How Do I Prepare for an Amazon Leadership Principle Interview?

The Amazon leadership interview is a longer then normal process, often consisting of several interviews with different members of the Amazon team. Including a hiring manager, a bar-raiser interviewer, and (job role) specialist.

This article will explain how to prepare and pass an Amazon leadership job interview.

Amazon is a successful company as they recruit leaders who fit in with the company culture. The Amazon recruitment process uses questions based on the 16 leadership principles.

What you need to know to prepare for an Amazon LP Interview.

  • You will attend multiple online interviews
  • Each interviewer will ask leadership principle job interview questions
  • Questions will be structured as ‘behavioral’ job interview questions

Behavioral Job Interview Questions.

Amazon preference the behavioral job interview question format, believing that past behaviors can help predict future performance.

This means that the Amazon interviewers will frame the questions on previous experiences:

  • Tell me about a time you did…
  • Give me an example of when you have…
  • What past achievements did you….
  • When was the last time you….
  • Have you ever….

Amazon Interviewers.

Who will interview you?

On average, applicants will attend 4-6 rounds of interviews, with each round lasting around 60 minutes. This seems a lot compared to other organizations, who only have two rounds of interviews.

Why so many?

Amazon only want to recruit the most suitable applicants, to create the best team they can.

In fact, amazon are happy to decline applicants and wait until a more suitable applicant comes along – someone who meets the leadership principle criteria and some one who can raise the bar. This is because the leadership principles are about the company culture.

Depending on the job role, the recruitment process varies between different departments. In the main, the interviewers will include:

  • Amazon Bar Raiser
  • Sector Expert
  • Hiring Manager

What is an Amazon Bar Riser?

The ‘bar raiser’ is an objective third party interviewer who looks at the candidates potential for long-term success.

Bar raiser are experienced interviewers, trained by Amazon to evaluate applicants against the leadership principles (but all Amazon interviewers will ask leadership principle interview questions).

Amazon want to recruit leaders who will make a difference, they want someone who can raise the bar. An applicant with a high level of knowledge and experience may not gain a job offer if they don’t come across as someone who can raise the bar.

Sector Expert Interviewer.

The bar raiser isn’t from the department the job role is in, as this gives the bar-raiser interviewer as different perspective to evaluate the applicant against the leadership principles.

For technical roles, such as engineers, a internal sector expert will ask more sector related interview questions embedded within the leadership principle interview questions.

The sector expert will be reviewing:

  • Industry experience
  • Sector knowledge
  • Transferable skills and knowledge for the Amazon role

As an example IT managers maybe asked about coding, whereas a sales managers might be asked about building demand.

Hiring Manager Interview.

The hiring manager interview is often the first interview round applicants will go through.

The initial interview is to check suitability. The interview will last around 60 minutes and the hiring manager will check suitability against a number of Amazon job roles.

During the interview the hiring manager will check:

  • Duration of industry experience.
  • Knowledge of Amazon leadership principles
  • Skills, knowledge, abilities and qualities.

The interview is often a conversation, an informal job interview, to get to know the applicant.

What is Amazon Chime?

One if the interview stages is a telephone interview.

As Amazon is a technology company, they have decide not to reply on interviewees using a mobile phone and instead (in most cases) will ask candidates to use Amazon Chime.

Amazon Chime is pretty easy to use. To set up the app follow these steps: Amazon Chime Set Up.

Interviewees need to be prepared for a virtual interview.

Amazon Leadership Principles

It is important to understand all 16 Amazon leadership principles (previously 14 leadership principles) as it these principles that the job interview questions are based on.

One thing Amazon insist on is data specific information. Stay way from generalizations and instead, give detail.

As an example, don’t say “we increased profit” and instead state the monetary value earned.

Stay away from lines like “I thought we did really well.” Amazon would prefer “The customer said X and increased their orders by 25% that year, which was £X turnover.”

Words like “good”, “beautiful” or “positive” are all personal opinions. What Amazon look for is specific data, real evidence, something that can be measured.

Customer Obsession

Amazon are all about the customers, and say “Leaders start with the customer and work backwards.” Interview questions will question if the applicant has what it takes to “Work vigorously to earn and keep customer trust.”

Example questions:

  • Tell me about a time you couldn’t achieve the customer expectations?
  • Give me an example of how you turned around a negative customer interaction?
  • Explain a time when you have dealt with a difficult customer?

Ownership

Amazon say that “Leaders are owners.” This is because Amazon look long-term, and expect their leaders to “think long term and don’t sacrifice long-term value for short-term results.”

Amazon leaders act on behalf of Amazon, not just their own team. In this sense an Amazon leader would never say “that’s not my job.”

