| No matter how expert or experienced you are, | | | | posts on offer to professionals, specialists, |
| when you are applying for a promotion in your | | | | managers, experts, consultants, a business |
| own organisation, or a post in another | | | | outfit is expected at the interview, even if, |
| organisation, being fully prepared for the | | | | after appointment, they would never again |
| interview is critical. Your expertise, | | | | expect you to come to work in anything |
| knowledge, reputation, experience, and | | | | remotely as formal. |
| appearance, will help you, but it is highly | | | | |
| likely that the other candidates will have | | | | Your approach. In a word, think positively. |
| similar attributes. | | | | You are offering your talents, your |
| | | | experience, your time, effort, and energies, |
| Here is list of actions that you should carry | | | | to this organisation, and you need to give |
| out in order to be fully prepared. Gather | | | | the impression that you would be a valuable |
| information about the recruiting organisation | | | | asset that they would be foolish to reject. |
| (this includes your present employer if it is | | | | This doesn't mean being aggressive, over |
| an internal interview): before you decide | | | | enthusiastic, pompous, or pretentious, but it |
| whether to attend the interview, it is | | | | does mean showing the interviewers that you |
| essential that you gather information about | | | | are a confident, assertive, pro-active, |
| the organisation and analyse this. You need | | | | flexible, professional who would perform |
| information on its recent and forecast | | | | successfully if appointed. |
| performance, the condition of the business | | | | |
| sector in which it operates, and the post | | | | Prepare for, and practice answering, the |
| that it is offering. If the organisation and | | | | interview questions: think about questions |
| sector are healthy, and the post looks secure | | | | that you are likely to be asked. Brainstorm |
| and has potential, then you can move on to | | | | this with a colleague, friend, or partner, |
| the next stage. If your findings are negative | | | | and practice answering. Practice using the |
| then it is almost certain that the best | | | | interview questions to strengthen your |
| decision would be to reject the opportunity. | | | | argument that you are the best person for the |
| You need to gather information about the | | | | job. For example, you will be almost |
| condition of yourself, looking at how your | | | | certainly be asked about your experience and |
| personal and career plans are progressing, | | | | qualifications, even though this will be |
| focusing on how the prospects in your current | | | | shown in your CV. Your response should be |
| job match with your personal and career | | | | phrased in such a way that you relate your |
| objectives, and then how the new post could | | | | experience, knowledge, and qualifications, to |
| help you to achieve those objectives. | | | | the role and responsibilities of the new |
| | | | post, showing how these existing attributes |
| Decide to attend or not to attend the | | | | will give you the confidence and skills to |
| interview. You need to make an objective | | | | successfully handle the tasks that lie ahead. |
| decision as to whether taking up this new | | | | With luck you will not be asked questions |
| post is the right decision for you, at this | | | | such as - What do you think are the main |
| time. Armed with the information that you | | | | benefits that you could bring to this job, if |
| gathered earlier, you can assess the merits | | | | appointed? However, it still happens, so you |
| of being appointed to the new post, against | | | | must be prepared for them. Again, practice |
| staying in your current post, albeit perhaps | | | | responding in a way which links your |
| until a more appropriate opportunity arises, | | | | experience and existing skills to the demands |
| and make your decision confidently. It is, of | | | | of the new role. If you are asked - What |
| course, tempting to apply for a job which | | | | would you say are your biggest strengths and |
| appears to offer a higher salary, more | | | | worst weaknesses? then talk mostly about your |
| responsibility, more status, and new | | | | strengths, giving examples of how these have |
| directions, and if this is so appealing that | | | | been effectively used, and be very, very |
| you are confident that you can adjust your | | | | careful talking about your alleged |
| development plans to match it, and be happy | | | | weaknesses. Choose a relatively harmless |
| with that decision, then yes, attend the | | | | weakness that could be interpreted as a |
| interview and perform to the best of your | | | | strength, such as being over-zealous about |
| ability. However, be warned that the | | | | quality criteria being met, or insisting on |
| interviewers may well reject you because it | | | | deadlines being met which can upset some team |
| will become obvious to them that the position | | | | members. Don't, under any circumstances, |
| they are offering is not a natural fit with | | | | negatively criticise your present or past |
| your career to date, and worse, they may well | | | | employers, or colleagues. Even if the |
| ask you how this new opportunity fits with | | | | organisation that you work for is known to |
| your future personal development plans, and | | | | have faults or bad practices, don't criticise |
| be disappointed with your unconvincing | | | | it or any personnel within it. This is almost |
| response. | | | | always a fatal mistake. You will almost |
| | | | always be asked some questions about the |
| Gather details of the job itself. You need as | | | | interviewing organisation. Again, use these |
| much information as you can gather about the | | | | as an opportunity to show you have researched |
| nature of the job, the role, | | | | the organisation, but also to explore what |
| responsibilities, reporting relationships, | | | | the organisation is planning (at least in the |
| location of the workplace, working | | | | area that you will be working in), and-or |
| conditions, and conditions of employment such | | | | what they are expecting of you. For example, |
| as working hours, holidays, and corporate | | | | you could mention new markets that the |
| policies and procedures that apply to the | | | | organisation has recently entered and ask if |
| position. Some of this information will be | | | | that will impact on the post that you are |
