Tag: influence job interview

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How the Book Thinking, Fast and Slow Can Be Applied in a Job Interview

The book Thinking, Fast and Slow by Daniel Kahneman explores two primary modes of thinking that shape human judgment and decision-making.

An overview of the key theories and concepts:

1. System 1 and System 2 Thinking

  • System 1 is the fast, automatic, and intuitive way of thinking. It’s fast, effortless, and often operates below our conscious awareness. This system is responsible for making quick judgments and decisions based on heuristics or mental shortcuts. It’s also highly influenced by emotions and experience.
  • System 2, on the other hand, is slower, more deliberate, and requires conscious effort. It’s responsible for more complex reasoning, logic, and decision-making that requires effortful thought. System 2 thinking comes into play when we need to solve puzzles, make thoughtful decisions, or engage in tasks that require focus and concentration.

The book argues that while System 1 is efficient and often effective, it can also lead to biases and errors in judgment because it relies on heuristics (mental shortcuts) that can be flawed. System 2, although slower and more resource-intensive, is better for making reasoned decisions.

The central theme of Thinking, Fast and Slow is that our thinking is a blend of intuitive, automatic judgments (System 1) and deliberate, effortful reasoning (System 2).

Kahneman emphasizes how understanding the interplay between these systems can improve decision-making and help people become more aware of the biases that affect their choices.

His work highlights the importance of recognizing these biases in both personal and professional life and encourages more reflective, slower thinking to mitigate errors.

How the Book Thinking, Fast and Slow Can Be Applied in a Job Interview

Job interviews are high-stakes events where candidates are assessed on their skills, experience, and ability to fit within an organization.

However, the decision-making process in an interview is influenced not just by the qualifications of the candidates, and their interview answers, but also by cognitive biases and the ways in which both the interviewer and the candidate process information.

Daniel Kahneman’s Thinking, Fast and Slow provides key insights into the mental processes behind these judgments. By understanding these concepts, candidates and interviewers alike can improve their decision-making and interview performance.

Here’s how the theories from Thinking, Fast and Slow can be applied during a job interview:

System 1 and System 2 Thinking in the Interview Process

System 1 (Fast Thinking): This is the intuitive, automatic, and subconscious system. In an interview, both the interviewer and the candidate might rely on System 1 to make snap judgments. Interviewers may form quick impressions of candidates based on initial cues such as appearance, tone of voice, or body language. Candidates might respond instinctively to questions without fully thinking through their answers. While these instinctive impressions can be helpful for gauging chemistry or comfort, they can also lead to mistakes. A candidate who appears nervous might be unfairly judged as unqualified, or a strong first impression might cloud an interviewer’s judgment later on.

System 2 (Slow Thinking): This system involves more deliberate, analytical, and effortful thought. When interviewers engage System 2 thinking, they are more likely to focus on the content of the candidate’s answers, the relevance of their experience, and their critical thinking skills. As a candidate, it’s essential to engage System 2 to think carefully about each question, avoiding knee-jerk responses and taking a moment to consider the best way to convey your strengths.

Tip for Candidates: When answering questions, try to slow down and resist the urge to immediately answer from instinct. Take a few seconds to think through your response logically to avoid relying too heavily on your first instinct.

Tip for Interviewers: Be mindful of your initial impressions. To combat the bias of System 1, take notes and refer to specific examples or skills mentioned in the interview, instead of letting the initial impression guide the entire evaluation.

Heuristics and Biases

Kahneman highlights that people often rely on mental shortcuts, known as heuristics, when making decisions. These heuristics are not always rational and can lead to biased decisions. In a job interview, several heuristics can come into play:

  • Anchoring Effect: Interviewers may be influenced by an early piece of information, such as a candidate’s educational background or an initial response. For example, if a candidate mentions having graduated from a prestigious university early in the interview, this could anchor the interviewer’s perception of their capabilities, regardless of the candidate’s actual performance.
  • Availability Heuristic: If an interviewer has recently hired a candidate with a particular skill set, they may overweight the importance of that skill in future hiring decisions, even if other candidates are more qualified.
  • Representativeness Heuristic: Interviewers may judge a candidate based on how closely their traits match those of an “ideal” employee, which could lead them to overlook the diversity of skills that other candidates bring to the table.

Tip for Candidates: Be aware that interviewers may be unconsciously influenced by these heuristics. Don’t assume that a single detail or part of your resume is what’s driving the interviewer’s decision. It’s important to highlight a range of your skills and achievements throughout the interview to avoid being pigeonholed by a single characteristic.

Tip for Interviewers: Counteract heuristics using a structured interview and a consistent evaluation framework. Focus on specific skills and accomplishments, rather than first impressions or stereotypes.

Prospect Theory and Risk Aversion

Prospect Theory, as outlined by Kahneman, suggests that people are loss averse—they feel the pain of losses more acutely than the pleasure of gains. This can influence how both candidates and interviewers approach the interview process.

  • For the Candidate: If a candidate is asked to discuss a previous failure, they may be reluctant to admit mistakes because they fear the “loss” of their chance at the job. However, framing failures as learning experiences and showing how they led to growth can demonstrate resilience and maturity.
  • For the Interviewer: Interviewers might also display risk aversion. If they’re unsure about a candidate, they may be more likely to reject them out of fear that the potential “loss” (hiring the wrong person) outweighs the potential “gain” (finding a great hire). This could lead interviewers to rely on safer, more familiar choices.

Tip for Candidates: Emphasize your learning process from past mistakes and show how overcoming challenges makes you more capable. Acknowledge that setbacks are a natural part of growth.

Tip for Interviewers: Focus on a candidate’s ability to learn and adapt rather than simply looking for perfection. Acknowledge that taking calculated risks can lead to rewarding hires.

Loss Aversion and the Interviewer’s Decision-Making

Loss aversion also plays a role in how interviewers make decisions. They may tend to overvalue candidates who seem to fit the mold perfectly and hesitate to hire someone who doesn’t fit exactly into the desired profile. This bias can cause interviewers to focus on avoiding losses rather than gaining the best possible hire.

Tip for Interviewers: Focus on the potential benefits of a candidate’s unique strengths, even if they don’t meet every single criterion. Resist the urge to dismiss candidates because of minor mismatches.

