a letter seeking notification of decision 130

8 Example of a letter making an offer of employment 133

9 Example of a letter accepting an offer of employment 136

10 Example of a letter declining an offer of employment 137

ix

Prefaceto the Sixth Edition

This book is written for those who need help with theirinterview presentation skills. So if you are a school-leaverseeking your first job or a place at college, someonereturning to work after a career break, or a maturecandidate wanting to brush up old or forgotten interviewskills, this book is for you.

Making it onto the shortlist is the first step to success, butwhen every candidate becomes the perfect clone of the onebefore, you need to have that 'extra special something1, themagic ingredient to raise your chances above the rest. This'extra special something' - which often means thedifference between success and failure applies to allinterview settings, whether you are job-hunting or seekinga coveted place at the college of your choice.

So what is this magic ingredient? Quite simply, it isthorough pre-interview preparation. The single mostcommon complaint by interviewers is still the persistentlack of preparation by candidates. Many sit in theinterview chair without any clear idea of why they arethere; others have made no attempt to take advantage ofvaluable background data made available to them inbrochures or factsheets they received with their applicationforms. Ill-prepared candidates waste everybody's time -including of course their own.

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xi i / P A S S T H A T I N T E R V I E W

In an interview you are 'selling' yourself, a process youbegan when you submitted your application form or CV.It's no longer a matter of just needing the rightqualifications or experience. Although these aspects willplay their part, you now have to demonstrate you also havethe skills and competencies being sought, as well as theenthusiasm, motivation and commitment to make asuccess of the job.

This book begins at the point where you receive the letterinviting you to interview and takes you step-by-stepthrough the process over nine chapters, covering topicssuch as your personal presentation and preparation, theinterview experience itself and what to do afterwards.Chapter 10 is for those who are going for collegeinterviews where selection is not automatically dependenton academic grades.

Success of course can never be guaranteed because factorsbeyond your control will always have their part to play.But as long as you feel confident you have done everythingwithin your power to achieve a positive outcome, you willnot lose by the experience.

Apart from those whose help I have acknowledged inearlier editions, I would like to add my grateful thanks tothe staff of the Cumbria Learning and Skills Council, andthose of the Jobcentreplus and Connexions offices aroundthe country, all of whom helped me unravel the mysteriesof the ever-changing government initiatives. Also my

P R E F A C E / xiii

thanks to the many unknown webmasters whose sites ledme here, there and everywhere on the trail of up-to-dateinformation.

Judith Johnstone

You Are Invited to Attend

LOOKING AHEADCongratulations on overcoming the first hurdle of any jobsearch - the selection process which decides who will, andwho will not, be interviewed. This means you have alreadyadopted the right approach submitting an applicationwhich measures up to the high standard expected by yourpotential employer.

At this point it is worth reminding yourself that just asuntidy or poorly prepared applications never stand achance, neither do untidy or poorly prepared candidates.

The job search has to be tackled methodically. If you areapplying for several jobs at once, you will already havefound it useful to keep:

* an appointments diary; and

«• a simple filing system with each application placed in aseparate folder containing copies of all relevant papers,eg advert, job description and a copy of yourapplication.

Keeping a folder for each application is important. It notonly prevents you getting your papers in a muddle, it also

1

1

FENHAM & MASSEY LTDHead Office

Fenham House, 27 Victoria RoadChillingham CHS 9XQ

Telephone: (01234) 70707Fax: (01234) 70717

My Ref: ET(T)/ED/357/PE/td This matter is being dealt with by:Your Ref: Mrs P Edwards Ext: 2439

16 December 20XX

Dear Maxine

Appointment of Engineering Technician (Trainee)

Thank you for your recent application for the above post at our Martonbyengineering site.

You are invited to attend for interview at the Engineering Divisional Offices,Massey Buildings, 23 Victoria Road, Chillingham on Thursday, 13 January20XX at 2.00 pm. Could you please arrange to bring with you all youreducational certificates and report to the reception desk by the main entranceon your arrival.

You will be expected to sit a short problem-solving aptitude test at2.00 pm immediately prior to your interview.

Please telephone Mrs Edwards at Head Office as soon as possible to confirmyou will be able to attend, or email her at [email protected].

Yours sincerely

W P RaineChief Personnel Officer

Miss M Roberts46 Longworth RoadMartonbyChillingham CHI7 5RH

Fig. 1. Example of an interview invitation letter.

2

YOU ARE I N V I T E D TO A T T E N D . . . / 3

provides a safe place for your background material andwork notes which are an essential part of pre-interviewplanning.

KNOWING WHAT THE INVITATION MEANS1. The employer is interested. This might seem like

stating the obvious but it bears thinking about. Theemployer believes you have the right potential for thejob. But

2. There will be other candidates. A short list of three tofive is not uncommon. Unless there is more than onevacancy on offer - which does not happen very often -the majority of candidates are going to be unsuccess-ful. You don't want to be one of them.

3. You need to start your pre-interview planning. Thismeans not only brushing up on your personalpresentation but also researching into backgroundinformation, the area that is all too often ignored ornot properly thought through.

ORGANISING YOURSELFYou can expect to find some, if not all, of the followinginformation in your letter:

basic information (time, date and place of interview);

additional information (what you are expected to takewith you and whether you will have to take some sortof test);

who will interview you or meet you on arrival (notalways supplied);

4 / P A S S T H A T I N T E R V I E W

how and when you are expected to confirm or declineattendance (by phone, email or in writing).

Existing commitments on the day of theinterviewRight at the start you may see difficulties you need to sortout. The most obvious is when you realise you haveexisting commitments either on the day, or at the time,you are supposed to be sitting in the interview room.What should you do? Should you simply decline or explainyour problem and ask for another date? There are fourpoints you should think about:

1. Getting the right job is importantYou may not get a second bite at this particular cherry.Cancelling an interview should be what you do as a lastresort.

2. Interviewers don't interview all the timeThey have other duties which may prevent them offeringyou alternative times or dates.

3. Interviewers do not always have the last say when it comesto filling job vacanciesOther senior staff might be pressing for the vacancy to befilled as soon as possible.

4. Being able to attend without causing any unnecessaryripples demonstrates your enthusiasmAs a general rule treat the interview as taking precedenceover more commonplace events in life.


Sorting out difficultiesThere are of course situations where the interview has totake second place. Interviewers accept this, such as

1. A death in the family where a close relative is involvedThe emphasis is on dose.

2. You will be out of the country on the date in questionProvided your absence is due to commitments which areunavoidable and impossible to rearrange, this is a validreason. Holidays abroad, however, are rarely seen asbelonging to this category.

3. You will be taking an examination for a nationallyrecognised qualificationThis does not include a driving test which can berearranged relatively easily.

4. You have a hospital appointment for urgent medicalreasonsNon-urgent or routine visits, however, should be rear-ranged, as should non-urgent dental appointments orvisits to your GP.

If you cannot attend for any of the above reasons, alwaysask if an alternative date can be arranged, although youmay have to accept that this may not be possible.

In the unfortunate turn of events when two interviews areset for exactly the same time, you have to be prepared todecide which job is the one which appeals to you more.Most employers are not prepared to vary an interviewdate for the benefit of the opposition.

6 / P A S S THAT I N T E R V I E W

Time may be limited, so if you want to ask for a reviseddate, or ask for advice, use the phone rather thanemailing or writing a letter. If you are nervous aboutmaking telephone calls, particularly when it involvesmore than just simply confirming arrangements, makesure you are quite clear what you want to say before youstart the call. The best way to do this is jot down a guidefor yourself along the following lines:

The phone number you want (and any extensionreferred to).

The name of the person you want to speak to, ie thewriter of the letter or whoever is specifically named asthe person to contact. (This is important.)

If you are calling from a pay-phone then say so. If thereis likely to be any delay, ask if your contact couldphone you back and when this is likely to be, or if thisis impossible, when you should call again.

Set out your problem briefly.

If you are asking for the interview to be rearranged,have your appointments diary handy to check you areable to attend should alternative times and dates besuggested.

Make sure you have a plentiful supply of suitable coins ifyou have to use a pay-phone. This way you are notworrying about running out of change as well as trying toput together a coherent explanation for the call.Purchasing a phonecard may be a better option.


If there appear to be problems getting in touch with yourcontact person when you are using a pay-phone, for yourown peace of mind ask to speak to a deputy, or anyoneelse who could give you a decision either immediately or ifyou called back later at an agreed time. Leaving messageswith telephonists can be tricky. On a busy switchboard,messages can get lost or forgotten, and you have no way ofknowing your message has not been passed on.

If you manage to negotiate a new date and time for yourinterview, make sure you note down the details on theoriginal letter of invitation - and in your diary. You maynot receive an up-date letter setting out the revisedarrangements. If you have several interviews lined up inquick succession, it is all too easy to get into anunnecessary muddle.

As an additional safeguard when making phone calls,check you have heard the information correctly. Phonelines are often subject to interference or distractingbackground noises, so repeat any details and ask theperson giving them to you to confirm they are correct.

Problems with the interview locationIf you have applied to join a national company, forinstance, you may well be asked to attend for interview ata regional or district office a long way from home. If thisis the case you need to be aware of precisely what isinvolved.

Travel arrangements

Check your route and work out how much time you needto allow for the journey with plenty of time to spare. This


applies just as much to local as to long distance journeys.Remember, if you don't plan this part of your strategyproperly, the rest of your pre-interview preparatory workwill be wasted.

What do you need to know?

Can you walk to the venue or not?Can a relative or friend give you a lift?Will you have to travel by train or bus?What is involved in the journey? Are there any changesand could delays affect your arrival time if aconnection is missed?What costs are involved?Are there sufficient trains/buses to allow for a returnjourney the same day?Will you need to consider overnight accommodation?

Travel costs can be expensive. If you are faced with a longjourney, check your letter of invitation to see if there isany mention of financial help to offset out-of-pocketexpenses, for example:

reimbursement of fares and/orallowances towards the cost of meals.

If the distance involved between your home address andinterview is considerable, this should have been recog-nised by your potential employer. Your letter of invitationshould therefore include details of suitable accommoda-tion and the level of financial help available to meet thecosts involved. If there is no mention of these, check whatfinancial help is on offer, if any.

YOU ARE I N V I T E D TO A T T E N D . / 9

Follow the same telephone procedure recommendedearlier - know who you want to speak to and what youwant to say. Explain why you are phoning and note downon your letter any additional information you are given.Again make sure you speak to someone who is in aposition to give you a straight answer.

It is especially advisable to repeat any financial detailsgiven to you over the phone to prevent misunderstand-ings. Any errors can then be put right immediately. Youdon't want to find yourself having any hassle about yourentitlement at some future date, particularly if you aregoing to be badly out of pocket.

What if no financial assistance is on offer?This is a matter of personal judgement: if you have plentyof irons in the fire with several other interviews comingup, you may decide the expense is simply not worth it.Alternatively, you might want to move heaven and earthto have a crack at this particular job.

If you are unable to finance yourself and are unemployed,don't neglect the possibility of asking your family orfriends for support, either by direct funding or byproviding accommodation if they live nearer the interviewvenue.

If you are claiming certain social security benefits andmeet other criteria, you may qualify for financialassistance towards the cost of attending your interviewunder the Travel to Interview Scheme. Contact yourJobcentre or Jobcentreplus office for advice as soon asyou receive your invitation. Like most government


schemes, the criteria do vary over time but applicationsfor assistance always have to be made before you travel.

Disability or mobility problems

Getting a crack at the employment market is hard enoughif you suffer from some form of disability. So it doesn'thelp when people who are able-bodied seem unaware ofeven the most basic problems you have to face every day.

The Disability Discrimination Act 1995 and subsequentregulations now provide protection against discriminationfor disabled people both in work and looking for work.'Disability' is classed as being substantial and having along-term effect, ie it is expected to last for 12 months.The disability can be physical, sensory or mental andincludes severe disfigurement.

If you have a disability, you should have already made thisclear in your original application. If you did not, you couldbe wasting everyone's time. Although the Act expectsemployers to make 'reasonable adjustments' to the work-place to accommodate someone with a disability, there maybe genuine insurmountable difficulties, such as the reloca-tion of heavy plant or equipment, which would make itimpossible for you to work there.

If you have any concerns over how you will beaccommodated, either in the workplace or during theinterview, it is always better to check. The last thing youwant is to arrive for interview faced with unexpected andunwelcome problems which can be both unnecessary anddistressing.


Use the same telephone procedure suggested for rearran-ging the interview date. If necessary - such as with hearingdifficulties - ask someone else to act on your behalf in yourpresence so that you are certain of the outcome.

Not all interviews take place in the workplace. Alternativevenues such as regional or head offices often handle therecruitment and selection side of larger organisations. Ifyou have any doubts about whether your particular needcan be met, whether this involves car parking facilities,ramps, lifts or having someone on hand to greet you andguide you to the waiting area, for your own peace of mindcheck what is available. A caring employer will makeevery effort to provide whatever help you need. However,it would not be unreasonable of you to ask to bring alongyour own helper, particularly if your disability demandedassistance from someone who knew your exact require-ments. So talk through your problem, and with luck it willbe resolved. If it isn't, then it's better to know at oncerather than later.

What should I take with me?The letter might be quite specific in asking you to bringcertain items, such as:

school certificatesrecord of achievementexamples of artwork or technical drawings whereappropriate.

Even if these are not specifically requested, it is a goodidea to take them anyway. It shows you have used yourinitiative.


As a general rule, take with you anything which is relevantand which supports your application. Please note theword relevant. If you burden your interviewer with massesof unnecessary bits and pieces which do nothing toenhance your application, you may do your cause moreharm than good.

Other things you might be asked to bring with youinclude:

a pen (not felt-tip)a calculator.

Regardless of the situation, it is always best to have a pen(preferably one with black ink) and paper with you. Youmay need to use both at some stage during a test orinterview, and not having either when they are needed canunsettle your concentration.

What if my interview involves tests?You can expect to face a test of some sort when the jobdemands specific skills, such as an ability to handledelicate equipment or solve problems, or perhaps whereyou are required to have accuracy, speed or an ability touse figures. These are called aptitude tests.

Sometimes you will be expected to take a generalintelligence test or one which is designed to highlightyour personality traits or motivational drives, if thesefactors are considered important for the job. These testsare sometimes called psychometric tests. They have to becarried out by people who are properly qualified toadminister them, either occupational psychologists or


accredited users who have reached the standards requiredby the British Psychological Society (EPS). Tests are oftenarranged at a different time and date from the interview.Sometimes they are even held at a different venue, so youhave to be prepared to make the necessary arrangementsto be able to attend these as well.

Your letter should tell you if your interview will includesome form of test so that you are prepared for it. What itmay not tell you, however, is precisely what the testinvolves or how long it will last.

Testing is being used by more and more employers as partof the selection process and Chapter 5 looks at what isinvolved in greater detail.

Any sort of testing situation is stressful. Combined withinterview nerves, the effect can be traumatic. Don't getyourself into the position of sitting down to begin a testwithout knowing what to expect. In this situation you willsimply find yourself unable to concentrate or give of yourbest.

If you are unsure about what to expect, don't hesitate toask well in advance. Phone your contact person and writedown any information you are given for referencepurposes later. Be absolutely clear you understand whatis going to be involved before you finish the call.

If you have never experienced psychometric testingbefore, most good bookshops have a range of titles onthe different aspects of this topic. Alternatively, a trip toyour local library could provide the answer.


Spending some time studying test formats will helpremove at least some of the anxiety you may feel, andanything you can do to reduce stress levels is likely to paydividends.

If you suffer from any disability which would make thetest difficult to complete, do raise this straight away sothat alternative arrangements can be made for you.

Who will the interviewer be?

If there is no mention of this in your invitation, make ityour business to find out. It will help you to know:

the name (or names, if more than one person isinvolved);their official title; andthe position held within the organisation.

Why is this important?

It tells you how many people you can expect to meet inthe interview room so you are not taken aback by theunexpected.

It gives you the names and official titles of yourinterviewers which can be memorised beforehand andused to good effect during the interview.

It tells you who they are: your potential section ordepartmental head, line manager or personnel officer.

This last point is important. Knowing the organisationalrole of your interviewer, or interviewers, tells you some-thing about the sort of questions they are likely to ask andwhat they are looking for in a candidate.


Section (or departmental heads) and line managers areinterested in finding the most capable person for the job.They are practical people. They probably know everythingthere is to know about the job itself and will be lookingfor the candidate with:

the right qualifications and/or experience;

in the absence of these, other transferable or portableskills which can be adapted easily to fit the job;

a grasp of what the job involves (perhaps includingtechnical jargon);

visible enthusiasm; and

the right personality and attitude.

On the other hand, a personnel or human resources officeris likely to be less concerned about the technical orpractical side, leaving this aspect to departmentalcolleagues. He or she is far more likely to be interested in:

your background (to give insight into your person-ality);what made you apply for the post;the way you see yourself developing in future;your possible career pattern; andwhat additional training you might need.

Ready for actionAt this point you should have:

all the necessary information to help you decidewhether or not to accept the invitation; and


a clearer picture of what the interview process willinvolve.

REPLYING TO THE INVITATIONEven if you are not specifically asked to confirm yourattendance, make sure that you do so.

In the sample letter at the beginning of the chapter, thecandidate is allowed to choose for herself how to makecontact with Mrs Edwards. However, if you are givenexact instructions as to the sort of reply expected, thenfollow these precisely. Don't risk losing 'Brownie points'before you start.

Confirming or declining the invitation by phoneGo through the routine discussed earlier in the chapter sothat you are quite clear who you are phoning and whatyou want to say. Also consider the following:

Have you to phone at a certain time or before a specifieddate?

Do you have details of the job vacancy to hand? It maybe one of several the person you are contacting iscurrently dealing with.

Are you mentally prepared for not getting through toyour contact person? In the absence of your contact, askif you should call again and at what time, or leave amessage with someone who is in a position to pass it tothe appropriate person. (A secretary or personalassistant is a good bet.)


If you are declining the invitation, be prepared to have togive your reasons. Make them good. Be brief and to thepoint. DON'T WAFFLE.

Confirming the invitation by letterWhether you are accepting or declining the invitation,before you put pen to paper check the following:

Have you to address the letter to someone other than thewriter? If so, who? Remember if you address someoneby name, you should close the letter 'Your sincerely'.'Yours faithfully' is used for formal letters beginning'Dear Sir' or 'Dear Madam'.

Is there a reference which you have been asked to quoteon any correspondence?

Has the letter to be received by a certain date? If so, aimto reply well before the deadline.

Sketch out a rough draft - or several if necessary - and becompletely satisfied with the result before producing thefinished product. Pay attention to detail to show you haveclearly understood the instructions you have been given.

Refer back to the sample letter at the beginning of thechapter and then look at the acceptance letter Maxine haswritten (page 18). What is wrong with it? See if you can dobetter by drafting your own reply and then compare thiswith Maxine's second attempt set out on page 20.

Declining the invitation by letterIf you have to decline the offer, keep it simple. Unlikedeclining by phone where you may be pressed into giving


a reason for your decision, you do not need to state yourreasons in a letter. However, adopt the same businesslike,methodical approach to your reply as you would if youwere writing an acceptance. A suggested format is set outon page 21.

In all your dealings with potential employers, keep yourstandards high. You may find yourself applying for a jobagain with the same organisation at some time in thefuture.

Confirming or declining the invitation by emailRemember in this situation you are not chatting to afriend or colleague but making formal contact with apotential future employer. Treat the email as you would aletter. Keep it businesslike. If you have not been asked toprovide email details previously and your email addressdoes not clearly identify who you are, use your full namewhen you sign off.

Fig. 2. Poor example of an interview acceptance letter.

YOU ARE INVITED TO ATTEND. / 19

CHECKLISTDo you have to confirm/decline the invitation by acertain date?

Do you have to contact a named person?

Do you have to confirm/decline in writing, by email orby phone?

Are there any problems over the date, time or place ofinterview?

Have you resolved these?

Are you likely to have to complete any tests at somestage during the interview? Are you clear about whatwill be involved?

Have you been asked to take any specific documenta-tion or equipment with you? Would anything else beuseful?

Do you know who will be interviewing you? Do youappreciate the significance of this information?

Have you mastered the use of the telephone to obtainand pass on essential information?

Are you confident you can compose an appropriatewritten reply in a businesslike manner?

Fig. 3. Good example of an interview acceptance letter.

20

Fig. 4. Good example of a letter declining the invitation.

