succeeding at interviews

8/3/2019 Succeeding at Interviews

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Succeeding at Interviews

PRESENTED BY

PROF (DR.) SHEFALI BAKSHI



The interview process

Interview objectives

Types of questions

Interviewers



Interviewee’s objectives are to:

Gain the initiative-an offer or commitment

Present yourself in the best possible light Make known your talents and expertise

Fill gaps in knowledge about the job and organisation

Meet future colleagues/managers

Be clear about whether or not to accept the post

Interviewer’s objectives are to: Find the most suitable person

Encourage you to express yourself fully Look for specific skills and achievements

Sell the job and organisation

Assess your initial impact and social fit

Appoint the right person



Assessment categories

Interest in the post

Potential to mix with others

Intelligence

Ability to sustain an argument

Common sense

Communication skills

Interests, politics, hobbies

Technical knowledge

Motivation

Career hopes

Appearance



Types of questions

Open Qs.

Probing Qs

Closed Qs

Hypothetical Qs

Leading Qs

Difficult Qs

Negative Qs

Discriminatory Qs



Open Qs: This is where interviewers give you

the chance to talk. They want to hear your ideas

and see how you develop an answer. OQ start

with: Who, What, Where, When, Which and

How. For ex: What level of budget responsibility

have you had throughout your career? Who, What, Where, When, Which, Why and How

For example:

What level of budget responsibility have you had

throughout your career?

How did you implement Investors in People?



Probing Qs: When interviewers are

particularly interested in your reply and want

further information, they will use probing Qs.tofocus in on the subject.

For ex:

Tell me about your research to date How did you manage the change?

What made you respond in that way?

It’s rather like a funnelling process where the

interviewer moves from general Qs to specific

examples.



Closed Qs: Direct Qs that tend to pin you down

to a factual reply or to a ‘yes’ or ‘no’ answer.

For ex: Were you responsible for managing a budget inyour last job?

Are you familiar with Investors in People?

Qs such as these can inhibit you and restrict your freedom inpresenting information. For ex, you may not have been

responsible for the budget in your last post but have hadsuch responsibilities in the past. If you are not able tocommunicate this information it may reduce your chancesof being successful. Always try to highlight relevantprevious experience.



Leading Qs are the opposite to hypothetical

qs. The interviewer steers you to the kind

of ans they expect. LQ do not giveinterviewers much of an idea about you,

though you will have an insight into their

thinking. It is best not to rock the boat; gowhere the qs are leading and check if you

are unclear.

For ex: As you have had experience of budgeting,

I’m sure you wouldn’t ….

With regard to Investors in People, you are

obviously aware of the problems with …



Difficult Qs: These take many shape and forms.

Give yourself a moment to think, rather than

trying to start answering immediately. Don’t beevasive.Anticipate the difficult areas for you and

be prepared for them.

For ex: I see you have a gap of 3 years in your

employment; what did you do during that time? This job requires the professional diploma. How

are you going to make up the shortfall in your

qualifications?

Some qs will take you by surprise; take your time

over them. Remember, the interviewer is trying to

give you the opportunity to put yourself forward

in the best possible light, not putting you down.



Discriminatory Qs: These sorts of qs are still

asked at interview, particularly of women and

minority groups.

For ex: How does your husband feel about you applying forthis post?

What effect might the increased responsibility have on your

family life? Are you planning to have a family?

Ethnic minorities may be asked: For ex: How would yourespond to criticism from a white candidate?

What impression of this organisation do you think your accentwould give?

These all need to be handled very carefully. You can clarify

the relevance of the question.



1. The disorganised interviewer: Allow time to settle down and find the papers or notes

that they need. 2. The unprepared interviewer: Be calm

and patient and think how it would be working

with them. 3. The nervous interviewer: They will be

grateful if you offer relevant information and

loosely control the interview. Be careful not to

patronise.

4. The aggressive interviewer: Don’t get

provoked by him. Give positive explanation,

rather apologising for any gaps or failings in your



AN INTERVIEWER MAYBE:

Has not read your CV.

Gets aggressive to see how you react

under stress.

Is constantly disturbed.

Makes remarks about your previous

employer or boss.

Asks questions but doesn’t listen to

your answers.