Cognitive Ease and Cognitive Strain

Kahneman’s idea of cognitive ease and cognitive strain can influence both the interviewee’s performance and the interviewer’s judgment.

  • For the Candidate: If you’re able to present your qualifications in a clear, straightforward manner, it will create cognitive ease for the interviewer, allowing them to process your information quickly and form a favorable judgment. On the other hand, if your answers are convoluted or difficult to follow, it can create cognitive strain and may lead to a less favorable impression.
  • For the Interviewer: If the interviewer experiences cognitive ease when speaking with a candidate—if the conversation flows smoothly—they might form a positive impression of the candidate’s competence and fit. However, cognitive strain might cause the interviewer to become more critical or overly cautious in their decision-making.

Tip for Candidates: Be clear and concise in your answers, and organize your thoughts before speaking. This will help reduce cognitive strain for the interviewer and improve the clarity of your responses.

Tip for Interviewers: Try to remain aware of the ease or difficulty in understanding a candidate’s responses. Recognize that cognitive strain can sometimes be a result of the interview format, and not necessarily the candidate’s qualifications.

Evolve the mind book on Amazon

The Planning Fallacy and Interview Preparation

The Planning Fallacy refers to the tendency to underestimate the time and resources required to complete a task. For candidates, this might manifest in overconfidence when preparing for an interview, believing that they don’t need to spend much time practicing or researching the company. Conversely, interviewers might underestimate how long the interview process will take, leading to rushed decisions or incomplete evaluations.

Tip for Candidates: Avoid the planning fallacy by adequately preparing for the interview—research the company, practice your responses, and anticipate potential questions. Proper preparation will help you avoid underestimating the challenges of the interview process.

Tip for Interviewers: Allow enough time in the interview schedule to fully evaluate the candidate’s fit. Rushed decisions are often poor decisions.

Conclusion

Incorporating insights from Kahneman’s Thinking, Fast and Slow into job interviews can help both candidates and interviewers make more informed, less biased decisions.

Candidates should be aware of how cognitive biases and heuristics can influence their performance and strive to engage in more deliberate, System 2 thinking. Interviewers, on the other hand, should recognize their own biases and take steps to create a fairer, more thoughtful evaluation process. By understanding and applying these theories, both parties can improve their chances of a successful, rational outcome

Need help? Book an interview coaching session.

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How to answer Elon Musk’s favorite job interview question

The biggest question for a job hunter is ‘what interview questions will I be asked?’

The worlds richest person, Elon Musk, shared one of his hiring tactics during his talk at the World Government Summit in 2017.

In this speech, the Tesla CEO, explained how he always asks this one question during a job interview.

Unfortunately for Musk, sharing job interview questions prior to the job interview allows candidates to create high marking answers.

But the worlds most successful businessman uses his secret interview questions to detect deceit.

What Musk look’s for in a potential employee is  “evidence of exceptional ability.” “If there’s a track record of exceptional achievement, then it’s likely that that will continue into the future,” Says Musk.

The question Musk uses is a behavioral interview question. Behavioral interview questions ask questions based on past behaviors. Promoters of this recruitment process believe that a zebra cant change it stripes – how an employee has previously behaved indicates their future job performance.

What interview question does Musk ask to challenge applicants?

“Tell me about some of the most difficult problems you worked on and how you solved them.”

The question seems pretty straight forward. So why is it so special?

This question can help interviewers spot liars. Part of the interview process is checking the accuracy of an applicants claims on their application form. If a career professional claims they can do X, the interviewers job is to clarify if the statement is true.

Musk explains his reasoning during an interview with Auto Bild “And of course you want to make sure if there was some significant accomplishment, were they really responsible, or was someone else more responsible?

To score high on this job interview question applicants need to give detailed answers “Usually, someone who really had to struggle with a problem, they really understand [the details], and they don’t forget.”

Detailed answers also have a high word per answer ratio which research show’s increase the scores given by an employer.

How to answer the ‘tell me about some of the most difficult problems you worked on and how you solved them?’ interview question.

The ideal answer is part of a 4 point structure process:

  1. Problem and the negative effect
  2. Creative problem solving
  3. Steps taken
  4. Positive outcome

Problem and the negative effect

Example answers are in essence a story telling technique.

Stories work best when they are emotional, and people are more emotional when listening to stories that they resonate with.

With this in mind, the interviewee should, initially, start their story by evoking pain. Charity adverts do this all the time. The advert starts with a film about someone suffering, the audience observing the suffering feel the pain they are seeing.

It’s the same within a job interview. Instead of just stating the problem, as most candidates do, give detail – this was what Musk encourages during job interviews.

Explain the projected outcome if the situation got out of hand. If no-one dealt with the problem or found a workable solution, what would the negative outcome be?

Ideally, the real-life story will have an emotional effect on the employer, especially if the situation is industry-related – the employer may have also been threatened by a similar situation.

Creative problem solving

Most interviewees, during the answering of behavioral interview questions, skip the creative problem-solving process required to take action. Techniques like the STAR model miss out on this fundamental part of an interview answer.

An applicant’s level of knowledge and expertise can shine out here, as an explanation of the employee’s thought process is being explained. By dissecting why one solution was discussed and dismissed over another, shows a level of competencies, as the applicant shows they didn’t need to learn from a mistake as their current level of understanding was enough to make an informed professional decision.

This is why Musk explained that: “Usually, someone who really had to struggle with a problem, they really understand [the details], and they don’t forget.”

Steps taken

The crux of the interview answer is to showcase the applicants ability to take action.

Here, without adding irrelevant detail or steps, explain the actions the interviewee took to solve the problem being discussed. Ideally, split this into 3 parts “to solve the issue I did A, B and C…”

Positive outcome

Returning to the charity advert example, the steps they want the customer to take is, often, to give a donation. The advert ends showing a positive outcome; the once suffering individual is now happily living a positive life – the customers feel good.

It’s the same in the interview; you explain the suffering of the situation, the required actions, and end with a positive solution.

During the job interview answer, state the outcome the company received from the actions the applicant took. Like the charity advert or like the end of a good story, this should evoke a positive feeling. In fact, if your solution to a problem was unexpected or creative this whole process can create the feeling of desire, increasing the applicant’s chances of landing a job offer.