21

Personal Presentation

LOOKING GOODIf there is one time when first impressions count, this isundoubtedly when you go for interview. Most peopleinvolved with the selection of candidates admit to makingup their minds about the person sitting in front of themwithin the first two minutes - in some cases even less.

There's not much point in complaining this is unfair: it'shuman nature to make snap judgements about otherpeople for the flimsiest of reasons. Later on, when we getto know them better, we may change our minds.

Recruiters are human, too. The difficulty in their case isthey only have a very limited time in which to get to knowyou. Their immediate reaction is therefore crucial.

If they like what they see, they are more liable to disregardother factors which might have counted against you. Thisis known as the halo effect. On the other hand, if you makea poor, or even bad impression right from the start, thesesame factors are almost certain to assume a greaterimportance - usually to your detriment. This is called thecloven hoof effect.

Personal presentation is all about looking good in thewidest possible sense. How you look and behave tells your

22

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P E R S O N A L P R E S E N T A T I O N / 23

interviewer a great deal about your attitude, perhaps notonly towards a particular job but work in general.Anything about you which sends a negative message isbad news.

GETTING IT RIGHT FROM HEAD TO TOE

HairNo matter what type of job you are going for, your hairshould always be clean and well-groomed. It simplydoesn't pay to look scruffy. Wild styles and exotic coloursshould also be avoided. An interview is not the time orplace to make a statement about your freedom to engagein self-expression, unless perhaps you are seeking employ-ment in the artistic field.

Hair should never be allowed to obscure your eyes: it givesthe impression you are trying to hide behind it, andprevents good visual contact between you and yourinterviewer which is vitally important. At the same time,make sure it is under control. Wrestling with a style whichrequires constant readjustment will not only irritate mostinterviewers but break your own concentration.

Beards and moustachesHe-man types please note. Rampant facial hair looksuntidy, so both beards and moustaches should be well-trimmed and under control. Avoid cultivating a droopymoustache, as this tends to give an unintentionallygloomy, down-in-the-mouth appearance.

Regardless of what the current trend may be, take thetrouble to shave.

24 / PASS THAT INTERVIEW

SpectaclesIf you wear spectacles, they inevitably affect yourappearance. They should be clean, properly adjusted (sothey don't sit on your nose at a ludicrous angle), andshould not be broken or amateurishly mended with apiece of sellotape or fuse wire.

An interview is not the right place to wear sunglasses orthe latest in mirror lenses. As with your hair, anythingwhich prevents eye-to-eye contact with your interviewershould be avoided.

Teeth and mouthNot everyone is blessed with a natural film-star smile, butregular dental checks should be part of your personalmaintenance regime. So should daily brushing. You can'tafford to be seen with the remnants of your last mealwedged visibly between your teeth.

Don't let bad breath ruin your chances either. Howevermuch you enjoy garlic, keep it off the menu for at least 24hours before your interview and for good measure treatyourself to an effective mouth wash as well.

Make-upRemember you are going for an interview and not a nightout on the town. Unless your prospective job calls for awildly extrovert appearance, tone down over-brightcolours and heavy eye-liners. What looks good in adisco can seem garish or even ghoulish in daylight.

HandsDon't turn up with dirty or ragged finger nails. Even if


your hobby sees you up to your elbows in machine oil,there are good proprietary brands of hand cleanserswhich, with the help of a nail brush, work wonders.

Ragged nails not only look unsightly, the sharp edges aretempting to fiddle with or pick at when you are understress.

ClothesIn general, choose clothes that are neat, tidy, clean andwell-fitting, and preferably made from fabrics which wearwell and do not crease. Suits - both the male and femalevariety - are still expected by most interviewers,particularly if the job is to be office-based.

If you do not own a suit, choose clothes which you wouldwear to other formal occasions, or which could bedescribed as 'smart casual". Jeans and T-shirts do notcome under this category.

Your choice of clothes should boost your self-confidenceas well as promote your image in the eyes of others. Takeinto account what colours suit you best and the effectdifferent seasons have on your skin tone. Outfits whichlook stunning on you in summer can often look oddly outof place in the depths of winter and vice versa.

ShoesLet these complement the rest of your outfit by being bothclean and well-maintained. If you decide to buy a new pairfor the occasion, wear these around the house to breakthem in beforehand. It can be hard to concentrate if halfyour mind is thinking how much your feet are hurting.


Outside weather wearBe practical. You will need a coat or mackintosh andumbrella to keep you warm, dry or both. There is no pointin going to a lot of trouble over your appearance only toturn up blue with cold or looking like a drowned rat.

Ensure your outer clothes are as immaculately clean aseverything else, and preferably crease resistant.

Turning roundDon't forget the view from behind. Do you look as goodfrom the back as you do from the front? Check this out ina full-length mirror. All sorts of things can let downpersonal appearance including:

an untidy hairline, or a stray piece of hair sticking outloose threads from hemsdropped or uneven hemsscuffed heelslabels sticking up at the collartwisted belts.

DEALING WITH VISIBLE ACCESSORIES

HandbagsAvoid the outsized, lumpy, all-purpose bag that looks asthough you are carrying a complete set of plumbing toolsaround with you.

Watches and mobile phonesHaving your interview interrupted by either a digitalwatch 'beeping' or the ring tones of your mobile should beavoided at all costs. Make a conscious effort to turn these


off as soon as you enter the building where your interviewis taking place. Turning off your mobile before you reachyour waiting area is particularly important: taking callswhile you are waiting for your interview, or a test, candisrupt not just your own concentration but everyoneelse's who may be in the same room as yourself.

HandkerchiefsApart from the situation where you are in the throes of araging cold, have to hand a clean, fabric handkerchief forcoping with sniffles or sneezes. Paper tissues are ideal foreveryday use, but are apt to reduce themselves to messyshreds or a crumpled ball if pulled in and out of pocketstoo often.

DEALING WITH INVISIBLE ACCESSORIES

Perfume and aftershaveAs with jewellery, keep these to a minimum. You do notknow whether you will be sharing a small, confined roomwith your interviewer. Under these circumstances yourscent could be overpowering, or worse still, set off anallergic reaction.

Some scents, combined with perspiration brought on byanxiety, can quickly deteriorate into unpleasantly staleodours.

HairsprayChoose an unperfumed variety, particularly if you arealready using a scented product of some description.Conflicting aromas can be just as nauseating as an over-abundance of one.

28 / PASS THAT I N T E R V I E W

Body odourDon't have it! Start the day with a bath or shower. Again,choose an unperfumed deodorant if you intend to use anyother scented product.

DRAWING UP AN ACTION PLANAt this point, using what you have read so far as a guide,make a personal list of what action you need to take, andwhen, to ensure your own appearance will be up to scratchin time for your interview.

Make another list showing what clothes and accessoriesyou intend to wear or take with you, including outdoorclothing. If you already have everything you need, checkthe items over to see if they need cleaning or altering inany way. Will you need to buy anything new? Try on thewhole outfit. Are you satisfied with the total effect?

PLANNING TO STAY OVERNIGHTAs well as the items you need to take with you for theinterview, you will also need:

an overnight bag of appropriate size;night attire;a personal maintenance kit comprising soap, tooth-paste, toothbrush, flannel, small towel, deodorant andshaver (if appropriate);brush/comb and hairspray (if appropriate);clean underwear;travel alarm clock; andany other essentials you might need eg medicalsupplies.


It's best to travel in different clothes from those you wantto wear at the interview. This will protect your best outfitfrom becoming travel-weary or accidentally stained. Asmentioned earlier in the chapter, crease-resistant inter-view clothes are a good choice in any case, but they are anabsolute must if you have to pack them.

REHEARSING THE PARTOnce you are satisfied with the way you look, it's time toconsider the importance of the way you behave understress, the role of positive body language, and clearspeaking.

What will I need to think about?There are four areas that deserve attention:

nervous mannerismsirritating habitsbody language and posturespeech quality and content.

MannerismsUnder stress it is sometimes difficult to hide how anxiousyou are and an interview is the ideal place to suffer fromstress.

There are probably as many nervous mannerisms as thereare people but the following are a cross-section of themost common. So ask yourself, if you are put on the spot,do you

shuffle your shoulders or squirm in your seat?bite or chew your lips?


toss your head repeatedly?twine your fingers around one another?tap the floor with your foot or 'bounce' the upper footup and down after crossing your legs?scratch your cheek, ear, nose, chin or neck?

Irritating habitsThese are very closely connected with nervous manner-isms and just as common. When you are thinking orlistening under pressure, do you

jingle spare change in your pocket?snifT repeatedly?pick at your nails?fiddle with a pen?fiddle with your jewellery?coil your hair round a finger?

You might of course be totally unaware of showing youranxiety so openly. The effect of exhibiting these stresspatterns during an interview, however, is that at a verybasic level you divert the attention of the interviewer fromwhat you are saying to what you are doing, and in anextreme case you will generate impatience and irritability.

Body language and postureIt's impossible to fake a positive attitude. However,adopting a positive approach to both your posture andthe way you use your body during an interview can ofteninstil a sense of well-being, and therefore a more positiveand confident manner. Conversely, inattention to theseaspects of your presentation can undermine everything else.


Here are some simple guidelines to help you make a goodimpression.

Entering the room

Do - walk forward confidently, body straight, head up.smile, and be prepared to shake hands briefly butpositively if your interviewer offers to shake yours.

Don't - shamble in with hands in pockets, head down.burst into the room grinning inanely, extendingyour hand from the moment you are across thethreshold.

- ignore a proffered hand.give a pump-handle handshake.

- give a wet-fish handshake.

Sitting down and settling in

Do - move the chair discreetly if you find yourselfunable to sit down without colliding with otherfurniture.sit straight, but in a relaxed, comfortable positionwhich won't encourage you to shuffle around lateron.

- keep your hands relaxed, preferably in your lap.- maintain good eye contact with the interviewer as

soon as you have settled.Don't hunch forward in your seat like a sack of potatoes,

lean back nonchalantly with your legs out-stretched in front of you.

- entwine your legs around those of the chair.- sit on the edge of the seat.- grip the arms of the chair (if there are any).


- cross your arms defensively in front of you.- fix your eyes on the floor, or the wall behind the

interviewer, when speaking.

Speech quality and contentThis is not about what you say, but how you say it. It hasnothing to do with trying to mask a particularly strongdialect or accent, or overcoming a bad speech impedimentsuch as stuttering - although making yourself understoodhas to have top priority. The emphasis here is on beingheard by the interviewer. It is vitally important.

Do - pause and think about your answer beforespeaking.

- speak slightly slower than usual.- speak clearly.- choose the right tone and vocabulary to match

the formality of the occasion.- use a varying pitch to add interest and colour to

your voice.

Don't - mumble.- swear.- rattle out streams of words like bullets from a

sten-gun.- use trendy phrases because you think this is

clever.- be pompous.- obscure your words by putting your hand over or

in front of your mouth.- punctuate your answers with meaningless phrases

and 'you knows'.


IMPROVING YOUR PERFORMANCE

Help with interview techniqueIf you feel uncertain about the effectiveness of yourinterview technique, you can always approach yourJobcentre for advice: you may qualify to be included ina programme for confidence building and interviewingskills. In England, Learning and Skills Councils (LSCs)act in partnership with training providers. To find outwhat is on offer in your area, contact your nearest LSC atthe number listed in The Phone Book. In Scotland, Walesand Northern Ireland, you can find out what is availablenear you through your regional government departments.Contact details are under 'Useful Addresses1 on p. 163.

If you are given the opportunity of having a formal ormock interview recorded on video, take it. This is the bestlearning process there is and bears no relation to thecasual, anything-goes home video: its very formality hasthe advantage of adding sufficient stress to highlight areasof presentation which need attention. Aspects of appear-ance, manner, behaviour and speech patterns which arelikely to produce negative reactions leap out at you.

In some instances you will find members of both the localbusiness and professional recruitment community preparedto act as would-be interviewers. Enquiries of your localChamber of Trade or branch of The Chartered Institute ofPersonnel and Development (see 'Useful Addresses on p.163) could provide the necessary expertise you need. (Thequestionnaire at the end of the chapter might be usefulhere. It can be completed separately by both you and yourinterviewer and used during a review session.)


Using family or friends to act as interviewers is lesseffective. Anyone who knows you well is likely to find itdifficult to take on a formal role and you yourself mightfind it equally difficult to adopt the right attitude. Theadded disadvantage is that you are unlikely to get qualityfeedback in these circumstances and little useful guidanceon what you need to work on to improve performance.

Develop your power of self-observationChecking how you move or walk by using High Streetshop windows has some value, but because you areactively looking for the effect, it will not show you how toperform on other occasions. You can however alwaysconsciously practise other ways of standing, walking andsitting in your everyday life, so that these become second-nature rather than something to be worked at all the time.

Making use of more formal occasions with friends,colleagues or acquaintances in situations such as tutorials,seminars or meetings, can also be useful. Mentally stepoutside yourself and ask if you are demonstrating any badhabits or nervous mannerisms when the spotlight is onyou. Once you recognise these, you can then makeconscious efforts to work at overcoming or eradicatingthem.

If you are unhappy about your speech presentation, use atape recorder to identify areas that need attention, andpractise improving these until you are satisfied with theresult. One of the commonest problems is tonal quality.Many of us speak without realising how boring our voicessound, even when we have something really interesting tosay. This can readily be demonstrated by listening and


comparing the speech patterns of the average man- orwoman-in-the-street with a newsreader on TV or radio.

CHECKLISTIs your overall appearance right for the occasion?

Are you maintaining a regular personal maintenanceroutine?

Have you alternative travelling clothes if these areneeded?

Have you a suitable overnight bag and toiletriesavailable if needed?

What are your nervous mannerisms/bad habits? Whatare you doing to control these?

Does your standing/walking/sitting posture look good?If not, what can you do about it?

Can you be heard clearly when you speak? If not, howcan you improve matters?

When you speak, what are you saying? How well areyou saying it?

HOW DID I DO?

Put a ring around the description which has the closest fit

and add any useful comments in the end column.

Comments

Entering the room

Dress Correct Acceptable Inappropriate

Grooming .. Good Average Poor

Expression .. Friendly Blank Hostile

Meeting the interviewer

Posture Good Could dobetter

Manner Confident Neutral

Bad

Anxious/Overconfident

Attitude .... Attentive Neutral Apathetic

Getting down to business

Eye contact.. Often Occasional None

Mannerisms None Some Several

Speech Clear Could do Poorbetter

First impressions (to be completed by interviewer)

Fig. 5. Mock interview questionnaire: How did I do?

36

Background Preparation

WHAT DO I NEED TO KNOW?Apart from looking good at your interview, which willearn you a lot of Brownie points, you need to demonstrateyou are interested, not only in the job on offer, but also inthe firm or organisation which is offering it. To do this,you need to carry out research

to obtain as much information as possible on thestructure and products or services of the organisation;

to find out where the job fits into the organisationalset-up; and

to discover as much as you can about the job itself.

WHY DO I NEED TO KNOW IT?Lack of background preparation remains the singleconstant complaint by recruiters. It is an area which isconsistently ignored or skimped by candidates of all ages,yet it is often the vital area which will decide who is, andwho is not, successful.

What will my preparation tell the inter viewer?How much you are prepared to research gives yourinterviewer the opportunity of gauging the seriousness ofyour application as well as your level of commitment.

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3


Some recruiters talk of candidates who turn up withoutthe slightest idea about the size of the company, whatproducts it makes, the number of its employees, itsorganisational structure or even what made them choosethe company in preference to any other. Others say thattoo many candidates make very little effort to show whythey should be considered the best person for the job.Both types of candidates showed quite plainly they had noreal interest in either the company or the job in question.They had obviously given very little thought to theirapplication beyond making themselves look good onpaper. It is not surprising they were unsuccessful.

To repeat what was said in Chapter 1, being invited tointerview does not mean the job will automatically beyours. There will be other candidates. You need to havethat 'something' extra if you want to succeed.

What will my preparation do for me?Thorough background preparation does three things:

it boosts your confidence by making the interview thatmuch easier to handle;

it concentrates your mind on why you have applied fora particular job; and

improves your chances of success.

The more you know about the products or services of anorganisation, the better you will be able to talk aboutthem, or ask questions.

B A C K G R O U N D P R E P A R A T I O N / 39

Once you know the size and organisational structure of thecompany, you can put the job into better perspective. Itmay be part of a large division with plenty of opportu-nities for promotion, or it may be restricted to a smallsection with a broader base of activities. Finding out givesyou the opportunity to ask intelligent questions.

Concentrating on what qualifications and skills therecruiter will be looking for also gives you the opportu-nity to spot those awkward grey areas in your application.This gives you plenty of time before your interview toconsider how best to reduce their impact - by emphasisingyour stronger points. It also helps you identify aspects ofthe job which might need clarification before you decideto take it if it were offered to you.

GETTING TO KNOW THE ORGANISATIONThere should be no real problem here because there are somany ways of putting together a comprehensive picture ofyour potential employer.

The job advertThis almost always includes a basic description of theemployer such as 'a large multi-national organisation','expanding business', or local well-established familyfirm'.

Information sent to candidatesLarger organisations often send out factsheets, brochuresor information packs to candidates. These are brimful ofproduct details, type of service, the extent of companyoperations, organisational divisions, number of employ-ees and so on. They are a mine of information for the


person prepared to make the effort to dig it out. You canalso find lots of useful information on company websites.

Public Relations or Customer ServiceDepartmentsAre you dealing with a large employer? If so you will findthese departments are always eager to help with enquiries,and will often be able to provide you with the latestcompany annual report.

Annual reportsThese offer a useful insight into how an organisation likesto present itself to the outside world. They also containdetails of the current trading position, future plans andother useful snippets.

The UK Kompass Register and Who Owns WhomBoth these tomes can be found in most reference libraries.The UK Kompass Register is the acknowledged authorityon British industry and provides in-depth company andproduct information. Volumes 1 and 2 deal withcompany, product and financial information; Volume 3gives details of parent companies and subsidiaries, andVolume 4 has information on industrial trade names.

If you want to know more about the organisation'sinternational connections, check the Who Owns Whom

volumes published by Dun and Bradstreet. These give youan insight not only into an organisation's UK subsidiariesbut also its global activities.

Press reportsThese can be particularly useful in providing news about


both national and local companies. Except when there arelarge-scale expansion or contraction announcements,company news is not always in the headlines. You haveto look for it elsewhere. At a local level you can often finduseful snippets outside the usual 'business sections':articles on sponsorship given by a company for acommunity project; photographs of members of staffwho have successfully completed training programmes,or presentations by company representatives of fundsraised for a local or national charity.

This sort of background information can be very useful:in an interview it provides you with the opportunity toshow you are aware of the company's profile, as well asgiving you an insight into the company's ethos andmanagement style.

Personal contact with employeesTalking to someone already employed by the organisationwill provide you with the nitty-gritty of everyday workinglife, and the less public face of the firm which you might bemore familiar with from other sources such as thatprovided by the PR Department or Annual Report.

There is the danger however of being over-influenced byan individual's perception of his or her workplace whichmight be distorted by personal circumstances or pre-judices. Deal in facts rather than opinions and you will beon safer ground.

GETTING TO KNOW MORE ABOUT THE JOBHere again, most medium to large scale concerns go outof their way to give as much information as possible about


the job and where it fits into their organisation.Information can be gleaned from a variety of sources.

The advertThis is probably what attracted you to the job in the firstplace. The brief description of the duties and responsi-bilities attached to the post as well as the qualificationsand skills needed will provide a useful framework onwhich to build.

The job description or person specificationWith luck, you will have received this either with yourapplication form or as a result of your written enquiry. Ifit is properly presented, it should tell you:

the job title and the section or department it is attachedto (if this is appropriate);the skills/competencies needed to fulfil the require-ments of the job;the responsibilities of the job;the principle duties of the job; andthe person or title of the person you will beaccountable to.

Additional information, which might be on the jobdescription or attached to it, can include some of all ofthe following:

explanation of the organisation's departmental struc-ture;conditions of employment; andtraining or promotional possibilities.


Conditions of employmentThere are some very basic details about the job which it isessential you should know and understand. These are theconditions of employment. The details you need to knoware:

place of work;hours of work (specific times and days);rates of pay, allowances and bonuses;pension scheme;annual leave;sick pay; andperiod of notice to terminate employment.

All these points need clarifying, preferably before orduring your interview, as they will form the basis of abinding contract of employment if the job is offered to you.

