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Interviews

What’s Hot:

Recruiters are trying to improve their decision making by increasing the validity of the selection methodology they use.  An “interview” process may now include:

  1. Pre-interview research including resume review, searching of social networking sites like Facebook and MySpace and references if available.
  2. Structured interview, the most popular being the “Behavioural Interview”, where the interviewer asks you to give examples of the way you have approached events that demonstrate relevant behavioural competencies. These may also be in front of a panel.
  3. Second Interview with line management for them to satisfy themselves that you will meet the technical aspects of the role and that you will fit into their team.
  4. There maybe additional selection events, most of which are designed as a simulation so the recruiters can observe you in a “real life” situation.  Assessment Centres are a popular way of delivering this type of test.
  5. Psychometric and skills testing, which can be delivered on or off-line.
  6. Reference and other background checking.

During this process be true to yourself or you will end up in the wrong role and take a backwards step in your career.

Key to a persuasive interview:

Preparation: Presentation: Impression

Points to think about:

Preparation

  1. Prepare by understanding the role, the sector, the company and, ideally, the team.  If you can find out about the interviewer then you will be better prepared. As a minimum you should study the Job Specification and use the organisation’s website and a search engine for wider information.
  2. Complete your preparation by matching your experience and strengths to your understanding of the role, the sector, the company, the team and the interviewer.  This will maximise your impact and allow you to exercise some control over the direction of the interview, leading it towards your strengths and your value proposition.
  3. You must also be prepared to be flexible during the interview.  For example, an inexperienced or unprepared interviewer may conduct an interview that has little relevance to the information you have been given or discovered.   In this case, the closing questions can be particularly useful to ensure they have the right information about your strengths as you can respond to their answers with examples of your experience.

Presentation

  1. Arrive in plenty of time.  Know where and when the interview is and how long it is going to take to get there.  Know who it’s with and take their contact details in case you are delayed.
  2. While the first impression starts with your initial application, the visual impression is the biggest part of it.  Check the expected attire when you confirm the interview and dress to the more conservative end.  Remember to check your appearance from head to foot and ensure any documents you are carrying are carried professionally.
  3. Every meeting will start with a handshake so try to mirror the interviewer in length and strength.

Impression

  1. The visual impression continues throughout the interview, so continue professionally. Your body language is also very important so be enthusiastic and upbeat.
  2. Gauge the pace of the interview and deliver your answers in line with it.
  3. Answer the question, ask for clarification and provide examples even if you are not asked for them.  Using the STAR method (Situation, Task, Action, Result) will ensure your examples make an impact and provide validation of the strength you are showcasing.  Your preparation helped you identify how your strengths match to the opportunity so ensure you cover them all.
  4. Be honest about your strengths and the information you use to validate them.  It’s a strength to understand your weaknesses and be able to deliver outcomes despite them.
  5. Ask some questions of your interviewers.  You will probably have questions and it demonstrates an interest by asking.  It can also be an opportunity to show them what you think is important and impress them with your knowledge and preparation. 
    Some of the questions you might ask are:
      • What is successful performance in this role?
      • What are the training and development opportunities?
      • What objectives are there for the first six months?
      • What is the management structure?
      • What influence does the role have on the organisation’s goals?
      • What is the process from here?
  6. If you are interested in the role, ensure the interviewer knows.
  7. A concise thank you letter can also leave a positive impression.

If you have an interview with Jones Talent ID, use it to practice your interview skills.  We will give you feedback at the end of our meeting and can assist you address any areas you feel need addressing.