Job Interview Advice

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Successful Language for a Job Interview

The focus on job interview language is underrated.

In the main, career professionals to prepare for a job interview will direct their time and energy on predicting the job interview questions. This is very wise, and valuable, as research suggests that knowing the job criteria, and therefore having a good idea of what questions will be asked, is one of the key elements for a successful interview outcome.

In fact, there are 3 rules for a successful job interview;

  • Identifying the job criteria
  • Being a self-promoter
  • Communicating with confidence

With a list of questions most applicants, prior to the interview, will create a number of scenarios to use as examples during the interview. Again good practice.

But, what most candidates fail to do is to reflect on the language they can utilise to highlight a high level of knowledge and experience.

In addition, language helps to build rapport, frames what information is taken in and creates emotion.

Career professionals understand how individual words, phrases and sentences influence and persuade, in short successful interviewees are skilled communicators.

Words that influence

How a sentence is phrased influences how an employer views an applicant.

Generally speaking applicants with a track record of interview failures use weak-sounding phrases. On the surface, the chosen words seem suitable for the interview question, but each sentence has an emotional attachment. At a basic level, the emotional equals desire or unsuitability.

Imagine, an employer asks a question to better understand the candidate’s related experience. 3 interviewees answer with 3 separate replies:

  • I am experienced in (job role)…
  • With 15 years of industry experience as a (job role)…
  • An industry professional with over 15 years experience specialising as a (job role)

Each answer states the same message – experience in (job role) but the structure of each answer creates a different image of the applicant – the level of expertise they possess.

This is because individual words have different emotional attachments. Fine, good, excellent, excel, all have a similar meaning but feel different.

The take away here is to choose words and the interview answer formula that allows an employer to view your skill set and experience in the best light.

Don’t be disingenuous

Rule 2 for a successful job interview outcome is being a self-promoter.

Much research shows how self-promoting in a job interview will increase the allocated scores for each job interview answer, as the ‘promotion’ easily allows an employer to cross reference the data within the job interview answer against the criteria for the advertised position.

Self-promotion doesn’t have to be an exaggeration,

In fact, stay away from comments that, on the surface, sound like a positive interview answer, but in fact are disingenuous.

Questions that ask about mistakes, failures or work ethic are designed to understand a candidate’s attitude in the workplace; how they deal with failures and mistakes.

Saying:

  • ‘I have never made a mistake’
  • ‘I always put 110% into every task I undertake’
  • ‘I am the best at everything’

sounds weak and stupid. Employers would prefer to hear the ‘mistake’ and what this error taught you.

When self-promoting, talk up your strengths and successes, ensuring the answer clearly states actions you took in team projects, while staying away from throwaway comments such as the 3 examples above.

Never apologise

Decisive interviewees come across as confident and hirable.

Opening an interview question with a ‘confidence statement’ reassures the hiring manager that the candidate has the required skill/experience being discussed as part of the interview question.

A confidence statement is an opening line that confirms you have/know the required criteria:

  • In all my roles I (add criteria IE worked as part of a team)…
  • This was a common situation in my last role…
  • This is a passion of mine…
  • X situation is something I have experience in throughout my whole career…
  • I’m very experienced in this, an example of this would be…

Rule 3 for a successful job interview is confident communication. Removing filler words and hesitations, along with a good pace allow the communication to be understood by the employer.

Nervous, fast-talkers, often fail interviews, not because they don’t meet the required job criteria but due to the speed of their communication – the employer doesn’t have time to analyse everything that has been said in such a short timeframe.

A common interview slip up is the ‘apology’ Nervous interviewees will sometimes apologies when they need to clarify the desired answer – ‘Sorry I don’t know what you mean’

Apology statements sound weak.

When asked a generic interview question never presume to know what the employer is trying to gauge from the interview question, instead ask for specifics; ‘would you like to know about X or Y?’ or even ask the employer to repeat the interview question – but do this assertively.

Increase duration, increase scores

There is a distinct link between the number of words per reply and high scoring interview answers.

The more an applicant talks, especially when using varied language, the more likely they are to mention the required criteria to hit a high scoring answer.

High scoring answers aren’t based on duration alone, as the topic being discussed has to be relevant to the job role.

When, ideally relaxed, and chatty, an applicant will often use several examples, quote industry-related models, while structuring the answer with an opening, body and summary. Some applicants, skilled at answering tricky interview questions, will also discuss the pros and cons of sector models showing a high level of understanding, therefore a high level of industry knowledge.

Embedding varied language, including positive emotional words, into a long interview answer results in keeping the employer engaged and interested.

Furthermore, highly confident applicants will create a conversation embedding their own questions into the interview answer. This dialogue creates rapport and changes the employer’s opinion of an applicant.

Be a ‘can’ not a ‘cannot’ person

Interview language is often the frame created by a statement given.

Much research shows how using positive language increase likeability. The framing of any reply, at a basic level, creates a positive or negative emotional response.

If asked a strength-based interview question: ‘do you prefer to work within a team or on your own initiative?’ any answer should highlight your preference – you prefer to work as part of a group or as an individual.

But how the answer is framed creates a different emotional response. Some applicants will use a negative frame ;

  • ‘I’m never worked on my own…’
  • ‘You get more done working on your own, rather the relying on others..’
  • ‘Isn’t this a ‘team’ position?…’

Framing alters what information is noticed by the interviewer. A positive frame creates a positive focus, whereas any ‘negative’ framed answers can cause concern as the employer associate negatively with the applicant.

What research tells us is that the language embedded within a job interview answers influences, positively or negatively, the interviewer’s decision-making process. By making a few alterations; the framing of the reply, the removal of weak phrases, and focusing on positive words can help an applicant be viewed as hireable.

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3 Persuasion Techniques to use in a Job Interview

The goal of a job interview, from the applicansts perpsective, is to persuade the employer to hire them for the advertised position.

To be hired, each candidate will show their level of competencies through their chosen interview answer structure, with the common option being the use of an ‘example’.

At a basic level, giving examples to highlight a required skill is one method to influence the interviewer, but more cunning candidates use a number of persuasion techniques to increase the likelihood of being offered the job role.

Interview persuasion techniques isn’t a type of ‘dark art,’ instead, psychologists have completed experiments to understand why some career professionals are more successful in a job interview then others?