If it is unclear from any of the literature provided as towhy the vacancy arose, or how long the previous post-holder held the job, keep both these points in mind to askat interview. The answer, or lack of it, could tell you agreat deal about the workings of the organisation atdepartmental level, and whether or not there are problemswhich would otherwise not have come to light.

THE JOB AND YOUThis is what the interview is all about. Your interviewerswill be trying to match up the skills and personal qualitiesyou can bring to the job with the level of competence thejob requires.


What are they looking for?Look again at the advert and job description or jobspecification. Make a list of all the requirements beingasked for (or preferred) under the following headings:

qualifications;experience;competencies (eg initiative, communication skills);personal qualities (eg cheerful, eager, outgoing);any special requirements (eg keyboard skills would bean advantage).

How do I match up?You know from the fact you have been invited tointerview, that you have something positive to offer yourwould-be employer. But is it enough? What you need todo next is compare your personal data with what is beingasked for. You can do this by ticking off items under theabove headings or by making a separate list forcomparison purposes.

What if there are gaps in my background?At this point you may find you don't have everything thatis being asked for, or possibly what you do have seems abit weak. Don't shrug this off as unimportant just becauseyou have been offered an interview. Your recruiters willbe looking for ways you can fill these gaps by other means,and you may well be closely questioned on these points.You want to be confident you can answer them.

The recruiters will be trying to identify transferable orportable skills. These are skills which demonstrate yourability in another way. The following questions might helpyou spot yours. Make a note of any relevant answers.


Have you any social activities, hobbies, or intereststhat demonstrate your capabilities?

Have you held any key positions in school/collegesocieties, teams etc which might be relevant?

Are there still any gaps?If there are there could be two possible reasons:

the missing factors are not crucialthe interviewers will be looking at your potential to fillthe gaps by one or all of the following:

willingness to trainthe right personalityhard workcommitment and enthusiasm.

The second reason is more likely, and you could face somestiff questioning to discover if you have got what it takes.If you really want the job, you must be prepared to reactpositively and mean what you say. For instance, don'tpretend you would be willing to study for additionalqualifications if you have no intention of doing so. Youmay be given the job on the strength of this answer andyour future working relationship with your employerswould be seriously jeopardised as a result.

SOME TYPICAL INTERVIEW QUESTIONS

'How do you see yourself? Why do you want thejob?'Such questions will form only part of your interview butare by far the most difficult. You will be asked to express


your personal opinion and not simple verifiable facts.Waffle at this stage will only reveal that you have notthought through your application sufficiently; this iswhere a large number of candidates fail.

The questions which follow are the most commonlyasked. But remember:

Every interview is different. You may be asked all,some, or possibly none of them.

The various answers listed are only suggestions to helpyou think out your own responses. They are not meantto be used as a matter of course or learnt parrot-fashion, something which should be avoided at allcosts. If you learn answers off pat, even your own, theynot only sound artificial, you may be tempted to makethem fit similar but slightly differently phrasedquestions which require an entirely different reply.

As you go through the questions, write down the keywords to remind you what you want to bring out in youranswers and remember these. Don't be tempted intowriting a short essay on each topic to learn off by heartbecause as mentioned earlier, your answer will soundartificial.

What are your strengths?Identify areas where you perform best and ask yourselfhow these could reinforce your suitability for the job.

What are your weaknesses?Don't get yourself into difficulties by airing negative


personality traits which might not easily be overcome,such as confessing to being over-critical or lazy. Instead,stick to minor factual problems which can be remedied byadding a positive rider to your answer. For instance, ifyour recent poor academic performance is under themicroscope, have something to say on how you can putthis right; or, if you know there is likely to be a questionmark over some aspect of your work history, aim toovercome this criticism with a sound explanation.Remember the reason behind this type of questioning isto gauge your ability to recognise any shortcomings whichmight affect your employability and to see how you intendto put these right.

How would you describe yourself?Concentrate on the description of the person being soughtby the original advert - eg enthusiastic, cheerful,resourceful or whatever. Try to put forward a picture ofyourself which will match up to these as near as possible,and more besides. But you need to be honest, so don't gooverboard or you will sound big-headed, self-opinionated,or even worse, false. By all means make the most of yourgood points but don't make them unbelievable. Qualify-ing some of your qualities may help. For instance,admitting to being "usually cheerful', allows you tosuffer from off-days like everyone else.

Why do you want to work for Widgets andSprockets Ltd?In other words, what attracted you to this company inpreference to any other? Your answer must containgenuine, positive reasons backed up by supportive


evidence, such as comparisons with competitors whichshowed Widgets and Sprockets to be a more attractiveemployer, or information from your research whichimplied Widgets and Sprockets would best suit yourintended career pattern. Giving vague, unsupportedreasons, or worse still, being unable to give any validreasons at all, will tell your interviewer that, although youapparently want a job, you aren't really bothered aboutwho you work for.

This approach might be acceptable if you are applying fora casual, part-time job, but if you are aiming for apermanent position with an established firm which has apride in its product or service, your lack of interest inwhat it does will almost certainly make you one of theunsuccessful candidates.

Why do you want this job?Your answer could well be one of the reasons listed below.

I enjoy meeting the public.I like tackling a challenge.I think it might be interesting work.I like working with other people.I've always wanted to work with animals.

On their own, these statements lack credibility. They arequite meaningless unless you can back them up withsomething more substantial. For instance, can you givean example of some of the challenges you have tackledrecently, or explain why you like working with otherpeople, or what you mean by 'interesting work'? If youcan't, then you haven't thought through your reasons


carefully enough. You will be putting yourself in anembarrassing corner if your interviewer presses thepoint. Find genuine alternatives which you really cansubstantiate.

Look for examples in your hobbies or leisure activities tohelp. For instance, your holiday job may have been at asupermarket checkout and you enjoyed meeting thecustomers. Your work experience placement in the HighStreet branch of a national bank may have fired yourinterest in financial institutions, or you may have had aparticularly hobby for many years which has naturally ledon to your choice of career.

If you can't make out a solid case for what attracted youto the job, then your interviewer will assume, probablyquite rightly, that you are only going through the motionsof job-hunting without giving the matter any seriousthought.

What other questions could I be asked?It should be stressed these are only possibilities, but theymay help to keep your mind working along the right lines.Consider what answers you would give to the following.

How did you get on with your school friends/teachers/colleagues/boss?

What did you like most/least about your periods ofwork experience/your last job?

What do you hope to be doing in five years' time?


What do you think has been your greatest achieve-ment?

What is the greatest problem you have had toovercome?

Who has been the greatest influence on your life andwhy?

What book has most influenced your way of thinking?

Remember, in any answer, concentrate on the positive.This is not to say you should lie or hide a failing. If youhave experienced difficulties then own up to them: showhow you have overcome them or learnt from them, or howyou intend to overcome them in future. If you constantlydwell on the negative side of your life you will sell yourselfshort and prevent the more positive side from having achance to succeed.

SUMMING UPNever put yourself in the position at an interview ofhaving to:

lieblame someone else for a failureshrug your shoulderssay you don't knowsay your best friend/parent/teacher etc said it was agood ideasay you came for 'the money', even if this is trueput yourself in a bad light without saying somethingpositive to compensate.


Always show:you have valid reasons for your answersyou are honest and open with your replies.

CHECKLISTDo you have enough information about the firm/organisation? If not, how can you go about getting it?

Do you have enough information about the job? If not,how can you find out more?

Are there any gaps in your skills or qualificationscompared with what the recruiters are looking for?

Can you compensate for these gaps and how?

What are your greatest strengths?

What are the major weaknesses you need to overcome?

Why do you want to work for this particular firm ororganisation?

Why do you want this particular job?

Have you prepared a list of questions you want to askat interview

about the organisation/company?about the job?

Ready to Go

THE DAY BEFOREBy this time all your preparatory work should becomplete. Last minute preparations should simply be areview of what you need to take with you and checkingyour travel arrangements.

The invitation letterRe-read this carefully - have you overlooked somethingwhich might be important? Often in the initial excitementof receiving the letter, some key aspect of it can beoverlooked or misinterpreted simply because the informa-tion was not immediately important when you draftedyour reply. It may be the name of the person you have toask for on arrival, or the scheduling of the test you areexpected to take. Supplementary details such as this canthrow you off balance at a critical moment if you don'trecognise their importance at the time.

What should I take with me?Apart from the letter itself:

Have you gathered together all your educationalcertificates, records of achievement etc?

Have you any additional relevant material (evidence ofhobbies, projects and so on) which you intend to use insupport of your application?

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R E A D Y TO GO / 53

Have you set aside writing or other equipment neededfor test purposes?

Have you prepared your queries and question sheet forreference during the interview?

Any documents, including your letter, should be kept flatin a suitable folder, preferably waterproof. Producingcreased, sodden or mutilated pieces of papers during theinterview is a downbeat image to avoid. But don't gooverboard and buy an expensive executive case if thisdoesn't match the type of job you are trying for. There areplenty of alternatives available in any good stationerswhich won't cost a fortune.

Your overnight bagGo through the list you drew up as part of your ActionPlan in Chapter 2 and lay out the individual items tocheck them off at a glance.

Travel arrangementsCheck these are still valid and that nothing has happenedsince you made your initial enquiries which might affectyour journey. Have new timetables recently come in? Havethe routes changed? If possible, book any tickets you needin advance to avoid a last minute rush.

If you live reasonably close to the interview location andhave the time to spare, try out a dummy run to get the feelof the route. Even the simplest of journeys can be throwninto confusion by roadworks.


Additional items for emergenciesAlthough naturally you don't want to look on the blackside, in an emergency, such as unforeseen travellingdifficulties, have a plentiful supply of loose change to handfor urgent telephone calls or the means to top up yourmobile phone credit if this might affect you. Write downrelevant or important phone numbers, such as your contactperson, or those of relatives or friends who might bemeeting you, on a small card which can be kept either inyour pocket or in your handbag.

Have a comb and nail-file somewhere about your personrather than packed away in an inaccessible place.

Put together an emergency sewing kit with a small safetypin as a useful extra.

If you are accident prone, a couple of elastoplasts and asupply of aspirins might also come in handy.

THE NIGHT BEFOREThis is the time to mentally and physically relax, confidentthat you have done everything possible to smooth the wayto a successful interview the following day. Plan atimetable for yourself along the lines suggested belowand stick to it.

Early evening

Pack your overnight bag if you need it

Don't leave this until the morning. It needs to be readyand waiting for you to pick it up as you go through thedoor on your way out.


Lay out clothes ready for the morning

Avoid having to scrabble around trying to find everythingat the last minute. You want to reduce fluster and panic,not add to it.

Have a good soak in the bath

This combines your personal hygiene routine with thebeneficial relaxing effects of submersion in warm water.

Recharge your mobile phone

Don't leave yourself in the situation of having a flatbattery when you most need it. Also ensure you havesufficient credit to make calls.

Mid-evening

Have a light supper

The emphasis should be on light. Avoid strong coffee ortea, which will tend to keep you awake, or anything whichwill over-stimulate your stomach juices which will alreadybe quite active - probably more than you want them to be.

Run through your list of queries and answers to likely questionsDon't make a big thing of this by dwelling on each point.Read through them briefly with the aim of keeping thetopics alive in your mind or refreshing yourself on anapproach to a particular question.

Set your alarm for slightly earlier than usualThis is simply to make life easier if your interview is to befirst thing in the morning. You want to have adequatetime to get ready without constantly fretting over thepassing minutes. You also want to give yourself additionaltime to pay an extra visit to the toilet. Nerves are bound


to have an effect on your system, even if you are notconscious of feeling over-tense or anxious.

Have an early night

It goes without saying that you cannot possibly be at yourbest the following day if you cut down on sleep and reduceyour ability to think clearly.

D-DAY

Setting offThere are some simple rules to help you get off to the rightstart.

make time for a light meal before you go. Again,the emphasis is on light. Too much or too littlefood has the same result - tummy rumbles,usually to be heard when there is a definite lull inthe conversation.

check you have taken everything you need withyou. This might sound obvious, but in the heat ofthe moment it's easy to forget something small,but important.

wear a reliable watch. You really can't afford notto.

eat spicy foods. These not only play havoc withyour system, they can also give you bad breath.

choose indigestible foods. These can leave youwith an uncomfortable pain in your chest, or evenworse, produce uncontrollable hiccups.

Do

Don't


drink alcohol, take stimulants of any kind - ortranquillisers. Without exception, these will allhave a negative effect on your performance,producing either misplaced over-confidence ormuddled thinking. AVOID.

ArrivingDo go straight to the interview venue. Unless you

have more than an hour to spare, don't think ofdoing anything else. There is the danger of gettingside-tracked or delayed in shops or cafes. Alwaysaim to arrive with at least a quarter-of-an hour tospare and make yourself known to the recep-tionist. Bear in mind this person may be asked bythe recruiter to give his or her impression of eachcandidate afterwards, so apart from being polite(which of course you always are), be confident andpleasant when you introduce yourself.

be clear in your mind where you are expected towait. Repeat any instructions you feel you needclarifying.

find, or ask where the cloakrooms are. You willneed to use the toilet and tidy up after yourjourney. This also gives you the chance to copewith other side effects of nerves such as cold, orclammy hands. A warm wash and thoroughdrying will help to control these.

be polite and friendly to everyone you meet on thepremises. You don't know whether any of themmay have a crucial part to play in your recruit-ment.


arrive late or at the very last minute. You willmake yourself flustered and unnecessarily anxious.

neglect tidying yourself up when you arrive. Evenif you feel good, give yourself a chance to checkthat you look good as well.

be offhand or casual with existing employees whotalk to you. Remember everyone could be a futurecolleague or boss.

Not arrivingThis has to be the worst scenario for any candidate. Thetwo most likely causes are:

+ unexpected travel problems* sickness on the day.

Unexpected travel problems

Strikes, breakdowns, roadworks and the like can allcontrive to ruin your best laid plans. If you do findyourself unable to make the interview in time and you canget to a phone, you may be able to retrieve the situation.Make sure you take a pen and paper with you.

Phone your contact person within the organisation, orleave a message with someone who can help you.

Explain your problem briefly and concisely. Don'twaffle.

Seek advice and act on it, making sure you write downall the relevant details so that you can refer to themlater. Relying on memory when under stress is not agood idea.

Don't


Sickness

Alas it does happen. If you are unfortunately struck downby the latest 'flu bug or anything else on the morning ofthe interview, act as soon as possible after the start of theworking day to salvage something from the disaster.

If you are unable to phone, ask someone reliable tomake the call for you, giving them details of who tocontact.

Explain the problem briefly and concisely.

Seek advice and make a written note of what issuggested.

In all cases where circumstances prevent you fromattending the interview never neglect getting in touch toexplain your absence for two very good reasons:

1. An alternative time or date might be offered to you soyou could still be in with a chance.

2. You may want to apply for another job with the sameorganisation some time in the future. They won't lookat you if you showed a lack of basic courtesy/initiativeon a previous occasion.

Coping with a testEven if you know well in advance precisely what your testinvolves, the experience will inevitably produce somestress. This will be heightened if you have never completeda similar test before.


If the test is being properly conducted, you should be toldwhat it is intended to achieve. Written aptitude tests aimedat judging the extent of your skills and abilities havedefinite right/wrong answers. On the other hand, ques-tionnaires devised to identify a particular personality traitor motivational drive do not, and are impossible tomanipulate by attempting to guess which is the 'best'answer. You will waste precious time in trying to - sodon't bother. Rather than working yourself into a lather,simply get on with the job in hand.

listen carefully to any instructions you are given.note the time by which you are expected to havefinished the test.ensure you understand the questions thoroughlybefore starting. Too many errors are made simplythrough not paying sufficient attention to what isbeing asked.ask if you are unclear about what you aresupposed to be doing. Don't waste time worryingin silence.

panic. This gets you nowhere,treat the test as though it doesn't matter. It couldplay a decisive role in deciding whether or not youare the right person for the job.

Waiting to be calledThis is all about controlling stress. No matter how well-prepared you are, you are bound to feel some tension.This is quite natural. Faced with a challenging situation,the human body automatically reacts by pumping

Don't

Do


adrenalin around the blood stream. In more primitivetimes, this was to prepare people to fight or flee. But whenyou are sitting passively in a waiting area, there is a lot ofsuper-charged energy swilling around inside you doingnothing. You need to consciously control this activity andchannel it into sharpening your wits rather than dullingyour senses.

concentrate on breathing with a regular steadyrhythm rather than taking shallow gulps whichtighten the diaphragm and stiffen you up.

hold a handkerchief in your hands if you feel yourpalms beginning to go cold and clammy.

mentally go through the points of your personalpresentation you know need watching.

look over your notes and questions, but only ifyou feel this will help you settle. It doesn't always

rather like last minute cramming before anexam - it can help or hinder.

smoke,

chew gum.

read anything which could divert your mind fromconcentrating on why you are there - such as anovel or general interest magazine. You are at aninterview, not in a doctor's or dentist's waitingroom.

Other candidatesDepending on the interview timetable, and whether or not

Don't

Do


tests have been set involving all the candidates at the sametime, there may be others sitting in the waiting area withyou. Different people react differently to this situation.Some welcome the opportunity to chat in order to relievetension - or to pump information from others who havealready been interviewed; others prefer to keep tothemselves.

Under these circumstances, should you start up aconversation? Remember, it takes two. Even if youwould like to chat on general topics to relieve your ownnervousness, other candidates might not want to bedrawn, either because they are trying to concentratebefore going into interview, or because they think you aretrying to winkle out useful information you can use toyour own advantage.

Gauge the mood of the other candidates first. Their bodylanguage should help. Folded arms, crossed legs, eyesaverted or immersed in reading something tells you not tointrude. A more relaxed sitting posture and willingness tosmile on making eye contact indicates a greater openness.But don't go overboard and forget why you are there. Youstill need to keep yourself in readiness and third partiesmay find your casual chit-chat irritating. Always beconsiderate.

If you mistakenly encourage someone who is a compulsivetalker and you really didn't want to get so involved, bepolite, but show your mind is elsewhere by consultingyour list of notes and questions even if you are not reallytaking these in. If he or she persists, despite your obvioussignals that you would prefer to sit quietly, reduce your


answers to simple short sentences or Yes/No whereappropriate. In extreme cases, you may have to politelyexplain you would prefer to talk afterwards.

CHECKLIST

The day beforeIs your background research and personal presentationup to scratch?

Are your travelling arrangements satisfactory?

Have you got all the things you need either packed orready to take?

D-DayHave you got everything with you?

Is your watch keeping good time?

Have you maintained a sensible eating and drinkingprogramme before setting out?

Have you allowed sufficient time to tidy-up on arrival?

Who have you to ask for on arrival?

Are you mentally prepared for your test if you arehaving one?

Are you sufficiently aware of everyone you meet?Existing employees? Other candidates?

Are you making a conscious effort to relax?

Have you reminded yourself about particular points ofpersonal presentation which need to be watched?

Selection Tests

WHY ARE TESTS USED?The biggest single cost to any organisation is its staff.They are a very expensive item. If you have any doubtabout this, just take a look at how much of the localauthority education budget is spent on salaries. Organisa-tions simply cannot afford to ignore the fact that rindingthe right person to fit the job is crucial. The wrong personcan be a disaster, not just in terms of the damage they cando to the smooth running of a business, or the image of acompany in the eyes of its customers, but also in the time,effort and cost of removing that person in a way which isacceptable in law.

Although the interview is still by far the most popularmeans of selection despite its subjectivity, the value oftests is that they provide a uniform set of standards tomeasure one candidate objectively against another. Goodtesting procedures undoubtedly take the pressure offinterviewers and give them the opportunity to look atcandidates from a different and completely independentperspective. The test has no axe to grind, no preconceivedideas, no prejudice: it simply records the information it isgiven and produces a result.

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WHAT ARE PSYCHOMETRIC TESTS?Psychometric tests, occupational tests or psychologicaltests as they are sometimes known, include both

ability and

personality tests

but they are very different from each other in theirapproach and in what they are designed to measure.

Psychological tests have been around for a long time.Ability tests similar to those used today were developedalmost a hundred years ago by a Frenchman, andpersonality questionnaires have been around almost aslong. They were originally developed to identify men whowould be unfit for the US Army in the First World War.Today they are used not just for selection and recruitment,but also to identify those with training or promotionpotential. On the down side, they are also used to identifywhich employees should be considered for redundancy.

In the UK, such tests were originally used for selection bythe Civil Service and the Armed Forces. However, by theearly 1980s their use had expanded rapidly in both theprivate and public sector. Now you can meet them whenapplying to almost any larger organisation from localgovernment to the larger retail stores, financial institu-tions and even temporary staffing agencies.