Example Questions

  • Give me an example of when you have made a decision that had a negative short term outcome but led to a positive long term outcome?
  • Have you ever took on additional work that wasn’t part of your everyday duties/responsibilities?
  • Tell me about a time when you pushed a new initiative that was challenging?

Invent and Simplify

Amazon is an innovative company, starting as an online book store they now have a wide range of technologies, services and products. One thing Amazon do well is to simply things, often making it easier for their customers. As ideas are presented they are not always understood by stakeholders, Amazon says “As we do new things, we accept that we may be misunderstood for long periods of time.”

Amazon are externally focused and expect innovation and invention from their teams. With innovation Amazon aim to simplify.

Example questions

  • Tell me about a detailed process or procedure that you were able to simplify?
  • Give me an example of when you learnt something by making a mistake?
  • Explain a time when you invented something complete unique?

Are Right, A Lot

Amazon believe that leaders have strong judgement. They believe in their own ideas, and use their instinct to make the correct decision. In short, Amazon says “Leaders are right a lot.”

Example questions

  • Give me an example of when you have made decision, while under pressure, that went against the opinion of others, as you were relying on your own judgement and experiences?
  • Tell me about a time someone challenged what you were doing and what your response was to the critique?
  • Have you ever made a a bad decision?

Learn and Be Curious

Innovation comes from a team of life long learners. Amazon say “Leaders are never done learning and always seek to improve themselves.” Amazons products and ideas come from being curious about new possibilities.

Example questions

  • Give me an example of creating change in an idea, process or product?
  • Tell me about an experience you had that made you change they way you thought?
  • Tell me about a time when you experience and knowledge helped to improve something?

Hire and Develop the Best

The Amazon recruitment process, outlined above, shows the value Amazon put on hiring the best “Leaders raise the performance bar with every hire and promotion.” As a leader, Amazon will expect you to be able to recognize exceptional talent.

Leaders are coaches and take developing their staff seriously. Therefore, hiring and coaching are an important leadership task.

Example questions

  • How have you coached other people to be successful?
  • How do you ensure you recruit exceptional people?
  • What makes a good member of staff?

Insist on the Highest Standards

High standards equal high quality, high quality improves customer satisfaction. Everything Amazon undertakes is of high quality. In the recruitment process Amazon use ‘bar-risers’ not just a hiring manager. This is an example, of how Amazon push the quality in everything that they do.

Example questions

  • Share an experience when another team member wasn’t pulling their weight?
  • When have you personally raised the bar?
  • Give an example of when you have improved something that you felt wasn’t up to your high standards?

Think Big

Amazon believe on what you focus on you get. If you think small, small things happen, but if you think big…

Amazon says “Leaders create and communicate a bold direction that inspires results.”

Example questions

  • Give an example of going above the scope of a project?
  • Have you ever been disappointed because you didn’t think ‘big’ enough?
  • Tell about a time that you were able to put your big vision into practice?

Bias for Action

Amazon knows that “Speed matters in business.” Therefore Amazon “value calculated risk taking.” This is because they know that “Many decisions and actions are reversible and do not need extensive study.”

Example questions

  • Give an example of taking a calculated risk?
  • Tell about a risk you took that didn’t work the way you wanted it to?
  • Have you ever took the initiative to take action rather then waiting for support or advice?

Frugality

When needed humans are resourceful. Amazon believe that you can “Accomplish more with less.” Amazon leaders are paid to get a job done “There are no extra points for growing headcount, budget size, or fixed expense.”

Example questions

  • Have you ever turned down resources when working on a project as you knew you could rely on yourself or your team to complete the tasks?
  • Tell me about a time you achieved a big out on a small budget?
  • Give me an example of using your own resources to achieve an objective?

Earn Trust

Open and honest leaders earn trust. Being self-critical can be awkward, but it allows a leader to benchmark themselves against others. “Leaders listen attentively, speak candidly, and treat others respectfully.”

Example questions

  • What quality do you lease values about yourself?
  • Give an example of when you knew someone else was out-performing you?
  • Have you ever seen a colleague act unethically?

Dive Deep

Leaders understand the nitty gritty of all jobs in their department and beyond and will step in when required. Amazon says “Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ.”

Example questions

  • Give an example of when having an in-depth knowledge of various job roles in an organisation helped to solve a problem?
  • Tell me about a time when auditing data changed how you approached a situation?
  • How do you use data in decision-making?

Have Backbone; Disagree and Commit

Leaders aren’t followers, Amazon says “Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting.” Amazon look for leaders who have conviction, who don’t comprise to fit in and who “Once a decision is determined, they commit wholly.”

  • Give an example of when you have refused to go with business-as-usual?
  • Have you ever made a decision that was, initially, highly unpopular?
  • Tell me about a time you have challenged someone in a senior position?