Some people have a natural ability to influence; their persona, communication style and their interview answer(s) convince employers that they are a sure-bet.

Using evidence based-research, we have created a list of simple techniques that can be used to persuade the employer.

Message Framing Theory

The frame of the job interview answer changes a persons viewpoint.

Framing is persuasive as it influences how the mind sorts and organises information. The world is interpreted, differently for each individual person, depending on their own filters created through their own experiences, beliefs and values.

Meaning, two people seeing the same thing can attach different meanings to it. In the job interview, a late applicant, due to a faulty car can be viewed by one employer as ‘lazy’ – lateness = laziness, or by a second interviewer as ‘unlucky’ as they also have ‘car troubles’ so have empathy with the applicant.

Framing helps to influence the filters used to give meaning to things. As an example, if I was to talk about rivers and then asked about ‘banks’ the frame of the conversation would influence how the ambiguous word ‘bank’ is understood – as a riverbank.

Whereas, if I started a conversation about money and asked about banks, the meaning of the word ‘banks’ would be viewed differently to that of a riverbank.

In the job interview framing affects how an applicants answer is perceived.

A glass half full or half empty has the same quantity of water, but one frame is perceived to be negative and the other positive.

In fact, the way the glass is framed has an emotional response to a person hearing the chosen statement.

Imagine being in a job interview and after explaining that you worked for X organisation, the employer responds by asking ‘You worked at X? Isn’t everyone lazy over there?”

This negative stereotype creates an emotional association between you and the employers opinion of the ‘lazy’ organisation.

In this example, a ‘re-frame’ is required to break the association and to create a new, positive, emotional response “Yes, they are, that’s why I am applying for a position here, your reputation tells me that you appreciate hard work, good ethics and quality – the 3 things I personally value.”

The use of positive emotional words, compared with negative ones, throughout the job interview, can instill a positive image of an applicant, just as the glass half full metaphor feels more optimistic.

Research shows how the more positive words used during a job interview correlates directly with high scoring answers.

The interview answer, therefore, in the main should be frame a positive perspective, not focusing on negativity.

Encourage the employer to hire another candidate

People have a deep need to feel free to make a choice.

The interview, depending on an applicant’s interview identity, results in candidates attempting, sometimes quite obviously, to persuade the employer to hire themselves over other suitable interviewees.

Because humans value free choice, being forced, or feeling that you have no choice, creates resistance.

A review of 22000 people over 42 psychology studies found that the ‘but you are free‘ technique can increase the chances of someone saying yes by 50%.

The idea is simple, to reassure an individual that they have free choice.

In the experiments, asking for donations or take a survey, all gained an increase in participation if the ‘but you are free’ technique was used.

As an example, a charity collector may ask for a recommended donation of £5, and then add ‘but you are free to donate whatever you would like’ which would increase the donations received.

Or a surveyor would ask ‘can you complete our top-standards survey?’ and add, ‘but obviously you don’t have to feel obliged to complete it’

In the job interview framing the answer as if you will be hired for the position and then stating ‘but you are free ‘ can increase the likelihood of an employer saying yes to hiring you.

Imagine being asked ‘what can you bring to the team’ interview question.

Embedded into the interview answer can be ‘…if you hired me, but obviously you have a free choice, I would….A, B and C’

Rational Persuasion

In the main, persuasion experts talk about influencing people through the emotional part of their brain the limbic system.

But logic influences.

Presenting data, facts and using rational counter-arguments, research shows, helps to support a positive outcome in HR decision making.

The logical approach is easy to utilise within the job interview.

When asked a question many applicants revert to an example answer. The example is a powerful influencer, as storytelling talks to the emotional brain, where snap decisions are made.

The analytical process, created through the structured job interview, allows for and uses logical decision making.

Imagine, as an interviewer, you have asked a question and presumed the applicant will give another ‘example’ answer, but instead, the interviewee highlights their level of knowledge and experience by presenting evidence in terms of a target sheet, a data set, statistics or a written reference.

This proof of expertise, rather then a suggestion created within an example answer, can be more persuasive as it is harder to argue against facts then it is the possible fictional example answer.

Successful career professionals don’t simply prepare for their job interview by finding examples to the predicted job interview questions. Instead, expert interviewees focus on the frame of their answer, use purposely chosen positive words and make their persuasion feel like a free choice.

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How Varying Language Improves Interview Outcomes

The focus, in a job interview, has always been on the content of the job interview answer.

Content is important, as the description given within a job interview answer determines the score the interviewer(s) allocate to each job interview answer.

In short, an employer will cross-reference the elements discussed by the applicant to the job criteria on the interview scorecard.

Generalising, the more criteria reference within the job interview answer, the higher the score an applicant will receive.

This makes logical sense. It’s the same as scoring a boxing match; the more punches a boxer gets on an appointment the more points they receive. The best boxer, or interviewee, wins.

Research is showing how the referencing of job criteria, alone, isn’t enough to create high scoring job interview answers.

What is also key to a successful interview outcome is the language, or the varying language, used throughout the whole recruitment process.

Language creates an emotional response in others, changing how an employer views an applicant, therefore affecting the scores allocated in the job interview.

Interview language. 

Highly confident interviewees have a natural tendency to utilise strong assertive communication, whereas low confident candidates fall back on weaker language. 

‘Try,’ as an example, presumes failure, whereas ‘will’ presupposes action will be taken. This small change in language, consciously choosing an appropriate verb, creates a different reaction – how they view a candidate, from the employer.

Substitute passive words;

‘Try’ to ‘will’

‘Think’ to ‘know’ 

‘Could’ to ‘Always’

‘I believe’ to ‘I’m confident’ (or ‘convinced’)

Read the following two interview answers and compare the impression gained of the two interveiwees from the language used.

“I believe I am a good fit for the team and would always try to meet my targets. In my previous position I worked on a similar task and I always achieved my KPIs.”

“I’m convinced I am a good fit for the team and I will meet my targets. In my previous position I worked on a similar task and I always achieved my KPIs.”

Weak communication.

Other language barriers come in the form of unnecessary communication.

Anxious applicants are known to add additional ‘weak’ words to job interview answers that simply aren’t required. Any low scoring words need to be removed from job interview answers.  