Psychometric tests are designed to measure your beha-viour and what you are capable of doing both now and inthe future. They can involve English and mathematicalquestions; intelligence tests; problem-solving; carrying out


skilled tasks; questions on how you understand the worldaround you; your attitude to life; your preferences; andhow you make judgements in a given set of circumstances.They can be pen and paper exercises, computer based orpractical.

What is so attractive about the tests is their objectivity:there are standard methods for their administration andscoring so that any personal preference by the tester isremoved completely. This is very important, and can be auseful counterbalance to any prejudices or subjectivity aninterviewer might have which could work against youthrough no fault of your own. You can be confident toothat the person carrying out the tests is either a qualifiedoccupational psychologist or an accredited user, ie some-one who has been specially trained to administer the tests.The British Psychological Society maintains very strictstandards over who can become a tester, as well as overthe standards and validity of the tests on offer from testsuppliers.

Any employer using psychometric tests as part of theselection process should let you know what sort of test youwill be taking and give you feedback at some stageafterwards, whether or not you get the job. Feedback isvital: it not only gives you some idea of how you copedwith the ability tests, but also provides an objectivesnapshot of yourself as a person. This is particularlyuseful if you are not successful on this occasion because ithelps you decide what sort of job you should be aiming forin the future.


Don't be frightened by the thought of psychometric tests.Think of them in a positive way as interesting experiences:they can throw light on aspects of your personality andability you may never have appreciated before. However,if you have any problem which might affect your ability totake a test, you must make this known to whoever will beresponsible for running the test as soon as possible.

ABILITY TESTSAbility tests are designed to show what skills you have.They demonstrate your abilities or aptitudes. The type oftest you are given and whether it is basic or moredemanding will depend entirely on the skills andstandards necessary to identify the right person for thejob. However, if you have any problem which might affectyour ability to take a test, you must make this known towhoever will be responsible for running the test as soon aspossible.

What you need to remember is that with ability tests thereare always right and wrong answers and there is usually atime limit in which you have to complete the questions.This time limit serves a useful purpose: it shows whetheryou work:

quickly and accurately;quickly but inaccurately;slowly but accurately; orslowly and inaccurately.

Where accuracy counts for more than speed to meet thedemands of the job, not finishing the test but maintaining


a high level of accuracy might be more important thandashing through the questions and making lots ofmistakes. THINK ABOUT THIS.

Types of testBelow are some simple examples to get your mindworking. The answers are given at the end of the chapter.

Verbal reasoning

These tests examine how well you are able to understandideas expressed in words. These can be simple multi-choice questions where you mark the answer which bestfits the statement or idea in the question, such as:

Q.I Dog is to Puppy, as Cat is to(a) Mouse (b) Bitch (c) Kitten (d) Lion.

Most jobs involve the use of language, so this is one of thetests you are most likely to meet.

At a more demanding level, the test may involve severalshort passages each containing information on a differenttopic. After each passage there are a series of statementsrelating to the information provided. You are then askedto say whether each statement is true, untrue or unclearwithout further information. This type of test is mostcommonly used for graduate, professional and manage-rial recruitment where a higher level of analytical ability isneeded than a basic understanding of the language.

Numerical reasoning

Here you show how well you are able to think withnumbers and understand their relationship to one


another. You may be given a series of numbers which arepart of a pattern. They may be in ascending or descendingorder, or even a mixture of both. What you have to do isidentify from several possible answers, the next number inthe series. For example

Q.2 1 2 4 8 1 6 (a)24 (b)64 (c)48 (d)32

More complex tests are likely to include questions basedon data contained in graphs or statistical tables whichneed to be analysed to identify the correct answer fromseveral options offered.

Any job where you need to work with numbers in ananalytical way, such as accountancy or auditing, is likelyto attract this type of test.

Perceptual reasoning

In these tests you show how well you think in patterns andshapes. You will be given a series of shapes which aresomehow connected to each other and you have to pickout the next in the series from the multi-choice answersprovided. These can be quite simple patterns where youare asked to add two shapes together such as:

or much more complicated combinations where you aredealing with shapes shifting locations within shapes;clockwise or anti-clockwise rotations of the variouscomponents; additions or deletions from one shape tothe next; black patterns on white backgrounds (or vice


Complications arise when part of the plan is shaded orpatterned, or when you are asked to take one three-dimensional representation away from another and pickout what shape would be left.

Spatial reasoning ability is essential for designers anddraughtsmen, but is also a useful skill for photographersand hairdressers.

Mechanical or technical reasoning

These tests are only used to identify the technicallyminded. When completing them it helps to have a basic

versa), and so on. You need a keen eye to spot what ishappening from one shape to the next, and a keen mind topick out which is the next shape in the series.

These tests have particular relevance to scientific workwhere the ability to 'see' and think in an abstract way is acrucial part of the job.

Spatial reasoning

This is a variation on perceptual reasoning, but this timeyou have to think in three dimensions. The test usuallycomprises a variety of two-dimensional plans of three-dimensional objects. What you have to do is carry out thenecessary mental maneouvres to pick out from theoptions provided what three-dimensional object (orobjects) the plan will make. For example:


understanding of simple mechanics, but a logical step-by-step approach can demonstrate that even where you lackthis type of knowledge, the ability to think through aprocess may show potential with the right sort of training.

The tests are multi-purpose and show:

how well you understand written information;whether you can calculate quickly and accurately;whether you understand basic mechanics;if you have spatial awareness; andwhether or not you can spot faults in a system.

They are invaluable in helping to select assembly workers,engineers or maintenance personnel.

Acuity tests

These tests are all about how accurate you are and howquickly you work. The time limit is usually quitedemanding so that finishing all the questions is difficult.You may be asked to put several lists of names or wordsinto alphabetical order, or check one list against another,or complete a series of basic calculations using mentalarithmetic.

These tests help pick out the best candidates for jobswhich involve, for example, filing, quality inspection orcomputer operating, or any other job where visual andmental speed and accuracy are highly prized.

Manual dexterity tests

These are usually very specific to a particular job and aredesigned to test the precise skills needed to do that job


well. You can expect such tests if you are likely to beworking with machinery where good hand/eye co-ordina-tion is essential.

If you are applying for a job demanding keyboard orwordprocessing skills you are likely to be tested on yourspeed, accuracy and understanding of the technologyinvolved.

CAN I IMPROVE MY ABILITY TESTPERFORMANCE?The simple answer is - Yes. This is because ability testsare all about skills, and skills can be polished up.

If you are reasonably competent in something, practicewill always make some improvement, no matter howsmall. This is not cheating, it is making sure you do notsell yourself short if you are capable of something better.This is not to say you would be able to sharpen yourperformance in all ability tests, but the chances are youcould certainly improve both your verbal and numericalreasoning scores, and these are probably the two mostimportant basic skills an employer will be looking for.

Ways of improving verbal reasoningIn some quarters, reading has gone out of fashion infavour of visual presentation. This is fine for some formsof learning, but the value of reading, even if this is from ascreen, remains extremely important.

Read more. Spend time reading the news, not justlistening or watching it.


Read more carefully. If you come across a word whichis unfamiliar, don't just look it up, memorise itsmeaning as well.

Read more widely. Don't limit yourself to one type ofreading. Give yourself some variety. This way you willsee how words are used in different settings and howthe choice of vocabulary changes too.

Play word games. Crosswords, wordsearches, ana-grams - these are all ways to help you expand yourunderstanding of the language, the way words areconstructed, and when to use them.

Write more. It may be good to talk but it does nothingfor your spelling. Keep text-messaging shorthand to aminimum or you will start to forget how to spell eventhe simplest words. Keep a diary. Treat yourself to aThesaurus as well as a Dictionary.

Ways of improving numerical reasoningIt's all too easy to reach for the calculator, even for thesimplest of sums. But don't count on being allowed to usea calculator in a test.

Practise mental arithmetic. Check bank statements, tillrolls etc where the answer can be validated. Work outin advance the change you should get for a cashpurchase when out shopping.

Buy a simple maths book. Keep your mind alert to thesimple arts of adding, subtracting, multiplying anddividing.


Study statistical tables and graphs. If you are likely tomeet more sophisticated numerical reasoning tests,absorbing financial reports, employment and popula-tion statistics and the like are a must.

PERSONALITY TESTSPersonality tests are not tests in the strict sense of theword. They reflect your attitude, the way you see the worldand how you respond to it. They highlight your strengthsand weaknesses as a person and what motivates you to doone thing rather than another. Because of this there areno definite 'right' or 'wrong' answers to the questions youare asked so they seem more closely aligned toquestionnaires rather than tests. What these personalityquestionnaires bring out is whether you have the 'right'personality to suit the demands of the job on offer.

It has been proved that however much life's experiencesshift and mould your attitude, how you function as aperson tends to remain pretty much the same. Forexample, you will not suddenly become a fun-lovingparty-goer if you have always been a recluse. You maylearn to enjoy social occasions more than you did, but the'inner' you will still prefer your own company to that ofothers. It is this unique 'you' that an employer isinterested in because this will affect how you use yourother abilities.

ANSWERING A PERSONALITYQUESTIONNAIRE

What to expectPersonality questionnaires can be simple choice or multi-


pie choice. They can be pen and paper exercises orcomputer based. Sometimes there are more than 100questions for you to answer.

Simple choice questionnairesThese ask you simply to state a preference. For example:

I like someone else to take the lead YES/NO

or to select one statement in preference to another. Forexample:

I like reading.

I enjoy tennis.

If you like both reading and tennis, you will find this taskdifficult, but the questionnaire puts you in the position ofhaving to make a choice between them.

As you progress through the questionnaire, you will findthe same two activities paired up with new choices. In thisway the relative importance you place on a particularactivity can be measured in relation to others.

Multiple choice questionnairesThese involve making a decision as to how much youagree or disagree with a particular statement. You aresometimes allowed to strongly disagree, disagree, beunsure, agree or strongly agree; or to agree, be uncertain,or disagree.

The wording of these tests is important because many ofthe statements are qualified. For example:


I sometimes make mistakes.I am easily disappointed.

The words in italics in the above examples would not behighlighted in a questionnaire but you must take theminto account when answering the questions. This isbecause you might agree you sometimes make mistakes,but disagree that you often make mistakes. Read thestatements carefully.

Other types of questionnaire will ask you to say which ofseveral statements most, and least, reflect the sort ofperson you are. Sometimes you are asked to give a simpleYes/No answer to individual statements.

Other variations include answering questions on how youbelieve other people see you as a person.

Usually there is no time limit for completing a ques-tionnaire, but you may be given some indication of howlong it should take as a rough guideline. When completinga questionnaire:

DO NOT agonise over each question. The best answersare those which are spontaneous because they reflectyour immediate reaction.

DO NOT be tempted to give the answer you think isexpected. All personality questionnaires are devised tocounteract this - some even pick out answers which arenot true, or run counter to the general drift of the rest.

DO NOT pick the easy option of choosing 'Unsure' or'Uncertain' to avoid answering the majority ofquestions. You are selling yourself short if you do.


Personality tests are interpreted according to specific,recognised characteristics, which is why it is so importantthat the person carrying out the tests is properly qualified.But although the tester 'interprets' your answers, thisinterpretation is in no way as subjective as it sounds: it iscarried out using standard techniques which have beenrigorously tested themselves over many years.

GRAPHOLOGYGraphology or handwriting analysis is another way ofassessing someone's personality as part of the recruitmentprocess. It is popular in France and Germany but far lesscommon the UK. This is partly because recruiters hereremain largely unconvinced by the arguments put forwardby graphologists that candidates' characters or behaviourcan be gauged by the style and size of their handwriting.This caution is backed up by the majority of academicstudies which have found a poor relationship betweenpersonality using graphological analysis and job perfor-mance. For this reason graphology remains an interestingnotion rather than a serious test for recruiting purposes.

More importantly, candidates with any physical disabilityaffecting their handwriting would have strong grounds forclaiming discrimination if graphology played any part ina selection process.

If you find yourself in a situation where you are asked toproduce a piece of text in your own handwriting, it mightbe wise to ask whether this is for the purposes ofgraphological assessment, and if so, who will beresponsible for conducting the analysis and what feedbackyou can expect to receive.


CAN I IMPROVE MY PERSONALITY TESTPERFORMANCE?Not in the same way as you can with an ability test. Butyou can make every effort to familiarise yourself with thesort of test you are likely to encounter. The FurtherReading section at the end of this book includes titleswhich deal specifically with selection tests and how tocope with them.

If you are given practice sheets to study beforehand, thesewill show you the type of questions you will be asked, andhelp to familiarise you with the layout. They will also giveguidance on how you are expected to answer thequestions. If you are not told in advance what is likelyto be involved, do contact your prospective employer andask to speak to whoever is organising the test procedure.Employers using psychometric tests responsibly arealways keen to help candidates, particularly if it is theirfirst experience of being tested in this way.

PREPARING FOR THE TEST DAYTreat your test day as part of your interview. Re-readChapter 4 on pre-interview preparation and apply thesame personal preparation schedule to your test. Alwaysarrive in good time and give yourself the chance to settledown mentally to the task before you.

THE IDEAL JEST LOCATIONIn the past, tests have not always been administered asstrictly as they are today. If you are taking written orcomputer based tests you can expect the room chosen forthe candidates to be:


in a quiet location away from any other distractingactivities;

properly heated and ventilated;

well lit; and

with sufficient personal space between candidates.

MANAGING THE TEST PROCEDURES

Before the testThe person responsible for administering the test willwant to make you feel comfortable and give you theopportunity to settle quickly. Once they are satisfiedeveryone is present and suitably prepared, they will runthrough what the test involves. At this point you mustCONCENTRATE.

Listen to the instructions you are given.

Check any equipment you have been given.

Ask immediately if you are unsure about anything.

Let the tester know if there is any problem which mightprevent you from completing a timed test within thetime limit, eg hand injury, difficulties with vision etc.

Make maximum use of the sample questions you aregiven before the start of the test itself. Check how longit takes you to do them.

Learn from any mistakes.


The test itselfWith personality questionnaires there is less pressure. Yourperformance in ability tests, however, can be improved bypolishing up test techniques.

Quickly check the number of questions you have toanswer within the time allocated.

Mentally calculate how much time you can spend oneach one.

Work steadily through them at an even pace.

Don't waste time on questions you can't answerimmediately. Move on to the next and come back tothe others if you have time later.

OCCASIONALLY check your watch to see how youare keeping to your schedule. DO NOT keep onchecking: this wastes time and interrupts your train ofthought which wastes more time. Once or twice isenough.

Ignore everyone else. CONCENTRATE.

AfterwardsThe tester should let you know what part the tests willplay in the selection process. You should also be toldwhen you can expect to receive feedback on the results.This could either be verbal or written, but it may not begiven to you automatically. If you have to actively makecontact yourself always take up the offer.

In a quieter moment after the test, think over any problemareas you were aware of. See if there is any way you could


make these less of a problem next time: sometimes it canbe something as simple as a new pair of reading glasses.

CHECKLIST

Before the testDo you know what type of test you will be expected totake?

Have you checked out what this type of test involves?

Are there any ways you could improve your test results?If so, how?

Have you arranged your personal schedule to get youto the test on time?

Are there any points you want to raise with the tester?If so, what are they?

After the test

Was there anything you were unsure of in the practicesession?

Did you follow all the instructions you were given?

Did you use your time wisely in timed sessions? If not,why not?

Were you promised feedback? If so, when?

If you were given the chance to retake the tests, wouldyou tackle them any differently? If so, how?

Answers to questions: Q. 1 ( c ) , Q.2 (d), Q.3 ( a ) , Q.4 (c).

The Ideal Interview

WHAT TO EXPECTThe Chartered Institute of Personnel and Development

(CIPD) sets standards of performance for professionalpeople in the UK who work in the personnel, training anddevelopment field, or human resources as it is sometimesknown. The Institute issues advice and guidance to itsmembers on how recruitment practices should be carriedout. It also publishes books for recruiters setting out goodinterview techniques to help them select the rightcandidate for the job. Because these standards havebecome recognised norms, there is a danger, whendiscussing what to expect during an interview, of givingthe impression that certain circumstances and events willalways take place. They won't. Not all recruiters areprofessionally trained. As a result recruitment practicesby some organisations may be less than perfect.

You should be prepared for your own interview experienceto differ sharply from the 'ideal world' set out in thischapter. Your best course therefore is to use this chapteras a basic guide to plan your own part in a well-organisedinterview - and then study Chapter 7.

The interview locationA room separated from the hurly-burly of other activitiesis usually set aside for interview purposes.

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Some recruiters prefer the more formal approach ofsitting behind a table with the candidate's chair in front ofthem. Others prefer the less formal arrangement of easychairs and low side tables.

During the interview, there should be no interruptions(except in cases of dire emergency), either from telephonecalls or other members of staff. The good recruiter willhave given clear instructions for any telephone calls to bediverted, and other members of staff will have beeninformed that the interview room is a no-go area.

The interviewer(s)

How many interviewers will there be?

You can expect one, two or possibly even threeinterviewers if the job you have applied for is fairly low-key. Panel interviews where there are more than threeinterviewers tend to be for more high-powered appoint-ments, particularly in the public sector.

Who will do the interviewing?

The choice of interviewer varies from organisation toorganisation; it may even vary between different depart-ments or divisions within a single organisation. You maybe interviewed by a personnel professional, a linemanager, or even the departmental head - or a combina-tion of all three. The interviewer is unlikely to be the sameperson who conducts your selection tests.

Will I be put at ease ?

Regardless of how many interviewers there are, however,their manner should be friendly and relaxed so that agood rapport can be built up quickly between you. If they


cannot put you at your ease within a short space of time,the interview process will be hampered by your anxiety -the last thing a good recruiter wants to happen. They willalso want to show they are interested in you and what youhave to offer, but at the same time will keep a tight rein onthe interview timetable - so casual chat will be kept to aminimum.

What kind of questions will a good interviewer ask me ?Good recruiters use open questions (the who, what, when,where, how and why variety) to obtain as muchinformation as possible in the time available. Althoughyou may not see the immediate relevance of some of theirquestions - those dealing with your home and familyperhaps - there will be valid reasons for these being askedto put your personal goals or achievements into some sortof context. But they will not pry into irrelevant aspects ofyour life which could not possibly have any bearing onwhether or not you could do the job in question. Nor willthey discriminate against you on any grounds whatsoever.

Will a good interview follow a set pattern?Professional recruiters always work to a pre-plannedprogramme. But this does not mean every interviewer willuse the same pattern, or that interviews for roughly thesame sort of job will be similar. Far from it. Theprofessional recruiter, however, will choose a patternwhich is relevant to the level of job on offer, the skillsneeded to meet the requirements of the job, and the typeof candidate expected to be successful.

The most commonly used format involves taking youthrough your previous work or school life, with supple-


mentary questions asked when and where necessary. Thisallows the interviewer to explore some areas in yourapplication more thoroughly, or take up a point ofinterest arising from your previous answer. This type ofinterview is widely used for all levels and stages ofselection interviewing and is probably what mostcandidates expect from an interview.

Other interviews, however, can involve a series of setquestions aimed at finding out how you would react toparticular situations which might arise in the job. Thesecan be quite searching and are usually used for moresenior posts. Such questioning needs careful answeringbecause you must be able to substantiate your reply eitherby quoting a specific example of how you coped with asimilar situation in the past, or by showing you would beable to tackle the problem through a logical, consistentapproach. In these interviews, all candidates are askedthe same questions.

Expect some note-taking when you answer. This is not acritical reaction but simply a way of ensuring theinformation you give is recorded properly for evaluationpurposes later.

TimingThe professional recruiter will stand out a mile from therest. The interview will start on time, take around half-an-hour to complete and leave you feeling you have had afair hearing, done yourself proud and had all your ownquestions and queries resolved.

You should not expect to be given a definite promise ofemployment at this stage. It is reasonable to expect


however that you should be told of the likely timescale inmaking a decision.

MAKING A GOOD ENTRANCENow you have some idea what to expect, it's time toconsider your own part in the drama.

It's useful to think of the interview experience in terms ofthe dramatic. Like any good actor or actress, you haveresearched your subject, rehearsed your part, and dressedyourself up for the performance. Remember, to someextent during an interview you are acting out a role. Thisdoes not mean you are 'putting on an act', which issomething entirely different and usually thought of asbeing false. As a candidate, you are putting all your bestqualities to the fore and emphasising them. This is what isexpected of you by your audience - your recruiters.