You will demonstrate to the

interviewer your interest in the job



Preparing for the Interview

Think through your replies and questions

Get a feel for the organisation

Complete any further application forms

Read through organisation literature

Take advantage of other information

- video

- trips around the site Read your cv again

Relax



Interview formats One-to-one: Most common; one interviewer talking to

one applicant. Panel: No from two members upwards. Very formal. The

chair of the panel is usually the one who makes the initialintroductions and the final remarks, although final

decisions are made by all. Whom to address: Always look at the person questioning you

Direct your answer to the questionerGlance around to show you are ready for the next question

Tests: are now commonly used to help assess candidates’abilities, aptitudes and personality. Different test types are:Psychometric, Attainment, Intelligence, Physical, Groupdiscussions, Presentations, and Aptitude.



PRESENTATIONS

Presentation content Convince them that you are qualified and experienced

Demonstrate successes

Outline your contributions on a strategic and detailed level

Establish good relationships

Be sure to inject Professionalism Degree of formality

Controlled enthusiasm

Pace and drive



THE JOB

PRELIMINARY DISCUSSIONS:

Extent of duties and responsibilities

Desirable and essential qualities required

Skill levels, academic qualifications

Reporting relationships

Opportunities for training and development

Location Hour of work

Salary scale and conditions



PERSONAL CONTACTS

Does your network extend into theorganisation? (By talking to insiders you can

get an ‘inside’ view.)

Who do you know works, or has worked, forthem?

Th i ti T t fi d



The organisation; Try to find

out: What the organisation does

Product details Ownership (public, private, group, independent, UK)

Size, History

Structure (site, area or department)

Management culture

Staff turnover

Outlets/factories/offices

Present degree of prosperity

Market position

Annual reports, Stability Reputation

Strengths, Markets

Weaknesses, Competitors.



These days you may be greeted by a

message rather than a person. Consider &write down what you want to say beforemaking a call.

Your name

Your contact telephone number, and

Your address

A brief message, requesting information Your deadline if you have one

Your availability

Repeat your name and phone number



Know yourself

You the person: What have I got that makes me

special? What makes me fit? Your skills: What can you offer us? What are your

skills? What can I do? (ask yourself)

Your weaknesses: What are the weak points of mycharacter & personality? (Think in a positiveway). What has held me back in my career? Underwhat circumstances have I felt most frustrated?

Your strengths: What are the strong points of mycharacter and personality? In so far as I havesucceeded, what has helped me?



WHEN ENTERING THE ROOM

DO’S

Close the door behind u

Walk forwardconfidently

Body straight, head up

Respond to offered

handshakes firmlyWait until you are invited to

sit

Remain quiet but alert to the

opening moves by theinterviewer

Allow them to take theinitiative

Be ready to respond

appropriately

DON’TS

Shuffle in, head down withhands in pockets

Carry a jumble of papers

Crash into the room pushingout your extended hand

Attempt to dominate aninterview, especially in theopening stages

Confuse your replies or beat

around the bushBe too loud or too soft, too

slow or too fast in yourspeech

Stare at a particularinterviewer



SOME DO’S & DON’TS Sit comfortably, in an upright

but relaxed posture.Rest your hands on the arms

of the chair or comfortablyin your lap.

Look at your interviewer

with an interestedexpression.

Keep your head raised whenyou listen.

Nod intelligently wheneverthe interviewer tells yousomething.

Be relaxed.

Fidgeting, biting your nails.

Crossing arms or legs,clasping the chair

Leaning backwards, lookingaway from the interviewer

Gazing fixedly at some pointin the room

Becoming distracted by thecarpet or a picture

Pointing your body towards

the doorKicking your foot or tapping

Propping your head on thepalm of your hand

Yawning or staring blanklyat the interviewer



ACTIONS DURING AN

INTERVIEWDO’S

Pause & breathe deeplybefore speaking

Speak slightly slower thannormal

Speak clearly, open yourmouth

Vary the tone to addinterest

DON’TS

Rattle out words 16 to

the dozen

Mumble

Cover your mouth as

you speak

Stiffen your jaw Talk to your shoes



Prepare yourself for success

Remember your positives Start with a good firm handshake

Close the door behind you when you’ve enteredthe room

When walking or standing, remain erect Maintain eye contact with the interviewer or each

interviewer in turn

Dress the part

Speak well Indicate you are open postures

Stay positive and calm

Remember you are interviewing them too

Relax



COMMON THEMES OF INTERVIEW

QUESTIONS:

Self-assessment

Work history and experience

The organisation

The job

Management style

Ambitions and motivation



QUESTIONS OF INTERVIEWERS

Reasons for applying for this job

Creativity and problem-solving

Adaptability

Reliability

Attitude to authority and colleagues

Motivations and aspirations



SELF ASSESSMENT QUESTIONS:

Qs: What are your weak points? I can take longer than others to finish a task, unless

there is a deadline to meet. My weakness is linked toa strength – being very thorough.