Say more with less.

When planning to give a detailed interview answer, candidate are advised to pick only strength words that will ensure they standout from the group.

Delete the following unnecessary sentences/words during a job interview;

‘In my opinion..’  

‘Did my best..’

‘Maybe..’ 

‘Only..’

‘Sorry..’

Any filler words.

Filler words.

An example of unnecessary communication is ‘filler words.’ Filler words are subconsciously used by nervous interviewees to fill the gaps between sentences while delivering an interview answer.

Common filler words are sounds ‘er’ ‘um’ ‘ah’ but can also include the words ‘so’ ‘like’ ‘well’ ‘you-know’. This constant interruption, created by filler words, distracts the employer from the value of the applicant’s interview answer, resulting in a lower-scoring outcome. 

“Um, well, yes I do have experience, but, er, like it’s relevant but…”

To reduce filler words applicants can replace the ‘filler word’ with silence in the form of a pause.

As filler words are used naturally while a candidate is thinking of what to say, the applicant during this time can count to 3 in their head to divert their attention. The focus on counting is a conscious process that removes the unconscious process of using filler words. 

Another technique, prior to the interview, is to practice the delivery of answering interview questions by making a mark for each filler word used. The process of recognising the number of filler words used, which is often more than expected, creates an awareness that helps to reduce this subconscious habit. 

High scoring language. 

Varied language is a key element to high scoring answers.

Finding new ways to say common words can create the desired variety to improve interview language. As an example, the words begin, start, commence, and initiate are all synonyms of one another.

As referenced earlier, words have different emotions attached to them. If asked about a particular skill, an interviewee might state they’re ‘good’ at the skill, but the words ‘great’, ‘excel’ or ‘highly skilled’ all answer the question positively, but each word has a different emotional association. Word choice, therefore, elicits a different emotional trigger from the interviewer. 

Pronouns, ideally, need to be mixed. Singular pronouns (I) help to reference personal actions in team activities, whereas plural pronouns, which research shows are in coloration with high scoring interview answers, are used by confident candidates to help build inclusion and rapport, as ‘we’ is viewed as being ‘friendlier’. 

Positive emotional terms, embedded throughout the job interview, again improve interview scoring as the words used have an emotional attachment and help applicants to communicate persuasively. 

Positive emotional terms:

Joy

Happy

Gratitude

Pride

Interest

Amusement

Excited

Hope

Kind

Negative emotional terms:

Fear

Sad

Angry

Disgust

Rage

Loneliness

Annoyed

Nonverbal communication.

A common misunderstanding of hiring decisions, is that the content of the interview answer is the most significant part when it comes to scoring an answer.

As we have discussed in previous articles, prejudices, unconscious bias, the interviewer’s behaviour and the applicant’s level of confidence create ‘filters’ that answers are viewed through. 

Studies show how nonverbal behaviour influences the interview. For example, research has shown that smiling increases attraction and likeability.

Confident communication, eye contact and posture also help to shape the appraisal of an applicant. 

Research into micro facial expressions shows how a fleeting expression can be read by an observer, even though the expression only lasted milliseconds. Therefore, faked happiness isn’t believed as an applicant’s microexpression, as an example, showed fear before the fake smile is applied. 

There are 7 basic human emotions; anger, contempt, disgust, fear, happiness, sadness and surprise, each with its own unique characteristics. Each expression, which is an expression of an emotion, is involuntary and outside of the awareness of the individual. 

Facial expressions can also elicit different meanings depending on the schema of the interviewer. A smile could be seen as sarcastic or joyous. 

Generally speaking, though, the following nonverbal cues will increase rapport with an employer, improving the interview scoring:

  • Initiating interaction to show confidence.
  • Giving your full attention to the employer – being externally focused.
  • Smiling and laughing.
  • Strong eye contact.
  • Gesturing to reinforce verbal communication. 
  • Taking up space with your body as this creates authority. 
  • Confident firm handshake. 
  • Head held high shows self-assurance. 

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How to plan for a care assistant job interview

care assisatnt job interview

Care assistant employers, when interviewing applicants, look at candidates’ work ethic and personal skills.

A desire to help people is key, but employers also look for communication skills, empathy, patience, calm when in a stressful situation and an employee who can follow directions accurately.

Care assistants can work in a care home or in the community, supporting vulnerable people living in their own homes. The interview questions asked in a care assistant job interview will be based on the applicant’s temperament as well as their ability to perform caring duties which can include;

  • supporting people with their physical needs
  • completing household tasks – washing, cleaning and cooking
  • monitoring health and communicating with nurses

To prepare for a care assistant structured job interview, applicants can answer many interview questions by relating to real-life experiences, from helping their own family members to volunteering in a caring role.

Care Assistant Job Interview Questions and Answers

Below is a list of the most commonly asked care assistant job interview questions and a detailed breakdown of how to answer the question.

Do you having any caring experience?

Normally an opening question, applicants can easily answer this question using a common interview formula; stating duration, qualification and selling point.

The interview answer starts by reassuring the interviewer by stating the duration in the industry “I have over 10 years experience as a care assistant…” For applicants new to the industry this answer can be slightly tweaked “In all my previous roles I have had to support and help vulnerable people…”

Applicants can continue by giving additional detail about a previous position “…while working at X company my key caring duties included (add duties)..”

Next, candidates can explain their level of qualification (only suitable for applicants with an industry qualification) “….In 2010 I gained a caring assistant Btec Level 3 diploma, during he course I leant (add sector theories and models)…”

End with a unique selling point. This could include a care assistant skill or a personality trait “…I’ve applied for this role because I am passionate about caring for vulnerable adults…”

What support do you expect a vulnerable person requires?

Answers to this interview question need to be relevant. If working with the elderly, explain what support an elderly person requires. If working with an ex-addict, discuss the barriers they face.

When answering the ‘vulnerable’ question, answers can be split between a logical and an example answer.

Initially start the interview answer by listing what support an average (vulnerable group) requires. Listing all common support needs shows an awareness and here an applicant is likely to hit the required criteria the interviewees are marked against.

Next, use a story to highlight sector related experience “While working as an X, I worked closely with Y (vulnerable person). It was clear that the client required Z (support needs), so I (explain the action you took)….”