Curtain up will be from the moment your name is called.

Sometimes someone will come and collect you from thewaiting area and escort you to the interview room. This isusually when the two locations are some distance apartand directions would be complicated or difficult to follow.If you are waiting in the area right next to the interviewroom however, you may simply be told that 'you can go innow'.

IntroductionsAs soon as you rise from your seat in the waiting area,remember your personal presentation. The spotlight for thenext thirty minutes or so will be on you. Be aware of yoursurroundings immediately and act accordingly.


How should I handle the introductions?

Treat the person who comes to escort you to theinterview room as a potential interviewer - he or sheoften is.

Remember his or her name when they introducethemselves.

Take the lead from this person in making politeconversation. Keep replies brief and guard againstmaking any negative comments about anything.

Close the door behind you on entering the interviewroom if no one else does this for you.

Make eye contact with everyone in the room.

Smile!

Listen to the name of the person being introduced.

Remember it.

Say k hello'.

Shake hands if this is expected.

Sit down only when invited to.

Put any bag or folders you are carrying on the floor toone side of your chair rather than on your lap.Murphy's Law will ensure they slide off at a crucialmoment if you don't.

Hold only your prepared question sheet and pen. Thishas the added advantage of keeping your handsoccupied.


Initial questionsThe purpose of these is simply to help you relax, and tostart the essential process of building up a rapid rapportbetween you and your interviewer.

They have another basic purpose however, which is togive you the opportunity to hear your own voice inunfamiliar surroundings. Pay attention to how you sound.You may need to vary both the pitch and tone of yourdelivery to get the best results.

Heavily furnished rooms with thick carpets and curtainsat the windows deaden your voice and you will need tospeak a little louder and higher to compensate. This is notto say you should start shouting - simply make sure youcan be heard. On the other hand, large rooms which aresparsely furnished tend to produce an echo. To counteractthis you will need to speak slightly slower than usual, andalso try to lower your pitch a little to reduce the tendencyto 'squawk'.

Initial questions are always on very general subjects suchas the weather or how you found your journey. Whenanswering them, keep in mind their purpose. They are notpart of the information gathering process so they shouldnot be answered by long rambling speeches. Don't betempted to review the climatic conditions of the past fewweeks, or embark on a blow by blow account of theproblems you encountered with your transport arrange-ments. If you do, two things will happen:

1. You will immediately bore your interviewer.2. You will waste precious interview time.


Keep your answers simple and to the point.

Gathering informationThe interview begins in earnest when your interviewerstarts expanding on the duties and responsibilities of thejob, and where it fits into the organisational structure.This is sometimes prefaced by a brief description of thetopics to be covered during the interview, but not always,so be prepared to plunge into the information sectionstraight away.

Listen and concentrate on what is being said.

Make notes, particularly if the information which isbeing given answers some of your own queries, orseems to be important.

When you make notes, don't try to write down everythingyou will find this impossible anyway unless you have the

skills of a court-room stenographer. Write down onlythose key words which help you remember the substanceof what has been said. If you think you would find thisdifficult, practise by using news bulletins on the TV orradio; pick out the key words and put together the fullstory afterwards from what you have written. The type ofwords to look for are:

natural headings such a 'training', 'duties', 'responsi-bilities'relevant 'action' words such as 'report to', 'complete

by'qualifying words such as 'shortly', 'often'names and places


numberstimes and dates.

What will a good interviewer be looking for?The primary objective of the interview is to identify thebest person for the job, so expect some note-taking on thepart of your interviewer to refresh his or her memory lateron. Your suitability will be under the microscope andwhether or not you are offered the post will depend onyour having some or all of the following:

qualificationsexperiencemotivationpersonalityadditional or transferable skills.

Your interviewer will also be looking for signs that youare:

interestedattentivecommunicativekeen

and (most important of all)

able to show you have that 'something' extra.

How will my performance be judged by a goodinterviewer?A good interviewer will be summing you up on severalfronts at once; by


1. what answers you gave to factual questions;2. how you answered these questions;3. how you responded to questions designed to encou-

rage you to 'sell yourself (the what-you've-done andhow-you've-done it variety);

4. by your overall demeanour: appearance, awareness,decisiveness, politeness, humour, openness and so on.

Remember the importance of maintaining eye contactwith the interviewer both while he or she is speaking andwhen it's your turn to answer questions. You do not haveto stare fixedly, which is unnerving anyway, and in somecircumstances positively intimidating. Good eye-contactcan be maintained by moving your area of concentrationwithin the triangle formed by the eyes and the end of thenose of a speaker. Before answering, it is perfectlyacceptable to break eye-contact for a moment while youcollect your thoughts, and re-establish it as you begin yourreply.

ANSWERING BACKGROUND QUESTIONSThese set the stage. Some of them may seem obvious,others maybe less so. Some may be asked as a direct resultof the analysis of your psychometric tests where theinterviewer feels it would be useful to explore someaspects in greater depth. All questions have a purpose,however, so avoid showing any irritation just because youcan't immediately see what lies behind them.

The next four sections are relevant if you are just startingout in the world of work, but may also provide the moremature candidate with useful tips.


Questions about familyThis is one of those areas which can not only causeembarrassment, but also irritation.

What, you may wonder, has the number of brothers orsisters you may or may not have, got to do with yourapplication for a job? Does it matter that you are livingwith only one parent, or that both your parents areworking full-time? Yes, it does.

If you have no previous employment history to put yourachievements into some sort of perspective, questions onfamily background become important. You may havemanaged to obtain good grades in your examinations inspite of difficulties at home. You may have failed to reachthe grades you wanted for the same reason. Your familycircumstances therefore help your interviewer to see youas a complete person.

Questions about school and college

Basic facts about you

Basic factual information on your school achievementswill be covered by details set out in your application, yourrecord of achievement and from references or reportsfrom your college or school. You may be asked at thisstage to hand over any educational certificates forinspection with the promise that these will be returnedto you later.

What your educational performance revealsYour interviewer will not only want to question you onany obvious gaps between what you have to offer andwhat the job requires, he or she will also be looking at


ways in which your performance at school or at collegecould reasonably be expected to reflect how you wouldperform in the world of work.

Problem areas

If there is any area of uncertainty contained in yourreferences which indicates problems with punctuality,attendance or consistently poor performance in somesubject, you can expect to be closely questioned on all ofthese topics.

Your perseverance

To check your level of perseverance when it comes tolearning new and perhaps complicated tasks, you couldwell be asked which subjects you studied which you didnot like or found difficult. If you managed to achieve agood result, so much the better.

Working individually or in a team

Your interviewer may feel it is important to suss out yourability to work as part of a team or on your own. To dothis, he or she may want to know how you went about thetask of completing project work and the contribution orlack of it from others.

Your self-image

How you see yourself is sometimes regarded as important.You may be asked whether you expected to do better orworse at a subject and why.

Working with colleagues

If you are starting on the first rung of a traineemanagement ladder, you could well be asked for further


details of your membership of school/college clubs, teams,societies etc and any positions held in them.

Hobbies and interests outside school or collegeIf there is little or no work experience on which to baseassumptions about your motivational drives or attitude towork, what you choose to do in your free time assumesconsiderable importance.

Your interviewer will be looking for a well-balanced cross-section of activities, but not so great a commitment to oneparticular interest that your future career might suffer.This is the time when your nightly training sessions on thefootball field may have to give way to three nights a weekat college studying for qualifications which will help youin your chosen career.

Interviewers will want to know what sparked off yourleisure interests. What do you enjoy most about the timeyou spend on them? If you have recently given up a long-standing hobby, why did you decide to do so?

Questions on how much TV you watch - and whatprogrammes in particular - are often seen as a minefield,and to some extent they are.

If you spend three or four hours a night in front of the TVregardless of what you are watching, your interviewer mayclassify you as 'a couch potato' - someone who lacksinitiative, motivational drive, or who is simply downrightlazy.


If you watch sports programmes but take no part in activesport, you give the impression you are prepared to standon the side-lines and let others get on with the action.However, there is nothing wrong in saying you genuinelyenjoy humorous programmes or even 'soaps' - as long asyou can show you have a good reason for your preference.If you have spent the rest of your evening coping withschool work and helping out looking after youngerbrothers or sisters, or an elderly relative, for example,you are entitled to some light entertainment.

Work experienceIn this context, work experience is not the brief glimpse ofworking life you may have had as part of your schoolcurriculum. Your interviewer will want to know moreabout long-term Saturday jobs, jobs taken during schoolor college holidays, or temporary jobs taken as 'fillers1

until the right job opportunity came along.

Questions on work experience will be aimed at clarifyingyour attitude towards work and authority, your motiva-tional drives, your enthusiasm towards training, amaturity through experience and an ability to cope andflourish within the work environment.

What sort of questions could I be asked about work experience ?

Possible questions could be:

What made you choose Acme Ltd for your holiday/Saturday job?

What did you enjoy most about the job?


[Where you have had several jobs] Which job did youenjoy most and why?

Which job did you dislike most and why? (This is avery revealing question. If you think you could beasked this question, be sure you have worked out avery diplomatic answer in advance; avoid any com-ments which might be construed as criticism of namedindividuals.)

Previous employmentIf you are already established on the employment ladder,interviewers will be looking at other aspects of your life.

The fact you have been selected for interview tells you thateven if your previous work history has been somewhaterratic or lack-lustre, your pattern of employment isacceptable. However, this does not mean it meets withuniversal approval, or that some aspects of your careerpath will not be subject to critical probing.

If you have stayed with one employer for a long period,you may be asked to explain why you were prepared to dothis. Conversely, you may be asked to explain why youhave held so many jobs over a relatively short period ifthis is a feature of your work record.

The reasons you provide will be important in the contextof your potential employment, so you need to think verycarefully about the answers you might give. This is clearlynot the time to indulge in throw-away comments. Youranswers will be seen as indicators of how you wouldapproach the job in offer.


Hobbies and interests outside workAlthough your pastimes may be of less importance onceyou have an established work history, they nonethelessprovide additional information about the sort of personyou are and may be of particular interest to interviewerswhen no psychometric testing has been involved.

Much of what has already been said on this topic relatingto school or college leavers holds true for the more maturecandidate. Pastimes are excellent indicators of motiva-tional drives. In the more experienced candidate they alsoprovide pointers as to how you handle the work/lifebalance and provide useful extra dimensions to yourpersonality.

If you are being interviewed for a type of job you have notheld previously, your selection for the short list may hingeon some aspect of your pastimes that can be linked to thisnew sphere of work. In this case, a large proportion ofyour interview questions may concentrate on exploringyour interests outside the workplace. (For this reason, it isvital never to include casual or short-term hobbies in a jobapplication: it can lead to some uncomfortable interviewsituations.)

DANGER ZONES

What if I dry up?This can happen even when someone is thoroughly well-prepared simply through stress, panic or being caught offguard.


Do - ask for the question to be repeated if necessary.

- be honest if you genuinely cannot answer, butmake sure you have a good reason for not beingable to come up with something.

Don't- say the first thing that comes into your head - it'salmost bound to be rubbish.

- let the experience throw you off balance. Forgetabout it until later and concentrate on the nextquestion.

Yes/No answersSome questions will be closed questions, that is they willonly require 'yes' or 'no' as an answer. However, there areoccasions when you may feel making such a baldstatement does not fully explain a situation or worsestill, gives the wrong impression. Don't feel you can'texpand on your answer. For example:

Q. I see you only stayed six months with Bendy ToysLimited.

A. Yes - I had hoped to stay longer but...

Make sure your reason has a positive side to it. Keep yourexplanation limited to a simple, single sentence. If theinterviewer feels there is need for elaboration in the lightof this, you will be asked to expand on the topic further.

Giving negative answersYou may be placed in a position of having to give anegative reply which seems to put you in a bad light. Ifyou are, always try to counterbalance this with a positive


aspect. This may not always be possible, but if you areconcentrating on the line of questioning, you may be ableto see what the questioner is driving at. It could help youput together a less downbeat response while giving anhonest answer at the same time. For example:

Q. Have you ever worked away from home before? (Inother words - Will you be able to cope with organisingyour own life?)

A. No but (giving reasons why you will be able tocope).

Finding fault with other peopleThis is an easy trap to fall into if you are wriggling to getout of an awkward spot. You might for example be tryingto explain away poor academic performance or why youleft an earlier job after only two weeks.

You may genuinely have had a teacher who lackedteaching ability, or a boss who was impossible to get onwith, but never say so. If you do, you will give theimpression you are ready to blame someone else for yourown shortcomings. You have also forewarned yourinterviewer (who may be your potential boss) that youare likely to talk about him or her in the same way atsometime in the future. Worse still, if you name anindividual, you are risking the possibility that this personmight be well-known and well-respected by your inter-viewer.

Compulsive talkingThis is sometimes caused by over-confidence, but is morelikely the result of feeling stressed.


There are occasions when interviewers pause after youhave answered a question, leaving you wondering if youshould be saying something else - although you may haveno idea what. It is very tempting to fill this silence, but ifyou feel you have answered the question as fully aspossible, don't reduce the impact of your answer byunnecessary waffle.

Do - Recognise when you have said enough on aparticular topic. Watch for clues from theinterviewer - broken eye-contact, checking thetime and so on.

- Avoid repeating yourself.

Don't- Interrupt the interviewer under any circum-stances.

- Become irritated if the interviewer cuts you off inmid-sentence. Time is precious. Wasting timecould cost you the job. The question you mighthave been asked if there had been time could havebeen the vital one.

LaughingDon't! Smiling is fine, but giggling or misplaced laughteris not.

ASKING YOUR OWN QUESTIONSWhen you are given the opportunity to put forward yourown questions by the interviewer, this is a clear signal thatthe interview is drawing to a close.


If the interviewer is working to a tight schedule, you maynot have time to ask more than two. With luck, some ofyour queries will already have been answered in the courseof the interview, either during the initial backgroundbriefing, or as a result of additional information providedas back-up to questions you were asked.

How should I put my own questions?1. Check through your list to identify queries which have

still not been answered. Are there any new ones whichhave arisen as the result of the interview?

2. Choose the most important one to ask first with asecond in reserve. Choose those which will help youdecide whether you would accept the job if offered toyou.

3. Ask only relevant questions. You may have listedseveral "intelligent1 queries some of which might havebeen answered during the interview. Resist thetemptation to ask them anyway. You will give theimpression you have not been paying attention.

If all your questions have been answered during thecourse of the interview, then say so, mentioning brieflywhich points had interested you. This shows you havegiven some thought to clarifying certain matters and thatyou are now satisfied the points have been adequatelycovered.


What things should I avoid?1. Don't give the impression you never had any

questions to ask in the first place.

2. Don't shrug your shoulders or pull a face. If you werethe interviewer, how would you react to such aresponse?

HANDLING THE CLOSING STAGESOnce your questions have been answered, the interviewerwill begin to close the proceedings. Usually he or she willtell you there are still other candidates to be seen, and giveyou some idea how long it will be before you are told theresult. This can vary from the same day, to a few days oreven longer.

If no timescale is mentioned, do ask when you can expectto be told. It will save you a great deal of anxiety later,and let you get on with the rest of your life withouthanging around waiting for the phone to ring or thepostman to call.

MAKING A GOOD EXITThe way you leave is just as important as the way you enterthe interview, so make a good job of it.

Some basic tips

Gather together the items you placed on the floor andensure you have a tight grip on them.

Stand up and straighten your clothes.

Shake hands with your interviewer(s) if this isexpected.

THE IDEAL I N T E R V I E W / 103

Thank your interviewer(s) for their time.

Smile.

Make your exit by- stopping at the door- turning, smiling and thanking again- leaving, closing the door quietly behind you.

The last impression of you should be a stunningly goodone.

CHECKLISTAnalysing your performance after an interview:

Did you remember all the points as to personalpresentation?

Did you make the right sort of entrance?

Did you establish good eye contact with the inter-viewer^)?

Did you remember your interviewer(s)' name(s)?

Did you sit correctly?

How well did you concentrate on what was said?

Did you manage to keep looking keen, attentive andinterested?

Did you really think clearly before answering?

Did you speak clearly?

Were you able to answer the questions that were asked?


Did you make yourself properly understood?

Were you able to clarify crucial areas of uncertaintyabout the job?

When will you be given the result of the interview?

Did you make a good impression on leaving?

The Problem Interview

KEEPING AN OPEN MINDUnfortunately, as was pointed out at the beginning ofChapter 6, many interviews fall short of the recognisedhigh standards of the CIPD.

It is important to avoid developing fixed ideas about whatto expect from either your interview surroundings or yourinterviewer. Expectations can well suffer a nasty shockwhen reality strikes, and this will only add to youranxieties at a time when you want to keep them to aminimum. It is much better to approach your interviewwith an open mind. Expect anything and be mentallyprepared to readjust your approach to adapt to anysituation which might arise.

TimekeepingWarning bells should start ringing if you arrive a quarter-of-an-hour before your appointment to find more thanone other candidate in the waiting area. Something hasgone badly wrong with the schedule, either because of anemergency, or more likely, because each interview istaking longer than the time originally allocated to it. Thisis sheer bad planning and can throw a carefully plannedreturn journey home into total disarray.

Other areas of poor time-planning are:

105

7


interviews restricted to too short a period - say quarterof an hour; or

interviews extended beyond their 'natural' length - saybeyond three-quarters of an hour.

A well-structured interview should last between half-an-hour and forty minutes, with five minutes allocated forthe interviewer to complete any relevant notes beforeseeing the next candidate.

An unsuitable interview locationIf you find yourself being ushered into a corner at the farend of a large office or workshop with hectic activitygoing on all around you unabated, you have problems.There could be several reasons for this unsuitableinterview location, not all of them due to thoughtlessness:

1. There is no suitable spare room available to set asidefor interviews.

2. Your interviewer is the supervisor in charge of asection, and can't, or won't, leave his or her workstation for long periods.

3. Your interviewer is oblivious to the surroundings anddoes not think them unsatisfactory for interviewpurposes.

4. Your interviewer knows the surroundings are unsui-table but believes candidates should be able to copewith them.

Having your interview in a room shared with othermembers of staff can be just as harrowing. The effect is

THE P R O B L E M I N T E R V I E W / 107

just the same as being interviewed in the larger environ-ment - constant interruptions from both employees andphone calls to other people in the room.

Even where an interview room has been set aside from thehurly-burly of the rest of the organisation's everyday life,your troubles are not over. It may be any old spare roomcurrently not being used. It may be the stationerycupboard or even a store room. Conditions may becramped, vast, untidy, dirty, cold, hot, damp, stuffy,draughty or a combination of several of these. In otherwords, totally unsuitable.

Even in ideal surroundings, you can be faced with the'interrogation" layout - a huge desk with three inter-viewers sitting behind it like judges, and the candidates'chair - rigid and straight-backed placed several feetaway from the table in terrible isolation.

All these signals warn of the low priority given torecruitment standards by the organisation, and may wellreflect the management's attitude towards starring mattersin general.

Your interviewer(s)One of the major problems with interviews is - as hasbeen mentioned previously - that not all recruiters areprofessional personnel specialists, or well-versed in theinterview standards expected by the Chartered Institute ofPersonnel & Development. Many are managers (super-visors, line managers or even departmental heads) who areexperts in their own particular field - say in engineering orsocial work, for example - but who have only the barest


understanding of what is required when recruiting staff.There are two possible reasons for this:

1. The organisation has no policy of ensuring that linemanagers involved in recruitment receive any trainingin even the most basic principles.

2. The individual manager concerned does not see thenecessity for training, or has even resisted suggestionsthat it would be useful.

There are also occasions when even the best well-trainedrecruiters have their 'off days. Perhaps he or she is goingdown with 'flu, or wrestling with personal worries; butwhatever the problem it isn't going to help you get yourcase across to the maximum effect.

THE LESS-THAN-PERFECT INTERVIEWER

'I had it here somewhere'There is nothing more dispiriting than finding yourselfsitting opposite someone who is clearly disorganised orill-prepared. Some of the danger signals to spot are:

papers strewn untidily over the deskinability to find your application or associated papersvagueness about your nameknows your name but nothing else about youscribbles notes on scrappy pieces of paperdoesn't seem to know very much about the job onoffer.


Why should the interviewer be in this state? Apart fromthe obvious reason of simply being poorly prepared orfundamentally unable to cope, here are a few others:

1. He or she may be a line manager who has onlyrecently received all the relevant papers from thepersonnel department and has been unable to spendenough time preparing.