| given to you in the information pack sent to | | | | being interviewed for. If you are asked about |
| you by the interviewing organisation, or | | | | hobbies and interests, don't give a list of |
| department, but often, sadly, the quality of | | | | twenty, keep it simple and don't try to |
| information sent out is poor. Most | | | | impress with esoteric hobbies that you don't |
| professional organisations will have HR | | | | actually have. Imagine saying that you enjoy |
| departments that will answer your questions | | | | watching French films and then being asked a |
| on these issues, or pass you on to the | | | | question about this, in French, by one of the |
| appropriate line manager. | | | | interviewers who is fluent in the language! |
| | | | |
| Research the interview format: you need to do | | | | Questions asked by you. Most interviews will |
| some basic but essential research on the | | | | close with the interviewee being asked if |
| practicalities of the interview. Again, some | | | | they have any questions to ask. The answer |
| of this information will be sent to you. You | | | | should always be - Yes. Have two questions |
| should be clear about: how to get to the | | | | ready, and either ask these or ask one of |
| organisation and the specific interview | | | | them and one that has arisen because |
| location (don't rely on asking for this | | | | something raised in the interview. Make sure |
| information when you arrive, as this adds to | | | | that your questions are ones that reinforce |
| the stress of the occasion); who is on the | | | | your suitability for the post. You could, for |
| interview panel (their titles will give you | | | | example, ask questions about personal |
| important clues as to their relationships to | | | | development opportunities, explaining, |
| the post); what format the interview will | | | | briefly, what you feel would be a potentially |
| take (there is nothing worse than arriving | | | | useful development activity (of benefit to |
| expecting a traditional face-to-face | | | | you and to the organisation) if you were to |
| interview and finding that it is a day-long | | | | be offered the post (this should be an area |
| series of tests, group activities, and | | | | that you have considered whilst researching |
| interviews). | | | | the organisation and the job itself). |
| | | | |
| Timing of arrival. Make sure that you arrive | | | | General behaviour: remember, you are being |
| in good time, allowing time to tidy your | | | | assessed at all times, possibly from when you |
| physical appearance after your journey, and | | | | enter the building and approach the |
| sufficient time to become calm before the | | | | receptionist, certainly from the moment you |
| actual interview. | | | | walk into the interview room to the moment |
| | | | you leave. You must be as natural and |
| Your appearance. Do not make the mistake of | | | | relaxed, physically and mentally, as |
| thinking that it is only your history, | | | | possible, but also professional, polite, and |
| qualifications, skills, and knowledge that | | | | courteous. Never argue, unless you have been |
| will win you the job. Most other candidates | | | | given a direct instruction to give your |
| will have similar attributes, so you need to | | | | opposing views. Be alert, show an interest in |
| make an impression, to look professional, | | | | each interviewer as the ask questions, and |
| smart, and appropriate for the post. In many | | | | answer directly to that person, but |
| cases, there will have been a previous holder | | | | occasionally look at the others during your |
| of the post that the interviewers may be | | | | answer. In answering questions, don't be |
| using, albeit subconsciously, as a benchmark. | | | | evasive, be confident, and use your answers |
| You can't guess what the interviewers want, | | | | to demonstrate how you would make a good |
| or don't want, in terms of physical | | | | match for the position on offer. |
| appearance and personality, but don't for one | | | | |
| second believe anyone that tells you this | | | | Final word. As the interview ends, thank the |
| doesn't matter (it shouldn't, perhaps, in | | | | interviewers for their time and questions. |
| certain circumstances, but you are being | | | | Say that you would be very pleased if |
| invited into their world, and they will be | | | | appointed to the job and that you look |
| looking for someone who they will be | | | | forward to hearing from them. Even if you |
| comfortable with (even if the role requires | | | | have doubts at that moment, this is a |
| you to be an aggressive change-agent). Yes, | | | | courteous and wise way to end the interview. |
| in some countries there is legislation that | | | | You may later decide that you would like the |
| says the job should be offered to the most | | | | job and if you have appeared negative as the |
| appropriate person, regardless of appearance, | | | | interview ended you will have reduced your |
| but in real life this isn't what happens. The | | | | chances considerably. |
| answer to this dilemma is to research the | | | | |
| culture of the organisation that you are | | | | In summary, the key to being successful at an |
| joining, so that you are aware of how people, | | | | interview is to treat it as a project that |
| in positions similar to the one you are being | | | | needs to be planned and executed in as |
| interviewed for, dress and behave, and you | | | | professional a manner as possible. Changing |
| can comment on or ask questions about this | | | | jobs, moving into a new position, changing |
| during the interview. However, don't go to | | | | organisations, changing the direction of your |
| the interview in jeans and t-shirt, even if | | | | career, perhaps moving into a different |
| that's the day to day standard. You need to | | | | business sector, leaving behind friends and |
| look as professional, as serious about | | | | colleagues, meeting, working with, managing, |
| obtaining the job, as possible. For men, that | | | | new colleagues, is a major change in your |
| almost certainly means a business suit, or | | | | life. The interview is your doorway into a |
| jacket and trousers, with or without tie. For | | | | new world, into the next stage of your |
| women, a business suit or business outfit. | | | | personal development. It is a major event, a |
| For both sexes, smart-casual can be | | | | major opportunity, and must be treated as |
| acceptable, if, but only if, it is that type | | | | one. |
| of environment. In most situations, for most | | | | |