When providing personal care how would you maintain a person’s dignity and respect?

This question is key to a successful job interview outcome. Employers in the care industry are looking to hire empathetic professionals.

The reply to this answer can be broken down into the 3 Cs:

Confirmation – state how a person’s dignity and respect are at the uppermost importance

Communication – explain how your communication is designed to be respectful. An example of this would be asking a vulnerable person who had been in the bathroom for a long duration ‘if they need any assistance’ rather than asking ‘whats up, you have been ages?’

Clarity – many vulnerable people are very independent. Having someone ‘do everything’ for them can be demoralizing. Explain when working with a new vulnerable person you, through a rapport-building conversation, will clarify what support the client requires and what they need the care assistant to support them with.

Give an example of being in an emergency situation?

During the lifetime of a care assistant, they will come across many emergency situations from an elderly person having a heart attack to a vulnerable person attempting to commit suicide.

Example job interview questions require storytelling First, it is important to pick an example that is relevant to the job role the applicant is applying for. This is because the employer will have a list of job criteria that they score each job interview answer against. The highest scoring interview questions result in that applicant being offered the advertised position.

When answering the interview question with an example give context by explaining the situation and vulnerable persons’ background. This makes the interview answer relevant and easy to understand.

It is important, when explaining the steps the applicant took, to explain how they remain calm and professional throughout the emergency situation, even going as far as explaining how they had prepared for this, or similar, situation.

Next, discuss the policies and processes the candidate followed; informing social services, family members, managers. If they had to take notes or update systems.

How would you support a person who suffered from X?

Some interviewees feel that this interview question is a curveball, but in fact it isn’t.

If asked a specific technical question it is because this X is the employer’s bread and butter. Here, the candidate needs to show their level of knowledge and experience.

Explain, initially, the competency level “I have worked with X client for the previous 10 years” “in all my previous roles I have supported service users suffering from X” “I cared for my mother for 20 years who had X”

Next, show knowledge by discussing X in detail: “a symptom of X is…” “What care assistants have to be aware of is ….” “A side effect of X is…”

To end the interview question, spell out the actions required to support a person with X and how this positively implements on the vulnerable person life and wellbeing.

How do you feel about working flexibly?

Care assistants don’t have time off. That, obviously, is an exaggeration, but the truth is care workers (or the care team) are required 24 hrs a day 352 days a year.

Employers, therefore, need to hire care assistants who are willing to work bank holidays, over the Christmas period and during different shifts.

Some career professionals prefer the variety of working different shifts, is this is you make this clear in the job interview. Experienced care assistants can also reference how they have previously worked varying shift patterns, and how for them time is irrelevant, as they enjoy the work of a care assistant so much.

Why are you drawn to this area of work?

Question around the reason for applying for a position within an organization or industry come down to one thing – passion.

Employers know that if they hire a team of passionate employees with a strong work ethic that they will be highly productive. This is especially true in the care sector, where workers will go above and beyond to support their charges.

Not only does this interview question need to be answered with the right language, but the non-verbal communication of an applicant must also emphasise the passion of the words.

Stories relating to how an applicant has cared for a parent work well, as does explaining how for you working in the care sector is more important than a higher-paid none caring job role.

Highlighting ones values (everyone should have a decent life) also reinforces the passion of the applicant.

But hopefully, as you are applying for a caring role, this interview answer comes easy to you.

Is there anything else you would like to know?

At the interview end, the employers will ask each applicant if they have any questions about the job role or company.

Questions to ask an employer in the care sector can include:

  • What different vulnerable groups does the organisation work with?
  • Is there any specific training to support staff when working with a certain vulnerable group?
  • How is the organisation funded?
  • What is the size of the oranisation?
  • Do you invest in staff development?

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Interview Question Formulas

To be seen possessing a high level of knowledge and experience, interviewees utilise interview formulas when answering interview questions. The interview formula allows applicants to have a structural approach to the job interview. 

Having a structure to fall back on not only increases confidence, as the structure creates an order for the applicant to follow, but also presents the candidates competencies clearly to the employer, increasing the likelihood of a high scoring interview answer. 

The formulas can be adapted to job roles across all sectors, and only requires the applicant to embed their own knowledge and experience to each formula. 

Model and example (ME)

Referencing industry relevant theories and models in the interview answer highlights a level of knowledge, as the model is explained as a step-by-step process, before experience is shown through giving a real life example of using the model in a work situation. 

This formula is powerful as it adds content to interview answers that may lack substance. The two parts complement each other as they repeat the same process but in two different ways logical (explaining the model and emotional (via storytelling) 

Suitable for the following types of interview questions:

  • ‘How do you assess risk?’
  • ‘How do you collaborate with stakeholders?’
  • ‘How do you manage your time?’

Example answer: 

“When X I use the Y model (explain model in a step by step process) an example of this is when I (add example; situation, action, outcome)”

Experience, Qualification, Selling Point (EQS)

Stating the duration working in a sector improves perceived competencies as the association between time-served and knowledge is closely linked. Reinforcing sector knowledge by describing industry related qualifications backs-up the time-served/knowledge link. But as many interviewees will have a similar background, applicants need to stand out by highlighting an unknown unique selling point – explaining what they can bring to the team. 

Suitable for the following types of interview questions:

  • ‘What is your experience in this sector?’
  • ‘Why should I hire you?’
  • ‘What can you bring to the role?’

Example answer:

“With over X years in the sector and a qualification in Y, I have worked as a Z (add various roles). In that time I have been able to (add unique selling point)”

Problem, Actions, Outcome (PAO)

Behavioral interview questions are designed to predict job performance based on an applicant’s previous actions. Therefore, candidates must ensure they explain the circumstances of the situations they will describe as this offers context to the employer, allowing the interviewer to better understand why certain actions were undertaken.  The interview answer needs to end with an outcome, which could include lessons learnt, a new approach or an increase in profits. 

Suitable for the following types of interview questions:

  • ‘Give me an example of…’
  • ‘When have you ever…’
  • ‘What experience do you have in…’ 

Example answer:

“When working at X, Y happened (add specific problem) which could have resulted in Z. To solve this problem I (add specific actions) which resulted in (add positive outcome)” 

Barriers, Solution, Projected Outcome (BSPo)

For future scenario interview answers it is important for an applicant to show how they understand the threat of the potential situation – the barriers this problem would create, as this shows industry insight. Stating the specific actions that need to be taken shows expertise and competencies, and stating how these actions would have a positive intent can highlight the added value the applicant can bring to the team. 