2. He or she may be a line manager whose mind is onday-to-day organisational problems rather than staffrecruitment. As far as this recruiter is concerned,recruitment should be somebody else's responsibilityanyway.

3. The interviewer may be someone standing in at veryshort notice for a sick or absent colleague.

4. The interviewer may be a personnel manager con-ducting the interview without technical back-up froma line manager.

This last example is not necessarily something to worryabout. If you find yourself in this situation, there is a goodchance your technical abilities have already beenaccepted. What is being sought is the right personalityto fit the vacancy. In many non-technical posts, personnelstaff interview candidates without any line manager back-up for the same reason. Once again it's you not yourqualifications for the job - which is under the microscope.But if you wanted answers to technical questions, you aregoing to be out of luck.


'Interviewing? There's nothing to it!'This is the classic case of a line manager who believes heor she knows all there is to know on the subject of staffrecruitment and who doesn't understand what all the fussis about. Such individuals are usually supremely over-confident, but almost without exception are hopelessinterviewers. Some are very conscious of their exaltedstatus, or want to impress you with how busy they are. Beon the lookout for:

The overwhelming hale and hearty approach.

Aggressive or domineering questioning.

A willingness both to be interrupted by telephonequeries or individual members of staff, and to makeyou wait while the matter in hand is discussed,sometimes at great length.

The expression of personal opinions in leadingquestions, for example 'I've no time for people whodon't stand up for themselves, have you?'

The habit of scoring points off you, for example 'Whendid you realise you were useless at Maths?'

The openly discriminatory question or comment, suchas 'Do you plan to carry on working after you getmarried?' (asked only of female candidates). Or 'Wedon't usually take on women/blacks/Pakis here.' Or'We weren't looking for a deaf data processor' whenthe job demands high levels of hand and eye co-ordination only. Such statements are not only offensivebut also contravene the various Discrimination Actsnow in force.


This type of interviewer is unlikely to believe that they areanything less than brilliant in selecting the rightcandidate. He or she may even tell you how they usuallymake their choice. If you hear the words 'instinct' or'hunch' used as a means of choosing the successfulcandidate, you know what you are up against. This issomeone who only likes to have people working for him(or her) who will be yes-men (or women) or who reflectthe boss's preferred outlook on life. You will thereforehave a shrewd idea about the possible work environmentyou are letting yourself in for - and whether or not youwould really want the job after all.

'I don't really enjoy interviewing and I don't knowwhy I'm here.'Here is an interviewer who feels very insecure and anxiousabout the whole procedure; someone like this should havebeen kept a million miles away from the recruitmentprocess. What makes matters worse is that very often thisinterviewer's anxiety becomes infectious, reinforcing anynervousness you may already be experiencing.

The give-away signs

nervous mannerisms such as throat clearing, penfiddling, paper shuffling, lack of eye contact andrattling loose change or keys in pockets;

excessive talking on unrelated topics because ofuncertainty about what questions should be asked;

sticking to a prepared stock of questions regardless ofwhether your previous answer has already covered thenext point raised;


failing to take up obvious supplementary questionswhich follow on naturally from the answer you havegiven;

asking you to repeat factual information you havealready given earlier;

the consistent use of closed questions (where you canonly answer 'yes' or 'no');

the phrasing of questions pointing to the answer theinterviewer wants to hear, for example 'Can I take ityou enjoy working on your own?';

a tendency to agree with everything you say; or

the inability to take control of the interview at anystage.

Most interviewers in this category are specialist linemanagers; they know their limitations, have received notraining to compensate and feel thoroughly out of theirdepth. But this is not the whole story. There are those forwhom no amount of training would be of any use -particularly where the individual concerned has greatdifficulty relating to other people.

There is also the situation where an organisationrecognises the need to give its line managers some basicrecruitment instruction, but then adopts an unsatisfactorytraining programme which does little or nothing toimprove interviewing standards. GIGO (garbage in,garbage out) applies to recruitment training as well asto computer data.


On the other hand, there are circumstances where thequality of training is excellent, but the individual manageris unwilling to abandon old habits for more updatedmethods or is simply unable to take on board theexpertise required of a good recruiter.

COPING WITH A PROBLEM INTERVIEWWhen you are faced with an interview where all the cardsare stacked against you, all you can do is make the best ofa bad job. A lot depends on how you cope, so the rules tofollow are:

Recognise your predicament

What exactly is the problem? Timing, the place or theperson? Are you going to be kept waiting longer thannecessary? Is the interview venue unsuitable? Is theinterviewer's approach unhelpful?

Try not to become flustered

Think positively. How can you overcome the difficultiesyou have identified? Can you overcome them? Makeconstructive use of any time you have to kill, even if thismeans getting out of your seat and walking to thecloakroom two or three times. Treat interruptions duringthe interview or the unsuitability of the location as minorinconveniences. Handle your interviewer with care.

What about an aggressive or discriminatinginterviewer?

Coping with aggression

For your own peace of mind try to remain calm and retainyour dignity if at all possible. Avoid getting into a directconfrontation if you can, especially if this is likely to


degenerate into a heated argument. This may not be easy,as it is often difficult to hide personal anger or irritationunder these circumstances, particularly if the behaviour ofyour interviewer is intolerable.

Coping with discrimination

If you feel by the manner of the questioning that you arebeing discriminated against on the grounds of your raceor sex, or because of your disability, this is unlawful. Inthis situation, you really have only two choices:

1. Answer the question as best you can without rancour;or

2. Smile and suggest politely that the line of questioningis inappropriate.

Telling your interviewer that he or she is acting unlawfully,however, is not likely to improve matters. You will eitherinflame an already potentially explosive situation orproduce acute embarrassment where the lapse was justthe result of thoughtlessness. By antagonising or belittlingyour interviewer, you are in a no-win situation.

Walking out, by the way, is something you should only doas the last resort.

It's worth mentioning here, perhaps, that some inter-viewers think it's smart to harass a candidate to see howthey respond under pressure, even though this is notrecognised as good recruitment practice. Where theharassment is on a religious, racial, sexual or disabilitybasis, however, you have every right to take the matterfurther. There is now a range of European Directives and


UK Statute Law under which you can proceed. You willnot be alone. You have only to look at the number ofcases which continue to come before employmenttribunals and higher courts to realise there is still greatignorance of the legal obligations of employers in the fieldof recruitment and selection.

If you suspect or have good reason to believe you havebeen the subject of discrimination, the best time to act iswhen you receive confirmation that you have not beenoffered the job. If you feel the main reason for this isdiscrimination on the grounds of your religion, race orethnic origin, contact:

The Commission for Racial EqualitySt Dunstan's House201-211 Borough High StreetLondon SE1 1GZTel: (020) 7939 0000.

or on the grounds of your sex or sexual orientation:

The Equal Opportunities CommissionArndale HouseArndale CentreManchester M4 3EQTel: (0845) 601 5901

In the case of disability discrimination contact:

The Disability Rights CommissionDRC HelplineFREEPOST MID02164Stratford upon Avon CV37 9BRTel: (08457) 622 633


Holding your own when faced with adisorganised or anxious interviewerIn these circumstances, you can do a lot to help yourselfprovided you feel confident enough to take on thechallenge. If you realise that your interviewer is in a bitof a state, your own approach can do a lot to help thesituation.

Be patient - it will be appreciated if your interviewerhas been thrown into the deep end at a moment'snotice.

Be helpful - offer information which you think is bothrelevant and useful if your interviewer seems to havedried up or lost the drift of his or her questioning.

Be tactful - avoid showing your contempt at whatseems to be total incompetence or lack of profession-alism.

Look encouraging - this can work wonders if yourinterviewer is able to rescue the situation after aninitially shaky start.

Anything you do to make your interviewer feel better willput you in a favourable light as far as he or she isconcerned. It also says a great deal for your maturity, yourlevel of awareness, your interpersonal skills and yourability to handle difficult situations. So don't blow yourchances unnecessarily. Interviewers are human beings,too, and have their 'off days like the rest of us.


CHECKLISTWhat tell-tale signs are there that the interview processcould be less than perfect?

Is your interviewer a line manager, or personnelofficer? What can you tell from this?

Have you identified all the problem areas which couldarise?

What are your plans to overcome or alleviate eachproblem identified?

Whatever happens, will you be able to set up andmaintain a good rapport with your interviewer?

How would you handle a point of no return, where youfelt you would have to speak out or leave?

The Waiting Game

MAKING THE BEST USE OF THE INTERVIEWEXPERIENCEWhen you leave the interview room, your adrenalin levelwill still be quite high. You may find yourself experiencingall sorts of reactions from exhilaration and excitement tothe deepest, darkest depression and a sense of anti-climax.Unless you make a positive effort, the valuable timeimmediately after your experience can be wasted.

If most of the interview seemed to go well, you may feelvery confident and see no need to examine yourperformance. On the other hand, if it has been a disaster,the temptation to dwell too much on each catastrophe isalmost overwhelming. In both cases, however, try to usethe experience as a source of learning to perform better infuture.

Why do I need to take stock?There are very good reasons why you should stop andtake stock of what happened as soon as possible after theevent:

1. You may have more interviews in the near future andneed to fix the events, personalities and factsassociated with this one very firmly in your mind toprevent any possible confusion.

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THE W A I T I N G G A M E / 119

2. You need to be certain your personal presentation andperformance were up to scratch. Were there any areaswhich unexpectedly let you down and need working on,or which were handled well and need remembering?

3. You need to be certain you have enough informationto decide whether or not to accept the job if it wereoffered to you.

4. If things went badly, reviewing what happened helpsyou work through your tension, and if done thoroughly,should provide positive pointers on how to handle thenext interview differently, and to better effect.

Aspects to considerThese can be split into two categories:

Have you enough information about the job?How do you rate your performance under real-lifeinterview conditions?

WEIGHING UP THE JOB INFORMATION

Basic data about the jobThis is the information you need before deciding whetheror not to accept the job if it were offered to you. To beginwith, ask yourself the following questions and write downyour answers, or any questions that spring to mind.

1. Do I have details of ALL the crucial conditions ofemployment?These include headings such as rates of pay, hours ofwork and so on as set out on page 43 in Chapter 3. If not,


make a list of the outstanding matters that still needclarification.

2. Do I really understand what the job involves and what isexpected of the successful candidate?If for any reason some areas are still unclear, note these.Are they crucial factors which would affect whether or notyou would take the job? If not, simply bear them in mindas questions which would need answering at some stage.

3. Were there any aspects of the job which the interviewerkept returning to?If so, do you think you appreciate the significance ofthese? Do they point to areas of difficulty with a previouspost-holder perhaps, or problems presented by the jobitself, or do they reflect concern over aspects of your owncandidature? Give some thought to these and make yournotes clear for future reference.

4. Was there any information given to me during theinterview which I omitted from my personal list of queries?If so, should you include a question on this subject infuture checklists, or was the information restricted to thejob in question? Revise your checklist if necessary.

5. Do I know when and how I will be notified of the result?Note this for future reference in your diary. Then, if thereis some delay you can gauge when it would be appropriatefor you to make enquiries.

Evaluating the dataRead through your notes several times before askingyourself the following questions. Write down youranswers: it will help clarify your thinking.


1. Does the additional information gained during theinterview change my original picture of the job?Is this for better or worse and why?

2. Was there anything about the interviewers or theworkplace which affected how I felt about working for theorganisation?Was this for better or worse - and why?

3. If I received a telephoned offer of employment now wouldI be able to say 'yes' or 'no' immediately?Which areas need clarification? Are there any otherreservations (say level of pay for example) which youwould prefer to have time to consider, or bring forward aspoints for negotiation?

Make sure your notes are clear and concise for easyreference. Keep them on top of the other papers relatingto the job in their folder and have them ready to hand incase you need to discuss these items over the phone atshort notice.

REVIEWING YOUR INTERVIEW

Reviewing the interviewer(s)While the details are still fresh in your mind write downthe name or names of your interviewer(s) together withtheir job titles if you did not know these previously - youmay need to use these in subsequent letters or phone calls.

After each name and title write a short physicaldescription to help you keep an image of the personconcerned. Include any mannerisms in your description


and what you believe his or her attitude was towards you.If you receive a call from your interviewer, fixing a quickmental picture of the person on the other end of the lineshould help the conversation run more smoothly.

Reviewing yourselfIf you are to learn anything from looking back at yourinterview, it is crucial to be absolutely honest withyourself. Nothing will be achieved if you aren't. Apersonal performance questionnaire is set out for you tocomplete at the end of this section (page 124).

One of the most uncomfortable parts of any interview iswhen the interviewer or interviewers seem unhappy withthe way you handle an answer to a particular question. Ifyou experienced any of the following, they are usuallywarning signs that some aspect of your candidature ismeeting with concern and casting doubts on yoursuitability to do the job:

Was the interviewer repetitive, asking increasinglymore pressing questions on the same topic?

Was the subject being raised again by a second or eventhird interviewer later in the proceedings?

Did the interviewer frown in response to your answer,or show other signs that all was not well, for instance,twisting or chewing the lips, raising an eyebrowwithout smiling or making Tm not sure about that'noises?

The reasons for these reactions could be:


1. You gave an inadequate replyThis could mean you did not provide enough detail or thatyour response was poorly thought out and woolly.

2. You misunderstood the questionIn this case, your reply was confusing and an obstacle tothe natural progression of the interview. The interviewerhad first to back-track to rephrase the question, or helpyou through it in order to get the right sort of answer.

3. There is concern over your attitudeYou have said or done something which has triggerednegative vibrations - a flippant reply perhaps, or athoughtless shrugging of the shoulders.

4. There is concern over your abilitiesSomehow you have given the impression you would not beable to carry out the duties or responsibilities of the job -perhaps by drawing attention to possible problems ordifficulties, instead of adopting a more positive approach.

What remedial action can I take?There are several ways you can avoid this happeningagain:

Clarify your answer to the problem question, orrethink this if you have not thought it throughsufficiently.

Learn to listen to the question being asked.

Learn to answer the question being asked.

PERSONAL PERFORMANCE REVIEW

1. Did I arrive on time Yes/No2. Did I allow enough time to freshen up? Yes/No3. Did I choose the right interview outfit? Yes/No4. Was there anything I would change next time? Yes/No5. If Yes, what?

6. Did I have problems with the test? Yes/No7. If Yes, list what these were

8. How would I overcome these problems next time?

9. A list of all my actions from the time I enteredthe interview room up until the interview began.

10. Was there anything I forgot to do? (See Chapter 5) Yes/No11. If Yes, what

12. Could I have improved anything? Yes/No13. If Yes, what?

14. Do I feel I settled quickly? Yes/No15. If No, why not?

16. Did I feel there was a good rapport betweenme and the interviewer? Yes/No

17. If No, why not?

18. Is there anything I could do to prevent thishappening again?

19. What was the most difficult question?

Fig. 6. Questionnaire: Personal performance review.

124

20. How did 1 handle it?21. If Well, what answer did I give?

Well/So-so/Badly

22. If So-so, how would I change my reply if I wereasked the same question again?

23. If Badly, what answer would I give if I were askedthe same question again?

24. At any stage did I drop a ^clanger'? Yes/No25. If Yes, what was it?

26. How could I avoid doing this in future?

27. Were the questions / asked appropriate? Yes/No28. If No, why did I ask them?

29. A list of all my actions from the moment the interviewclosed until the time I was outside the interview room.

30. Was there anything I forgot to do? (See Chapter 5). Yes/No31. If Yes, what?

32. Do I still feel the interview as a whole went wellor badly and why?

Note When you have completed the questionnaire, you should have amore precise picture of the good and bad points of your performancewhich can be used to help you in the future.

Fig. 6. (continued).

125


If you were quizzed on a point of fact, could theproblem be reduced by including more details in yourapplication in future?

Learn to control the urge to shrug or pull a face whenunable to answer a question immediately.

Learn to choose your words more carefully, avoidingthe use of casual or off-hand comments, or words thatcarry too strong a meaning or echo a downbeatapproach. What are your own reactions to answerssuch as - 'It was OK', 'I suppose so', 'No way!', or 'Ihated doing that'?

WAITING FOR THE RESULTYou may be desperately keen to get a particular job, butremember that unless there is more than one vacancy tofill, there is going to be only one successful candidate andseveral disappointed runners-up. During the waitingperiod, therefore, keep your job search going. You canalways withdraw other applications later on if necessary.In the meantime, keep a positive attitude and avoidmaking the mistake of telling yourself getting this job is ado-or-die situation. You will only leave yourself wide opento crushing disappointment if someone else is appointed.

Should I make the first approach?This is a very debatable point. The greatest danger lies inbeing tempted to write an enthusiastic letter the day afterthe interview. The idea behind this seems to be to impressyour recruiters, emphasising how much you would like tobe considered for the job and your willingness to beavailable immediately.


Be warned that with some recruiters this sort of approachwill go down like a brick. So avoid it. It is far better toleave your interviewers to make up their own minds thandamage your chances by being labelled a creep.

The time to begin thinking about contacting yourpotential employers is once the deadline for hearing theresult has passed. You are then perfectly within yourrights to make a tentative enquiry to find out whether thedecision will be made shortly.

Does silence mean anything?You may have been told to expect a delay of a week or sobefore hearing the result: but if you have not heard withintwo or three days after your interview, this usually meansthat someone else has been offered the post.

All is not lost, however. There is always some delaybetween the successful candidate being offered the job andhe or she accepting it. Until an employer has received thisacceptance in writing, the remaining candidates have tobe kept waiting. The reason is that the successfulcandidate does not always take up the offer, in whichcase the next best candidate will be approached.

How should I make the approach?Once you have decided you want to know one way or theother, contacting the organisation by phone is obviouslythe quickest way of being put out of your misery. It doeshave its drawbacks, however.

1. Can I cope with receiving bad news over the phone?There is something chillingly clinical about a ten second


conversation which is the mental equivalent of having abucket of ice-cold water thrown over you.

2. Am I ready to be put on the spot?You may have phoned just at the right time - the letter isbeing drafted at that very moment offering you the job.Consequently, you may be expected to give an immediateresponse, or be faced with the complexities of negotiatingsome aspect of the offer which you might not be ready for.

3. Would I accept the job on the spot if it were offered to me?If the answer is an unqualified yes, then go ahead andmake the call.

If you don't feel up to coping with hearing the good orbad news in a matter of a few tension-filled seconds, thenwriting a letter is the only alternative. Keep it brief and tothe point along the lines suggested on page 130.

The obvious disadvantage of writing a letter, of course, isthat you are kept on tenterhooks for several more dayswaiting for a reply.

BECOMING THE SUCCESSFUL CANDIDATECongratulations! Now - how do you handle success?

The telephoned offerHere you are being put on the spot. Your immediatereaction is probably one of such excitement, it is difficultto put your thoughts into any sensible order. Stay calmand consider the following questions:

Can you give an unqualified 'yes' to the offer?


Are there any points you noted down previously whichneed to be raised?

Are you happy with the replies you are given?

The unqualified 'yes'

This is the ideal situation: you know all the conditions ofservice, the duties and responsibilities of the job, and feelconfident you are the right person to take it on.

Unanswered questions

These are queries you noted down when you completedyour review which are crucial to helping you decidewhether or not you want the job.

If you have been businesslike in your approach to the jobsearch, the relevant papers with the queries on top ofthem will be to hand in the folder in your filing system. Gothrough these with your contact and write down theanswers. Don't trust yourself to remember all the detailslater on, even immediately after the phone call hasfinished. In a heightened state of excitement it's easy tomiss a vital piece of information.

Are you happy with everything?

This applies not only to the answers you receive inresponse to your queries, but also to the offer which ismade to you.

You may now discover that the rate of pay on offer is lessthan you expected. This usually occurs when a job isallocated a grade with several pay levels within it.Precisely where you will be placed depends largely on

Fig. 1, Example of a letter seeking notification of decision.

130


your age, qualifications and/or experience. It might alsobe subject to upward revision after you finish a proba-tionary period or gain a recognised qualification.

Unfortunately, some employers have a policy of placingthe newcomer on the lowest possible payment level. Unlessyou have an extremely good case for arguing otherwise,there is little room for manoeuvre. Like it or lump it.

The unqualified 'no'

It may seem strange to reach this stage and be in theposition of saying 'no' to a job offer - but it can happen.Here are some reasons why:

You have just been offered a better job elsewhere.

Your personal circumstances have suddenly andunexpectedly changed.

Now you know more about the job, it has less appealthan when you applied for it.

The conditions of employment have been varied fromthose originally set out, and are less advantageous.

Having met him or her, you are certain you will beunable to get on with your superior (although it wouldbe diplomatic to give an alternative reason).