Qs: What are your strengths?

I can quickly create a harmonious atmosphere withnew clients. They feel relaxed and we can talk business straight away.



Qs: If you could start your career again, what would you do differently?

Now I realise how much I enjoy being a

manager. I would have put myself forward formanagement training a lot sooner

I knew when I was at school that I wanted to

be a chief accountant. I planned my educationand job application to this end



Qs: Why are you leaving/did you leave your present position?

I believe everyone should manage theircareers; I now recognise the limitedopportunities for me within my current

organisation and am actively seeking a change



Qs: In your current/last position, what features

do/did you like the most? Which the least?

I believe in regular communications and I had

to work hard to win my colleagues over to a

similar belief; we now have systems that I am

proud of



Qs: Would you describe a few situations in which

your work was criticised? I once lost my temper with a particular member of

staff. It helped me think about the way I give andreceive feedback

Qs: How long would you stay with us?

I expect to be a senior manager within five years

and would be happy to achieve that within thisorganisation



The job and some questions.

What would you do first in this job?

I would like to look closely at the budgetarycontrol system as there seems to be scope for

reorganisation.

What do you look for in a job?

I look for autonomy which is clearly the wayyou expect your managers to work.



I look for autonomy which is clearly the way

you expect your managers to work



Don’t:

Let the interview become an interrogation

Use weak evasive phrases: ‘I have been told’

Lie

Be a ‘know it all’

Make jokes, especially against the interviewers

Speak ill of third parties

Blame others for your shortcomings



Your moves:

Ask the right questions

Keep on listening

Effective expression End on a top note



SOME THOUGHTS ABOUT THE COMPANY ANDTHE JOB:

Why has the job become vacant?

What will you expect from me in the next six months?

What are the key tasks and responsibilities?

How has the job been handled in the past?

What is the largest challenge facing your staff at thepresent time?

What are the strengths and weaknesses within the team? How do you review performance?

What training is provided?

What would my future career prospects be?

Is promotion generally from within?



Topics for questions about the organisation

Structure of the organisation: hierarchical, flat, matrix,informal structure

Success of the organisation: turnover, newproducts/services, /UK/international markets, financialhealth

Decision-making: briefings, consultations,communications

Future strategy and long-term plans: mission, strategicplan, philosophy

Staffing: contraction, expansion, outsourcing.



RESEARCH ABOUT THE COMPANY:

Could you clarify for me the structure of the

organisation?

How has the market been developing forproducts/services?

How are decisions made? What problems do you envisage for the organisation?

What plans are there for future expansion orretrenchment?

What are your strategies for growth? How often do you update your business plan?

What is the annual staff/financial turnover?



THE INTERVIEW PROCESS:

When will I hear from you?

What is the next step? Further interview, medical,

psychometric tests, social gathering? How will I be informed? Letter, phone call, fax?

Is there further information you need from me?

Is there someone else I should see in the

organisation? Name, title, responsibilities?



THE INTERVIEW PROCESS:

THINGS TO REMEMBER: Don’t ask questions about information you have

already been given

Don’t ask questions for the sake of it

Do ask supplementary questions

Demonstrate you have digested the information

previously given



Aids to listening

Give the other person your full attention, don’t

interrupt

Ask open questions for more information

Regularly check your understanding; don’t

make assumptions

Watch your body language

Be open-minded, not prejudiced

EFFECTIVE EXPRESSIONS



EFFECTIVE EXPRESSIONS:

Some Do’s: Keep to the point

Be clear

Know the appropriate jargon

Speak with confidence Keep your answer positive

Be honest and open with replies

Give plenty of concrete work-related examples

Be enthusiastic

Weigh them up



REMEMBER TO:

Maintain eye contact

Take your leave as smoothly and politely as possible

Do not add any afterthoughts

Try to resolve any outstanding issues

Shake the interviewer’s hand

Thank them for giving you their time follow-up letter with your key benefit



REHEARSAL

Entrance body language

Body language

Voice

Answers to questions The benefits you bring

Asking your questions

Taking feedback

succeeding at interviews

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