Suitable for the following types of interview questions:

  • ‘What would you do if…’
  • ‘How would you approach..’
  • ‘If you were working on X project, what would you need to consider?’

Example answer:

“If this situation was to happen, my concerns would be A (add potential barriers). To take action I would B (add specific actions). The outcome of this would be C (state positive outcome including the benefits to the company) 

Pro and Con (PC)

The frame of some interview questions can be seen as a trap, with an interviewer asking for an opinion. If the opinion given by an applicant is one that resonates with the employer the interview answer will score high, but if the opposite is true the answer will be marked low.

In this situation, applicants can hedge their bets by answering all options in all ways, ensuring one of the elements of the interview answer will resonate.

Suitable for the following types of interview questions:

  • ‘What is more important X or Y?’
  • ‘What is your opinion about X?’
  • ‘Are you A or B?’

Example answer:

“What I like about X is (add pro’s) but you also have to consider (add Con’s)”

For the multiple-choice answer, applicants can repeat the formula for the second part of the question. The 3rd example interview question is often stated to check an applicant’s temperament or working style – “Are you a task starter or task finisher?” This type of interview question is used in strength-based interviews. Similarly, applicants can explain the pro and con of each trait, but it is likely that the interviewer will push for a direct answer.

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Everything You Need to Do to Prepare for a Job Interview

The job interview is one of the most important meetings in life.

Why? Because being successful in a job interview has a direct impact on a person’s work/life balance, their stress and motivation levels, potential salary earning which links to the person’s lifestyle.

So, it makes sense to prepare for this highly important event.

This article will cover everything any job seeker and career professional needs to do to prepare for the job interview.

To help job seekers find employment, we will link to relevant articles under each of the interview sub-headings allowing each interviewee to read the source article for a more in-depth understanding of each job interview topic.

What to wear to a job interview

Your outfit is your armor.

What you wear in a job interview makes a difference in two distinct ways: 1) ‘dress to impress’ increase personal confidence levels, 2) a professional look changes the employer’s initial impression of a candidate.

Down to basics:

Wear smart professional clothing.

What an applicant wears influences the interviewer’s first impression of a candidate. Interviewer’s, as does everyone, has ‘unconscious bias’ – an opinion is made based on how one person views another. Research shows how an interviewee’s outfit can create a positive or negative opinion.

The ‘professional look’ can only help to increase likeness.

Avoid:

  • Unironed clothes
  • Casual wear
  • Not shaving
  • Dark colours
  • Getting caught in the rain (resulting in you looking helpless)

There is something about the choice of clothing that affects the emotional state. Dressing in gym wear, as an example, will result in a person being more likely to complete exercise. In the same sense, dressing confidently creates confidence.

Source: what to wear for an interview

What you need to research before a job interview

Pre-interview preparation creates perfection

Prior to the job interview, there are 2 must research objectives: 1) company research 2) interview question research.

Initially, applicants need to research the organisation to ensure that this is a position they would like to accept, once offered the advertised role.

3 key facts that affect workplace happiness

  1. The company – does the company vision and values align with your own?
  2. The boss – does the boss’s managerial style motivate you?
  3. The co-worker(s) – does the company culture draw you in?

The pre-interview research on accepting a hiring decision can save time – only attend the interviews with employers you are interested in.

Once an applicant knows which organisations they are interested in, the next step is to prepare for the job interview by researching the potential job interview questions.

  • Check potential questions by reading the job profile for the advertised role. Each essential duty will be referenced as a job interview question
  • Use the internet to search for the organisation asked out the box job interview questions
  • Plan your interveiw stories as storytelling interview answers often rate higher on the job interview scorecard

Source: questions to ask before accepting a job

How to plan for the interview

The initial interview planning is based on the type of job interview the candidate has to attend.

Job interview types include:

Understanding how each job interview is different gives the pro-active job seeker an upper hand. As an example, most screening job interviews are conducted over the telephone.

The interview itself needs planning for. For an online interview, ergonomics is key. A clear background, eye-level screen and clean space, not only helps the applicant feel relax, there are no visual distractions for the interviewer.

A common mistake career professionals make is their interview preparation. Most job seekers will check the duration from their home to the interview establishment, this is good, pro-active. But the mistake is made at the time of night they choose to prepare for the job interview.

Most people prepare for interviews at night and plan, using an online map, the duration of travel. But if the job interview is scheduled early in the morning, the duration to the venue can change, as travel times vary depending on the time of day.

The barrier here is that a late applicant creates a negative impression that distorts how the interviewer views the applicant during the course of the job interview. Is easy to make error can have a lasting effect on the job interview.

Source: types of job interviews

How to prepare for the first impression

The first impression defines the rest of the job interview. The initial barrier is the interviewers unconscious bias, and then their reaction to how they perceive the applicant will perform once employed.

The initial impression is formed by the senses taking in billions of pieces of information, which is then filtered by the interviewers values, beliefs and experiences, resulting in an impression being created within milliseconds of the interviewer coming face to face with the candidate.

These 5 factors affect the initial impression:

  • An applicant’s smile – smiling helps build rapport. Research has shown how a smile improves likeability
  • What the candidate wears – association from clothes to persona is powerful. If you dress ‘professionally’ you will be seen as a ‘professional’
  • The firmness of the handshake – a firm handshake shows strength and confidence, both of these traits improve how an employer views an applicant
  • Eye contact – strong direct eye contact shows confidence. Weak people will often look down or away. Employers for all job roles are looking for confident employees who can make decisions and take action
  • The level of confidence in communication – asking questions, varied tonality, a strong pace are all ways to communicate confidently. Confident communicators score well in job interviews as they are able to give answers that reference the job criteria

Source: Make a good first impression

How to reduce interview anxiety

Job interview anxiety is the number one reason why job applicants fail in job interviews. A lack of confidence can only result in a poor job interview performance.

Confidence can be improved. The biggest barrier to self-doubt is comparison. Often employees will compare themselves to another colleague prior to the job interview. This behaviour is unhealthy and effects the nervousness level in a job interview.