There will be little or no opportunity to receivetraining or promotion as you were led to believe.

You are being offered less than the going rate for thejob elsewhere.


(If you decide not to pursue your application before thetime you expect to hear the result of your interview, alwaystell the organisation concerned as soon as possible. This isonly courteous and saves unnecessary consideration ofyour application. If you have not been given the result ofyour interview within the specified time however, you areunder less of an obligation to advise them of yourdecision.)

If you have to say no, say it politely and thank everyonefor their time and trouble. You might want to apply foranother position with the same organisation at some timein the future.

The possible'yes'

If you are in doubt about giving a reply straight away,don't be pushed into accepting unconditionally on thespot. By all means say you would like to accept the offer,but subject to receiving written details. This gives youmore time to think through aspects you might beuncertain about and come to a more balanced decision.

The written offerAn example of a letter offering employment is set outopposite. The great advantage of receiving a written offeris that you are allowed the luxury of spending more timeto think out your reply. However, if you are asked toconfirm or decline the offer by a certain date, then onlycircumstances beyond your control should prevent youfrom meeting this deadline. Remember, other candidatesare being held in suspense in the meantime.

FENHAM & MASSEY LTDHead Office

Fenham House, 27 Victoria RoadChillingham, CH3 9XQ

Telephone: (01234) 70707Fax: (01234) 70717

My Ref: ET(T)/ED/357/PE/td This matter is being dealt with by:Your Ref: Mrs P Edwards Ext: 2439

31 January 20XX

Dear Maxine

Appointment of Engineering Technician (Trainee)

Thank you for your letter of 26 January. I now have much pleasure inbeing able to offer you the above post at our Martonby engineering site.

Your rate of pay will commence at £200.00 per week rising to £250.00per week on completion of a satisfactory six month probationaryperiod. Full details of other conditions of service are set out on theattached sheet. If you are prepared to accept the appointment on theterms and conditions as set out, I should be grateful if you would let meknow in writing no later than 10 February 20XX.

At the same time, could you also confirm that you would be able to starton Monday, 14 February 20XX. If this is convenient, I shall make ar-rangements for Mr Quinn, the Health and Safety Officer, to meet you atthe South Gate Reception Area at 8.30 a.m. to arrange for you to be pro-vided with suitable safety equipment before handing you over to Mr Ko-nieczny, your section head.

May I take this opportunity of welcoming you to Fenham & Massey andhope you will enjoy working for the firm.

Yours sincerely

W P RaineChief Personnel Officer

Miss M Roberts46 Longworth RoadMartonbyChillingham CHI7 5RH

Fig. 8. Example of a letter making an offer of employment.

133


Read through the information you have been given in theletter and any documents which might have been sentwith it. Next, go through the headings considered under'The telephoned offer' earlier in the chapter, and becertain you can take up the appointment based on theinformation you have to hand. Are there still unresolvedqueries which need clarifying? If so, take these up on thetelephone rather than enter into a long-winded corre-spondence, particularly if you want to negotiate the rateof pay, or the date suggested for you to start work.

How do I agree to an offer in writing?

Any important letter should be roughed out in draft form.Don't send the final version until you are satisfied it sayseverything you want it to say in the proper manner.

Make a note of the points you have to cover in agreeing totake up the post, such as

pay and conditionsstarting dateany additional points such as meeting a named personat a stated time, or acknowledging attendance at anintroductory meeting with new colleagues.

Keep your letter concise and to the point, payingattention to

using the correct form of address eg Dear Mr, Ms,Mrs, Miss... Yours sincerelyaddressing it to the right personquoting any references used.


Keep a copy of your letter and pin it to the front of yourpapers in your job file. Keep these papers in a safe placefor future reference purposes as part of your careerhistory.

For practice, re-read the letter Maxine has received fromFenham & Massey Ltd and draft out how you wouldrespond if you were accepting the offer. A sample letter isset out on page 136.

How should I decline an offer in writing?

If you have to decline the offer, do so politely. Neverjeopardise your future employment chances.

As with a telephoned offer, you will be expected to givesound reasons for your decision because recruiting staff isan expensive business and time-wasters are not at allpopular.

Just as you would draft out an acceptance letter to ensureyou produced a finished product you can be proud of,treat your letter turning down the offer to the samemeticulous attention. Keep a copy on file for recordpurposes; retain the folder until you are absolutely certainyou won't need to refer to it again.

An example of how Maxine might have declined Fenham& Massey's offer is set out on page 137.

CHECKLISTDo you have all the data you need to accept the job? Ifnot, what else do you need to know?

Fig. 9. Example of a letter accepting an offer of employment.

136

Fig. 10. Example of a letter declining an offer of employment.

137


+ Have you made a handy reference note of any queries?

* Have you noted the name(s) and title(s) of yourinterviewer(s) for future reference?

+ Have you completed the questionnaire on yourperformance?

* Have you made a list of any points you need to workon?

* How do you intend to improve these?

+ Were there any aspects of your application whichseemed to worry the interviewer?

+ Can you overcome these in the future?

4 What aspects of your personal presentation would youwish to change in future?

+ Do you feel it is the right time to enquire about theresult of the interview?

+ If you tackle this by phone, have you got all youressential documentation to hand for negotiation ordiscussion purposes?

+ Have you been offered the job with conditions you canaccept?

* Have you to accept/refuse the job by a certain date?

Factors Beyond Your Control

One of the most difficult situations you have to faceduring the job search is when you are confident youhandled everything perfectly, there was a wonderfulrapport between you and your interviewer and - bang,four days later you are shot down in flames by a three-linestandard rejection letter.

WHAT WENT WRONG?Although it won't lessen the feeling of being utterlycrushed, it sometimes helps to know some of the possiblereasons why you weren't chosen.

Your lack of success this time could be due to any one ormore of the following:

* the next candidate+ interpersonal chemistry+ the non-existent vacancy* your interviewer's hidden incompetence+ the right person-wrong workplace situation.

What can we learn from each of these?

The next candidateYou may indeed have given a good account of yourselfduring the interview; your sense of well-being may have

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been reinforced by your interviewer's enthusiastic response,giving you the impression you were home and dry. Thispositive reaction to your performance was probablyperfectly genuine. Up until then you were very likely thebest candidate. Unfortunately, this happy state of affairsdid not last long. You were only the best candidate untilthe one who came after you seemed even better.

You may have been pipped at the post by only a whisker,but it is a sad fact of recruitment that runners-up arerarely told how close they came to being successful.

Interpersonal chemistryHere is a situation where two candidates of equal meritleave the recruiter in a quandary. Which one should bechosen? The answer is simple - the candidate with whomthe interviewer instinctively felt more comfortable.

There is nothing you can do to affect this type of decision.We all consciously or subconsciously like one personmore than another. It is only natural that recruiters, too,will choose the person they instinctively warmed to inpreference to someone who perhaps did not have quite thesame 'aura'.

The non-existent vacancyThis is a real time-waster. Despite the costs involved inrecruitment, there are still some jobs advertised which arealready unofficially ear-marked for an in-house candidate- someone already employed by the organisation con-cerned. This may sound a crazy situation; it reflects thelack of proper career and promotion policies within theseorganisations - notably in the public sector - where an

F A C T O R S B E Y O N D Y O U R C O N T R O L / 141

existing member of staff is obliged to compete withoutside applicants for a vacant post.

If you are short listed under these circumstances, you willsimply be in the business of making up numbers.

What makes matters worse is that such interviews can gowith a swing. This is because the interviewers are notoperating under the stress of having to genuinely pick outthe best candidate. They feel relaxed, the atmosphere isgood-natured and friendly, and you come away lulled intoa false sense of security.

If you want to check out whether any in-house candidateshave been short listed, there is no harm in asking beforeyou attend. At least this way you are half-prepared ifthings go wrong later.

Don't assume, however, that if there is an in-housecandidate, your chances are doomed from the start. Thereare occasions when the result is not a foregone conclu-sion. The existing employee may be looking for a changeof scene without having the necessary experience or skillswhen it comes to the crunch. Or, the line manager may beobliged to interview the in-house candidate because oftrade union agreements with the employer. Finding out ifthere are such agreements could be a useful exercise if youare applying for a post with an employer where tradeunion members form a large percentage of the workforce.

Your interviewer's hidden incompetenceHere is a situation where, if you had seen how yourapplication was handled once you left the interview room,


you might have had some inkling as to what went wrongwith what seemed a first-rate interview.

Some recruiters are excellent at asking all the rightquestions to get the best from a candidate, but lack theessential back-up of good organisational skills and abilityto make a proper assessment afterwards.

Inadequate recording of answers, imprecise judgements ofperformance and allowing too little time between candi-dates for a proper assessment to be made, can all add upto disaster as far as you are concerned.

You will never know when something like this ruins yourchances, and there is really nothing you can do to preventit happening.

Right person - wrong workplaceIn these circumstances your interviewer believed you wereeverything the organisation had been looking for BUT....To put it bluntly, this big 'but' is where you simply wouldnot fit into the existing workforce.

You may be applying for a job which for historicalreasons has always attracted a particular type ofapplicant. For instance, caring posts in the past havebeen predominantly held by women, whereas buildingwork has been dominated by men. If you don't match thestereotyped image, you are likely to face an uphill struggleto become the successful candidate.

The male typist, the female mechanic, and where you aredefinitely the odd one out because of your race or colour,

F A C T O R S B E Y O N D Y O U R C O N T R O L / 1 4 3

are all examples of potential problem areas. Withoutknowing the level of competence of the successfulcandidate, it is hard to prove that your sex or colour (orboth) prevented you from getting the job.

Discrimination may not stem from any prejudice on thepart of your interviewer. The danger zone might lieelsewhere, for example with the group culture that alreadyexists in the section where the vacancy has arisen. Yourinterviewer may have foreseen problems in trying to fityou into a situation where dominant personalities couldprevent your acceptance by the group. In this case, unlessyou had a chance to see and meet your potentialcolleagues, and of gauging their reaction to you, youwill only be guessing that some form of discrimination laybehind your rejection.

In an ideal world, of course, the personnel officer or linemanager would simply say you were the best candidateand go ahead and offer you the job. But life is never thatsimple. It is not always easy to change an existing workculture, even with the best of intentions. Throwing thehapless individual in at the deep end as the guinea pig isnot an ideal way of going about it.

If you do feel very strongly that your application has notsucceeded because of discrimination on the grounds ofsex, race, religion or disability, and you have proof(documents or witnesses) to back this up, seek the adviceof the Equal Opportunities Commission the Commissionfor Racial Equality, or the Disability Rights Commission.How to contact these organisations is set out in the list ofUseful Addresses at the end of the book.


SALVAGING YOUR PRIDE

Here are some tips for salvaging your pride:

Don't be disheartened

This is easier to say than to achieve, but if you cangenuinely tell yourself that you did your best, bephilosophical and look on the occasion as an opportunityto try for something better.

Don't let your standards drop

Disappointment, disillusionment and disgust can under-mine a positive approach. Whatever went wrong this time,it must not affect the way you continue your job search.Every new interview must be treated with the sameattention to detail as the first. Only this way will youeventually find success.

Continue your job search with a thorough and carefully re-searched approachThe more interviews you attend, the greater should beyour overall knowledge of competitors operating in thesame sector of industry, commerce or public service. Thiswill help you make better judgements of various employ-ers and what they have to offer.

Consider every interview as an opportunity to show yourself off toyour best advantage

You might not succeed in obtaining the job you appliedfor, but a recruiter can sometimes be sufficientlyimpressed to offer you an alternative opening.

Think of every interview as a learning experience on which to buildfor the future

Learning to handle yourself in stressful situations can be


of benefit in other interview circumstances, such as goingto the doctors, meeting your bank manager or having toattend a court of law.

COPING WITH CONTINUOUS REJECTIONIf you have been struggling with your job search for sixmonths or more and attended a whole series of interviewswithout success, it may be time to take stock of the situation.One of your options is to consult your local careers serviceproviders. Originally the careers service only provided help toyoung people, but over the years this expanded to includeother categories of jobseekers. Service providers may be listedunder a recognisable name in the business section of ThePhone Book or under the heading 'Careers Advice' in TheYellow Pages. If you are uncertain about what to do, contactyour nearest Learning and Skills Council in England whichcan be found in the business listings section of The PhoneBook, or your relevant regional government department inScotland, Wales or Northern Ireland (contact details inUseful Addresses on p. 163).

It may be that without knowing it, you have been trying tofind work in the wrong sort of employment. This is easilydone when you start your job search because you tend toconcentrate on finding jobs to match only your skills andqualifications. Important though these are, they are onlypart of the story.

Matching more than just skills and qualificationsConsider the following range of occupations. What canthey possibly have in common?


Architectural technician Pharmacy technicianBank/building society clerk StatisticianDental hygienist Textile technicianEngineering maintenance worker Veterinary nurseMerchant navy deck officer

The answer? A good GCSE pass in science or maths.

You can see from this list (which is far from complete bythe way) that jobs requiring basic qualifications can offera tremendous variety of work environments and careerprospects. They cater for the person who likes workingalone, or enjoys working as part of a team; for the personwith creative flair, or steady persistence; for the officeworker, or the person who wants to travel the world; forthe sociable sort who likes meeting people, or someonewho prefers to work with animals; for the person skilledwith their hands, or someone academically inclined.

The right choice of job depends not just on qualificationsbut on personal motivation and preferences, too. You maynot even know that some of these exist and this is where thecareers service providers can help. He or she will be able toadvise you on alternative opportunities to match yourpersonality as well as your skills and abilities.

You may discover that your preferred job calls foradditional qualifications, or better grades, and you mayneed to consider a spell of further education or trainingto help you attain your objective. Alternatively, aftergiving the matter thought, you may feel you would bebetter setting up in business on your own.


Getting other well qualified help and adviceIf after your discussion with the careers adviser, you still donot know what to do for the best, then it may be time to seekthe advice of an occupational psychologist. Career Analystsin London, for example, has been established since 1965 andhas a good reputation for providing sound advice andcounselling to people of every background and age group.

Counselling is confidential. It is based on results from arange of psychometric tests which are broadly similar tothose used by many larger firms for recruiting staff. Acomprehensive report is prepared giving practical gui-dance and there is a follow-up questionnaire to check yourprogress two years afterwards. If you want furtherinformation on the careers guidance available, write to:

Career AnalystsCareer House90 Gloucester PlaceLondon W1H 4BLTel: (020) 7935 5452. Fax: (020) 7486 9922.

All is not lost. Sometimes the problem just has to betackled in a different way. All you need is the right sort ofguidance to help you do just that.

CHECKLIST* Were you 100% satisfied with your performance duringthe interview?

* Was there anything you saw, heard, or which happenedbefore, during or after your interview which mightexplain your rejection?


Was there an in-house candidate?

Were you applying for a job which might have a genderstereotype?

Are there any grounds for pursuing action against yourinterviewer under the Race Relations, Sex Discrimina-tion or Disability Discrimination Acts?

Are you trying for the wrong sort of job?

Could you make a list of what alternatives areavailable?

Would you be better improving your qualifications?

How would you go about this?

Should you perhaps be thinking about working foryourself?

College Interviews

WHEN THE INTERVIEW PLAYS A DECISIVEROLENot all offers of a college place depend solely on obtainingthe right grades in your examination results. In somecases, these are simply the first rung of the ladder. Youmay be expected to sit further tests, or to 'pass' aninterview before being offered a place.

Where colleges offer courses in specific areas of activity,such as drama, teacher training, agriculture or marineelectronics, the interview is an integral part of theselection procedure. The more prestigious the college,the more rigorous the entry requirements. The same canbe said when a course has more candidates than placesavailable, and the college is able to pick and choose fromthe best of those applying.

If you are in a competitive situation with a collegeinterview, rather than simply going through a ritualacceptance procedure, you need to be prepared to adoptthe right approach to be successful.

'YOU ARE INVITED TO ATTEND../

What does this mean to the college?Basically, the college has sifted through the applicationsand decided they like the 'look' of you. They want to

149

10


choose the best from a pool of possibles and on the face ofit, you have the makings of being a successful student.

Colleges want successful students, particularly where theyare seeking to maintain a high standard or a nationalreputation for producing first-rate, employable 'gradu-ates'. Specialist colleges in particular are concerned tominimise the drop-out rate on courses. They will thereforedo everything possible to ensure that, barring unforeseencircumstances, the students allocated places will literally'stay the course'.

What does this mean to me?Being invited to a college interview means exactly thesame as being invited to a job interview - you havecrossed the first selection hurdle. From now on, you needto be ready to demonstrate that 'something' extra thatwill lift your candidature above the rest. More impor-tantly, you need to be very clear in your mind why youhave chosen that particular college to further yourintended career, and why you have chosen that particularcareer in the first place. If you fudge either issue, youcould be in for trouble.

THE LETTER OF INVITATIONThis is no different in principle from the letter invitingyou to a job interview. It should tell you everything youneed to know to plan ahead:

+ date, time and place of interview+ whether you will be required to take some form of test+ what documents you should take with you+ who will meet you

C O L L E G E I N T E R V I E W S / 151

* travelling and/or lodging expenses+ who and how to contact to confirm attendance.

Date, time and place of interviewCollege interviews almost always involve either half-a-dayor a whole day visit to the college premises. This givescandidates a chance to look round, meet the staff andsometimes students already established on their courses. Italso allows college staff to see how you respond to thesurroundings and the people you meet.

Attending a college interview is much more likely than ajob interview to involve long-distance travel arrange-ments, or even an overnight stay. You will need to startmaking enquiries as soon as possible to cover both thesepoints so that any problems can be sorted out with thecollege at the time you write or telephone to confirm yourattendance.

Will I be expected to take a test?For some technical courses, you may be expected to takean entrance examination. This will be designed toovercome the problems of varying subject content in thecurricula options offered by the various GCSE ExaminingBoards, which make comparison between studentsdifficult. If you are a mature student, the college maywant to have an idea of the current state of your abilities.

A college specialising in the performing arts will naturallyexpect you to demonstrate your ability at an audition.

Your letter should tell you whether you need to take anyequipment with you. Be sure to act on this.


What documents should I take?Even if these are not specified, always take with you:

+ any educational certificates

+ your record of achievement

+ any relevant project work completed either at schoolor at home as part of a hobby

+ if you are a mature student, any other documentaryevidence to support why you want to return to study.

References from a previous employer or your head teacherare usually taken up direct by the college. However, if youhave a testimonial from some other person of authority tosupport your application, then there is no harm in takingthis along with you and offering it for inspection at theappropriate time.

Will someone meet me?Your instructions might simply tell you to report at theenquiry office or reception area at a particular time.However, some colleges like to greet potential students ona more personal basis. You may therefore be met by amember of staff, or a student in his or her final year, orboth. One or other will then show you round the college,make any necessary introductions and take you to thewaiting area. If there is to be an examination or test thecandidates will probably all take it at the same time forease of administration. You could have a lot of hangingaround to do before you go in for your interview proper.


What about travelling/lodging expenses?You will need to check whether you are expected to meetthese expenses out of your own pocket or whetherexpenses are paid only for certain types of transport. Ifthis is not mentioned in the letter, contact the collegeadministration department and clarify the situation wellin advance.

How should I reply to the letter?Treat your response to a college interview just as youwould for a job interview (see Chapter 1).

+ Check your personal availability at the time and datesuggested.

+ Negotiate a new time and date if either or both presentinsurmountable problems.

+ Clarify any points in the letter which you may not fullyunderstand, or take up any queries you may have.

+ Confirm your attendance in the manner requested.

PERSONAL PRESENTATION

What should I wear?The 'scruffy' student image is not as acceptable as mightbe imagined. In college interviews a good personalpresentation is still expected both in what you wear andhow you look.

If you are applying for a place in a college associated withthe performing arts, then a certain amount of flamboy-ance is expected - it is part and parcel of your Image'building. But for most interviews it simply doesn't pay to


turn up looking like a multi-coloured tramp. Dress incasual wear by all means, but let it be clean - never scruffyor threadbare. The way you dress and maintain yourselfsays something about your state of mind. If you can't bebothered to present yourself properly, you will give theimpression this is how you will approach your work. Asmentioned earlier in the chapter, colleges want successfulstudents, not potential drop-outs.

In some colleges, particularly those with strong author-itarian traditions or where you will be issued with auniform, you will be expected to turn up smartly dressedand well groomed. Anything less will be unacceptable.