The comparison leads to self doubt. Self doubt, is extreme cases, lead to some career professionals finding excuses not to attend the job interview, and those that do often perform badly.

Confidence in the job interview can be improved by making a few tweaks to your thinking. Having self-appreciation instead of self doubt increases self-esteem.

For career confidence, listing your achievements, your skills and abilities change the focus of thinking, helping applicants to realise their worth, improving their self-worth.

Source: how to boost self-confidence

What to do to stand out during the job interview

The competition for the advertised position is competitive as everyone attending the job interview has a similar level of skills, experiences and qualifications, at the minimum the applicants all meet the job criteria or they wouldn’t have been invited to be interviewed.

What this means is that you need to stand out in the job interview.

First, is the basics; having killer answers to tricky job interview questions but more importantly successful career professionals need to go one step further.

A simple and underplayed stand out tactic is being enthusiastic.

Think about it! Most interviewees are nervous, resulting in standard job interview answers communicated in a monotone voice. If the next interviewer delivers strong interview answers, delivered with passion and enthusiasm, they will grab the employer’s attention.

Creating an interview conversation, rather then just answering questions is enough to be uniquely, as is bring evidence of your expertise in the form of stats, graphs and references. Having a growth mindset, showing you can take the initiative and simply becoming confident create a string persona because most applicants are, well, nervous wrecks.

Source: stand out in a job interview

The pre-interview checklist

  1. You know the date and time of the interview
  2. The interview venue, building name and room number is correct
  3. A copy of the application, ID and certificates have been prepared
  4. Research on the organisation has been completed
  5. Potential interview questions have been researched
  6. And answers to interview questions have been prepared and researched
  7. For online interviews, the room ergonomics have been reviewed and for face to face job interviews, the duration to the venue has been checked
  8. The interview type has been checked and actions completed to ensure confidence levels are high for all interview types
  9. A self-review of industry skills has been completed to increase confidence
  10. Many mock interviews have been completed, as practice makes perfection

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How to prepare and pass a telephone job interview.

Telephone job interviews are, in the main, viewed by employers as a recruitment cost saving process.

Think about it, to deliver a structured job interview requires time, resources and of course money. It makes much more time to plan for a face to face job interview than it does a telephone one.

With employers receiving hundreds of suitable application forms from high skilled applicants, recruiters need to be able to reduce the number of job seekers they will eventually offer a job interview to.

Initially, the employer will reduce the ‘suitable’ applicants down to a reasonable number through the application process, but as the number of applications received for each position rises, the employer needs to add in a ‘screening’ interview which is designed to result in only the most suitable candidates being offered a face-to-face job interview.

The telephone interview is the most common way to ‘screen’ applicants.

What questions are asked in a telephone interview?

A telephone screening interview is short. Unlike a structured job interview, where each interviewee is asked the same job interview questions, the telephone screening interview is an investigation.

Employers, after reading the job applications from applicants that they feel have the required skills and experiences, still need to reduce the applications to around 6-10 applicants that they will invite to a job interview.

While reviewing the application forms, employers may require specific information to ambiguous statements: “12 years sector experience…” The conscious interviewer will be asking “12 years experience in the same position? company? level of responsibility?”

It is this specific ‘data’ that will be the basis of the screening interview. In this way, each screening telephone interview will be different.

Applicants, even though interview questions are harder to predict can still prepare in advance for the telephone interview.

Below is a list of the types of telephone screening interview questions that will be asked during the telephone job interview.

Telephone Interview Question 1

Can you tell me more about your experience at X?

Telephone Interview Question 2

What were your specific duties?

Telephone Interview Question 3

Tell me about a problem that happened during this (project)?

Telephone Interview Question 4

Explain, exactly, what your level of responsibility was?

Telephone Interview Question 5

How do you put into practice the systems and models you learnt during your degree?

Telephone Interview Question 6

Over your years working in X sector what has been your biggest weakness?

Telephone Interview Question 7

How did you communicate across different departments?

Telephone Interview Question 8

What has made you apply for this role in this organisation?

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How to answer the ‘weakness’ interview question

Out of all the common interview questions asked, the ‘what is your greatest weakness’ question, is among the hardest to answer.

Candidates, applying for an advertised position within a new organisations, struggle to answer a direct interview question that deliberately focuses on a negative, not a strength, because they believe that a ‘negative’ interview answer will score low, on the interview scorecard

Who is asked the ‘weakness’ interview question?

What many applicants don’t consider, is that all interviewees will be asked the same ‘weakness’ interview question.

Some of these applicants will try to influence the job interview by not directly answering the question: ‘I don’t have any weaknesses!’

This answer is weak within itself. It is the same as being asked ‘are you a team player?’ to then talk about working on your own initiative. Employers ask each job interview question for a particular reason – they want to know something specific about the applicant that is relevant to the job vacancy.

Job seekers who state: ‘I have no weaknesses’ will be scored low.

Interviewers are really asking ‘how do you develop?’ or ‘what have you done to improve an area of development?’

Mainly the ‘weakness’ interview question is asked for low skilled positions or within the ‘supportive’ sector that needs career professionals to be lifelong learners.

How to approach the ‘weakness’ question?

We have established that the ‘weakness’ question is really about a candidate’s approach to development. More specifically, self-reflection and development.

The 3 step process to answer the ‘weakness’ interview question is:

  1. Self-reflection – identifying a weakness or area of development
  2. Upskilling – taking action to develop the weakness
  3. Ability test – completing a self-check to ensure the weakness or area of development has been overcome

How to answer ‘do you have any weaknesses?’ Interview question.

The 3 step process, when answering the interview question, can be framed with an opening and summary.

Interview answer opening.

“I believe everyone has areas of development…”

“One of my strengths is recognising my weaknesses, so I ca develop my skills….”

“Because I believe in self-development, I am always self-assessing my skills…”

Interview answer 3 step process.

  1. Self-reflection – “…an example of this is when I (give an example of a self-development process IE during an employee review, completing a skill test, via a mentor, etc)…”
  2. Upskilling – “….to develop this skill I focused my time on (add actions you took to improve the (area of development)…”
  3. Ability test – “….I knew I had improved on this area when (give an example of using the skill with confidence and competence)

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