Some general tips on appearance

1. Regard personal cleanliness as important.

2. Wear clothes which give the impression they are cleanand in reasonably good condition.

3. Don't set out to use the interview as a platform formaking an obscure personal statement on life oranything else. This is not the time or place.

4. Don't expect universal enthusiasm for personalidiosyncrasies.

Acting the partGo back to Chapter 2 and refresh your memory on howthis should be approached to show yourself off to the bestadvantage. Pay special attention to:

+ nervous mannerisms and irritating habits

+ bad posture when walking, standing or sitting


* negative body language that contradicts what you aresaying

+ mumbling, indistinct speech, or poor content, withover-fondness for meaningless phrases or 'you-knows'.

As with job interview preparation, take any remedialaction which might be necessary and work at it.

BACKGROUND PREPARATIONBasic groundwork is just as important for competitivecollege interviews as it is when you are going for a job.This research not only helps you to be sure you areapplying for the right reasons but also confirms yourcommitment in the eyes of the college. A college,particularly one which specialises, will be looking forstudents who can demonstrate all of the following:

+ A clear understanding of what they want to do withtheir lives.

+ Evidence of thorough research into the educationalneeds of their chosen careers.

+ Evidence of detailed comparisons of all the coursesavailable to pursue those careers.

* The choice of college for the quality or type of courseon offer.

* The motivation to complete the course once started,come what may.

+ The self-awareness to know they have the rightpersonality for the career they have chosen.


+ Proof that the interest is genuine by efforts to obtainwork experience in related fields.

* The potential to complete the course successfully.

+ The intention to follow a career relevant to the courseapplied for.

With these requirements in mind, therefore, write downyour own reasons for the following:

1. Why did you choose this particular course?

2. Why did you choose this particular college inpreference to any other?

Leading on from this, write down how you would be ableto show from your school work, hobbies, leisure interestsor work experience:

3. Your competence to complete the course successfully.

4. Your motivation to do so.

5. Your commitment to following up the course with anappropriate career.

Questions to ask yourselfLooking at the reasons you have given for choosing thecourse, are these reasons clear, valid and justifiable, or dothey give the impression of woolly-mindedness?

Does some difficulty lie in the fact you are unclear aboutcertain aspects of the course? If this is the case, write thesedown separately so you can clarify them during theinterview.


What about your choice of college? Did you find outwhich colleges offered the relevant course you wereinterested in, and compare their prospectuses to find theone best suited to you? Your reasons for choosing thisparticular college should be valid from both an educa-tional and college point of view. Reasons such as 'my bestfriend has applied', or 'it's a nice part of the country',might be true, but they are unlikely to cut much ice withyour interviewer.

Importance of showing the right attitude

How can you demonstrate your potential to complete acourse successfully? The answer lies in your attitude toschool work and your approach to study. With this inmind ask yourself the following and write down theanswers:

+ Does my record of achievement and/or educationalcertificates reflect a positive picture?

+ Are there any areas of poor or less than satisfactoryperformance?

+ Do I have valid reasons to explain these, such assickness, family mobility or domestic crises?

+ Are there any areas where I know my performance isweak? Would it be better to honestly admit this andrecognise the need to work harder to improve?

* Is there any way I can demonstrate that I would beable to rectify these problems in future?


Next, think about what motivated you to decide to takethe course. The specialist colleges in particular wantstudents who have really thought through their careergoals and are not just rilling in time hoping something willturn up at the end of it all. Some take pride in thepercentage of students who successfully complete theircourses and go straight into related employment.

Your interviewers will be looking for evidence that youreally sought appropriate work experience opportunitiesin your chosen field, whether in the form of a temporaryjob, evening work, a Saturday job or a holiday placement.

Questions to ask yourself on work experience

Look at the questions below and ask yourself if theanswers really do support your application:

+ Does your work experience reflect your enthusiasm topursue a career relevant to the course?

+ If not, what reasons can you give to explain this andare they valid? For example, you may have intended topursue a completely different career but an unexpectedincident in your life has dramatically changed yourmind. It has to be said that this dramatic event musthave occurred very recently otherwise you would havehad time to obtain the necessary experience expectedof you.

+ If you have not had any work experience, for whateverreason, can you demonstrate enthusiasm by youractivities elsewhere? In many caring roles, for instance,you could not be employed until you were qualified,but you might well be able to gain experience through


voluntary work. Your hobbies, leisure interests oradditional study in your free time can also demon-strate your enthusiasm - provided they are relevant.

At this point, look through all your answers and ask ifthey give a good impression of your determination anddrive. Do you feel there is anything lacking on unconvin-cing about them? If so, perhaps you should stop and askyourself where you are going in life - and why. If you can'tconvince yourself that you have a good reason for doingsomething, you are unlikely to be able to convince anyoneelse.

GETTING YOUR ACT TOGETHERHave all your pre-interview preparations completed theday before, just as you would for a job interview:

* Check your travelling schedule.+ Have your interview outfit ready to wear.* Organise what you will need to take with you.* Know who to contact at the college in an emergency.

Re-read the section in Chapter 4 which deals with thisstage of your preparation in greater detail.

ATTENDING THE COLLEGE INTERVIEWCollege interviews are usually less formal than jobinterviews. Where the student is under eighteen, parentsmay also be invited to attend to look round the college atthe same time. In some cases they may be asked to bepresent during the interview, though not to take part.


The interview is usually on a one-to-one basis, theinterviewer most likely to be the senior tutor involved inthe course. There are occasions, however, when thecollege principal may also be present, or a second tutor.So the same rule applies as for job interviews - beprepared for anything.

Not including an entrance examination or test, theinterview itself will typically last 30-45 minutes andconcentrate on the following:

+ Your family background.

+ Your educational achievements.

* Your reasons for choosing a particular career.

* Why the course appealed to you above any alternativethere might have been.

+ Why you chose to apply to this college in preference toany other offering similar courses.

+ How you spend your free time.

+ What work experience or hobbies you have thatdemonstrate your motivation to pursue your career.

At the end of the interview, you will be invited to askquestions, so do take the opportunity of clarifying anypoints you may have on your list of queries which have notbeen answered during the course of the interview.


Dos and don'ts of college interviewsDo:

Remember to present yourself in a positive light.Listen carefully to the questions you are asked.Answer the question asked and not the question you

would have liked to have been asked.Answer all the questions honestly.Consciously try to relax.Treat any examination or test as an important part of the

interview process.

Don't:

Reduce your answers to a simple 'yes' or kno' if moreinformation is required.

Behave in a casual, off-hand or pompous manner.Smoke.Swear.Drink alcohol or take stimulants or relaxants before the

interview.

Good luck!

CHECKLIST* Can you attend at the time and date specified or do youneed to make alternative arrangements?

* Have you planned your travelling schedule to allowsufficient time for your journey?

4 Do you know what you are expected to take with you?

* Will there be any sort of test or examination as part ofthe interview?


Do you know exactly what this test or examinationinvolves?

If you fail the test or examination, will this prevent youfrom being selected?

Does any of the information you have received fromthe college need clarifying?

Are there any aspects of your personal presentationwhich need to be brushed up before the interview?

Are you quite clear why you have chosen the course?

Are you quite clear why you have chosen the college?

How will you be able to show you have the skills andabilities to successfully complete the course?

Useful Addresses

British Psychological Society, St Andrews House, 48Princess Road East, Leicester LEI 7DR. Tel: (0116)254 9568; Fax: (0116) 247 0787;Email: [email protected]

Career Analysts Ltd, Career House, 90 Gloucester Place,London W1H 4BL. Tel: (020) 7935 5452; Fax: (020)7486 9922; Email: info(a careeranalysts.co.uk;Website: www.careeranalysts.co.uk

Chartered Institute of Personnel and Development, 151The Broadway, Wimbledon, London SW19 1JQ. Tel:(020) 8612 6200; Fax: (020) 8612 6201; Email:cipd(<? cipd.co.uk; Website: www.cipd.co.uk

Commission for Racial Equality, St Dunstan's House,201-211 Borough High Street, London SE1 1GZ.Tel: (020) 7939 0000; Fax: (020) 7939 0001; Email:info(rt cre.gov.uk; Website: www.cre.gov.uk

Department of Employment & Learning in NorthernIreland, Adelaide House, 39-49 Adelaide Street,Belfast BT2 8FD. Tel: (028) 9025 7777; Fax: (028)9025 7778; Website: www.delni.gov.uk

Disability Rights Commission, DRC Helpline, FreepostMID02164, Stratford upon Avon, CV37 9BR.Tel: (08457) 622 633; Textphone: (08457) 622 644;Fax: (08457) 778 878; Website: www.drc.gov.uk

163

www.careeranalysts.co.uk

www.cipd.co.uk

www.cre.gov.uk

www.delni.gov.uk

www.drc.gov.uk


Equal Opportunities Commission, Arndale House, Arn-dale Centre, Manchester M4 3EQ. Tel: (0845) 6015901; Email: [email protected];Website: www.eoc.org.uk

National Assembly for Wales, Cardiff Bay, Cardiff CF991NA. Tel: (029)2082 5111;Website: www.wales.gov.uk

Scottish Executive Enterprise and Lifelong LearningDepartment, Meridian Court, Cadogan Street, Glas-gow G2 6AT. Tel: (08457) 741 741;Email: [email protected]: www.scotland.gov.uk

www.eoc.org.uk

www.wales.gov.uk

www.scotland.gov.uk

Further Reading

A~Z of Careers and Jobs, Irene Krechowiecka (KoganPage, l l th edition, 2004)

Aptitude, Personality and Motivation Tests, Jim Barrett(Kogan Page, 2004)

Be Prepared, Julie-Ann Amos (How To Books, 2ndedition, 2004)

Communicate to Win, Richard Denny (Kogan Page, 2001)The Definitive Book of Body Language, Allan Pease

(Orion Books, 2004)Great Answers to Tough Interview Questions, Martin John

Yate (Kogan Page, 5th edition, 2001)Handling Tough Job Interviews, Julie-Ann Amos (How To

Books, 2nd edition, 2004)Handwriting Analysis: the complete basic book, Karen

Amend and Mary S Ruiz (Newcastle Pub. Co. US,1986)

How to Master Psychometric Tests, Mark Parkinson(Kogan Page, 3rd edition, 2004)

How to Pass Numeracy Tests, Harry Tolley and KenThomas (Kogan Page, 2nd edition, 2000)

How to Pass Technical Selection Tests, Sanjay Modha andMike Bryon (Kogan Page, 2nd edition, 1998)

How to Pass Verbal Reasoning Tests, Harry Tolley andKen Thomas (Kogan Page, 2nd edition, 2000)

165


Passing Psychometric Tests, Andrea Shavick (How ToBooks, 2002)

Succeeding at Interviews, Judith Verity (How To Books,3rd edition, 2004)

Successful Interviewing Skills, Rebecca Corfield (KoganPage, 3rd edition, 2002)

Successful Interviews Every Time, Rob Yeung (How ToBooks, 2nd edition, 2004)

Test Your Own Aptitude, Geoff Williams and Jim Barrett(Kogan Page, 3rd edition, 2003)

Glossary

accredited user: someone qualified to administer psycho-metric tests.

aptitude tests: a series of exercises to be completed withina given time to show whether or not you have the skillsor abilities needed to be proficient at a particular job.

body language: the conscious or unconscious signals givento others by using certain gestures, facial expressionsand body movements.

British Psychological Society (BPS): the professionalbody for practising psychologists in Great Britain.

career history: the record of your working life comprisingjob descriptions, main duties and responsibilities,names and addresses of employers and dates whenemployed.

Chamber of Trade: a group of businessmen and womenwho work together to promote local trade.

Chartered Institute of Personnel and Development (CIPD):the professional organisation for those working inpersonnel, t raining and development (humanresources) in the UK and the Republic of Ireland.

closed questions: fact-finding questions which restrictanswers to "Yes' or "No"1.

cloven hoof effect: the reduction of your chances of successarising from a single aspect of your appearance orbehaviour causing disapproval. See also halo effect.

167


Commission for Racial Equality (CRE): an organisationset up under the Race Relations Act 1976 to worktowards the elimination of discrimination and topromote good relations between different racialgroups.

competencies: a range of skills or abilities necessary tomeet standards which have been identified as essentialfor the good performance of a job.

conditions of employment: the terms on which a particularjob is offered by an employer.

contract of employment: the legally binding agreementmade between an employer and employee to confirmacceptance on both sides of the conditions of employ-ment.

Customer Services Department: the department of anorganisation which deals directly with the public toresolve customer difficulties or queries.

Disability Rights Commission (DRC): an independentbody established to stop discrimination and promoteequality of opportunity for disabled people in Britain.

Equal Opportunities Commission (EOC): an organisationset up under the Sex Discrimination Act 1975 topromote equality of opportunity regardless of sex orsexual orientation.

eye contact: a means of maintaining good communicationwith someone during an interview or conversation bymoving the area of concentration within the triangleformed by the other person's eyes and the end of theirnose.

graphology: the study of personality or character fromanalysing the style of an individual's handwriting.

G L O S S A R Y / 169

group culture: an agreed set of'rules' or attitudes adoptedby a group of people with which only members of thegroup can identify.

halo effect: the enhancement of your chances of successbrought about by a single aspect of your appearanceor behaviour meeting with approval. See also clovenhoof effect,

in-house candidate: a candidate for a job vacancy who isalready employed by the organisation in which thevacancy occurs.

interpersonal chemistry: the instinctive reaction of oneperson to another when meeting for the first time.

interpersonal skills: your ability to relate to or react withother people in social or working environments.

job description: a list of broadly defined duties andresponsibilities attached to a particular job.

job title: the name given to a particular job by anemploying organisation.

key word: a word which acts as a memory jogger to aseries of interrelated topics.

Learning and Skills Councils (LSCs): 47 locally basedorganisations in England with responsibility for over-16s training provision.

line manager: a manager responsible for the operationalor production processes of a company.

motivational drives: aspects of personality which make onedecide to do one thing rather than another.

Murphy's Law: the supposition that what can go wrongwill go wrong.

occupational psychologist: a trained practitioner in humanbehaviour who can advise through the use ofpsychometric tests on the best career to match


individual skills, personality and motivational drives.open questions: questions which give an opportunity to

provide a full answer including explanations oradditional information as necessary.

organisational structure: how a business or organisation isdivided up into divisions, departments and so on forthe purposes of production processes or managerialcontrol.

panel interview: an interview with more than threeinterviewers sitting together, usually acting under theguidance of a chairman or woman. (Panel interviewstend to be used for senior appointments, particularlyin the public sector.)

person specification: an alternative to a job descriptionwhich concentrates on the skills and competencies ofthe successful candidate to meet the demands of a job,rather than concentrating on the duties and respon-sibilities of the job itself.

personality test: a questionnaire designed to identify aperson's personality traits used by employers to helpmatch the right person to the demands of a job.

personality traits: a set of characteristics which can begrouped together to forecast a person's response toparticular situations.

private sector: that part of the country's economy which isowned and operated by private individuals and firms.

psychometric tests: aptitude tests and personality testsdesigned to measure a range of skills, generalintelligence, personality traits and motivational drives.

Public Relations Department: the department of anorganisation with responsibility for providing mem-bers of the public with the best possible image of the

G L O S S A R Y / 171

organisation concerned.public sector: that part of the economy which includes

government financed industry and the social servicesincluding the health service, government departmentsand local government.

short list: the small number of candidates selected fromthe larger number of applicants to attend for inter-view.

transferable or portable skills: special talents or abilitieswhich can be adapted or reshaped by an individual tosuit different working environments.

Travel to Interview Scheme: a scheme operated byJobcentres to provide financial help for people inreceipt of benefits to meet the cost of travelling to aninterview venue.

UK Kompass Register: a work of reference in fourvolumes providing in-depth UK company and productinformation.

Who Owns Whom: a work of reference published by Dunand Bradstreet detailing UK company ownership, andconnections.

work experience: the time you spend in a workingenvironment acquiring skills and knowledge of work-ing practices.

Index

ability tests, 64, 67-73acuity tests, 71manual dexterity tests,

71-2mechanical or technical

reasoning, 70-1numerical reasoning,

68-9, 73perceptual reasoning,

69-70spatial reasoning, 70verbal reasoning, 68, 72-

3accredited user, 13, 66annual reports, 40assessment

by interviewer, 14—15,90-7self, 34-5, 44-51, 63,81, 103^, 117, 122-6,136-7, 147-8, 156-9,161-2

body language, 30-2, 34-5,62

British PsychologicalSociety (EPS), 13, 66

Career Analysts, 147

career history, 136careers service providers,

145-7Chamber of Trade, 33Chartered Institute of

Personnel andDevelopment (CIPD),33, 82, 105, 107

cloven hoof effect, 22Commission for Racial

Equality (CRE), 115,143

conditions of employment,41, 131

contract of employment,41

Customer ServicesDepartments, 40

Disability DiscriminationAct, 10

Disability RightsCommission (DRC),115, 143

disability problems, 10-11discrimination

disability, 10 11, 77,110, 114-5, 143racial, 110, 114-5, 143

173


sex, 110, 114-5, 143

educational certificates, 11,52, 152

employment, previous, 96Equal Opportunities

Commission (EOC),115, 143

eye contact, 31, 62, 87, 91,111

financial assistancefor interview expenses,7-10, 116

further education, 45, 146,149-61

graphology, 77group culture, 143

halo effect, 22handwriting analysis (see

graphology)hobbies, 45, 49, 94-5, 97,

152, 156, 159

in-house candidates, 140interest (see hobbies)interpersonal chemistry,

140interpersonal skills, 116interview locations

college, 150disability/mobility

problems, 10-11recruitment and

selection, 3, 7-9, 53,

83, 106-7interview questions

college, 156-61recruitment and

selection, 45-50, 84,91-102

interview technique, helpwith, 33^

interviewerscollege, 160panel, 83recruitment and

selection, 14-15, 83-5, 107-13, 121-6,141-3

interviewsbad, 105-17college, 149-61confirming attendance,

3, 16-17, 153conflicting

commitments, 4—7declining attendance, 3,

17-18good, 82-103mock, 33, 36panel, 83

irritating habits, 30, 34

jobadvertisements, 1, 39, 42basic data, 39, 119-121descriptions, 1, 41-3duties and

responsibilities, 89organisational context,

39, 41-3

I N D E X / 175

qualities needed, 43-5queries, 43-5, 100-2

job offersaccepting, 128-36declining, 131-2, 136

Jobcentre/Jobcentreplus,9, 33

key words, 46, 89

Learning and SkillsCouncils (LSCs), 33,145

leisure interests, 45, 49, 94-5, 97

letter writing techniques,16-21, 130, 132-6, 138

line manager, 14, 83, 107,112

mobile phones, 26mobility problems, 10-11motivational drives, 12, 60,

90, 94. 95, 97

nervous mannerisms, 2930, 34, 111

non-existent vacancy, 140-1

occupationalpsychologists, 12, 66,147

organisational structure,39, 89

overnight absence, 28-9,53. 151

performance review, 36,122-6

person specification (seejob description)

personal appearance, 22-8,57-8, 153-5

personal organisation, 1,11-12, 22-9, 37-9, 52-8, 155-9

personal presentation, 22-5, 30-2, 86-7, 97-100,113-16, 144, 153-5, 161

personality tests, 64-7, 74-7, 80

personality traits, 12, 60Personnel staff, 14, 82-6,

107, 109portable skills (see

transferable skills)Public Relations

Department, 40

qualifications, 44, 45, 90,92

questionsclosed, 98, 112college, 156-61open, 84recruitment and

selection, 45-50, 84,91-102

record of achievement, 11,52, 152

rejection, 145 7research into

college courses, 155-7job requirements, 41-3


organisations, 39-^41

school certificates, 11, 52,152

self-assessment, 18-19, 34-6,44-51, 63, 81, 103-4,117, 136-7, 147-8, 156-9, 161-2

short list, 3, 141sickness, 58-9, 157skills, 44-5, 90speaking technique, 32, 34,

88stress, 29-32, 56-61, 97-8,

99, 113

telephone technique, 6-7,11, 13, 58-9, 127-8,131-3

testsability, 64, 67-73, 80aptitude, 12, 60

entrance, 151psychometric, 12, 13-14,

65-7, 147selection, 64-81

transferable skills, 15, 44,90

travel arrangements, 8-10,53, 57-8, 151, 153

Travel to InterviewScheme, 9

UK Kompass Register, 40

videos, 33vocational guidance, 39-

41, 145-7

watches, 26Who Owns Whom, 40work experience, 44, 49,

90, 95-6, 156, 158

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