Deliver Results

A good leader can rise to the occasion, Amazon says “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion.” Even though setbacks happen, leaders need to be able to deliver good results.

Example questions

  • How have you previously have to prioritized workload when working on multiple projects – how did you do this?
  • Give me an example of working on a project that had a big change half way through – how did you manage the change?
  • Tell me about a time that you worked towards a goal that others wanted to give up on?

Strive to be Earth’s Best Employer

Amazon says “Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. ” Good leaders are empathetic, can create an enjoyable working environment and are skilled at developing their staff to be successful.

Example questions

  • Give an example of developing a team to become a high-performing team
  • Tell me about a time you were able to motivate a team to believe in the company vision?
  • How do you mange projects and staff development at the same time?

Success and Scale Bring Broad Responsibility

Amazon started in a garage selling books, now they are a global business. Amazon know that they impact the world, but that they are far from perfect “We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. “

Amazon says “Leaders create more than they consume and always leave things better than how they found them.”

Example questions

  • How do you take the bigger picture into account when making decisions?
  • Give an example of taking something which was ‘good’ and making it better?
  • Tell me about a time when you thought about the affect of a decision on a stakeholder(s)?
Evolve the mind book on Amazon

How to answer Amazons leadership principle interview questions.

Amazon encourage applicants to use the STAR technique.

This is because an example shows a recruiter that you have experience of the required job criteria.

When answering the interview questions, think about:

  • The reason for the question – what skill or experience is the hiring manager wanting to hear?
  • Which of the leadership principles does the interview question relate to?
  • What specific information, data or facts can I use to offer prove of my knowledge/experience

The perceived level of knowledge and experience is key to passing an Amazon job interview. Take the Interview Prediction Grid test to check how you are viewed by an employer.

STAR Technique

Situation, Task, Actions, Result.

This interview formula allows the applicant to create a detailed job interview answer.

Situation

Think about the situation part of the interview answer as story-telling.

Set the scene. explain the job role or project. Detail the situation you were in: what barriers did you face? What was the goal? What would happen if you couldn’t achieve the objective? Who was involved?

Make the story relevant to the Amazon interviewer

Task

Explain what your reasonability was. for big project gives an overview of the main steps, then focus in on your own tasks, what you personally had to do.

Action

Amazon wants to know what you did, the actions you took, to achieve the outcome. In this section use “I” instead of “we”. Be descriptive. Explain your thought process, how you generated ideas, why you disregarded one suggestion over another. Discuss how you planned your actions, why you prioritised one action over another.

Result

End, by sharing the positive outcome (short term) and then the longer term positive effect. Also add in any lessons learnt and how these lessons were used in new projects or could be used when working for Amazon.

Job Interview Questions for Teenagers

Everything a teenager needs to know to pass a job interview.

The biggest barrier a teenager faces during the recruitment process is a lack of interviewing experience.

Humans, especially teenagers, are confident when completing tasks they are familiar with.

This article will help teenagers to:

  • Understand the job interview process, allowing a teenager to know what to expect
  • Answer interview questions by knowing what questions an employers is likely to ask
  • Increase interview confidence through a number of techniques and exercises

How should a teenager prepare for a job interview?

First, it is important to understand what a job interview is.

Before being invited to a job interview, a teenager would have applied for the advertised job role.

Generally speaking, teenagers apply for jobs in July and August, when they have finished school, college, or higher education.

Other teenagers, often college and university students, will apply for part-time work, while studying, in Sept and January.

This shows how there is an increase in teenager applications between July-January, but teenagers do apply for work all year round.

So, if a teenager has been offered a job interview, over the hundreds of other teenagers applying for the same role, the employer has liked what was written on the application or CV.

This is a great start, you are better than the other hundred plus applications.

Job Interview Preparation.

The three steps a teenager needs to think about when preparing for a job interview are:

  1. To know the job duties and the required skills and qualities needed for the role
  2. To plan interview answers that highlight the required skills and qualities
  3. To think about their communication skills – how they will deliver the interview answers

Job duties and required skills.

The more a teenager knows about the job role, the duties, and the required skills, the more likely they are to be able to predict the job interview question.

The employer will ask each teenager around 6-8 job interview questions.

Each question is based on the job role. A customer service interview question will be asked in a retail job interview, or an IT question could be asked in an administration job interview.

Here are 10 commonly asked job interview questions

The easiest way to predict the job interview questions is to:

  • Read the job specification that will accompany the job advert. The job spec list the duties and required skills
  • When there is no job specification, use online job profiles which give a generic overview of the job role, duties, and required qualifications. Each duty is a potential interview question
  • Search ‘(job role) interview questions’, IE McDonals Interview questions.

Plan interview answers.

Once a teenager has a list of job interview questions, the next stage is to create their answers.

Interviewers will score each answer on a scale of 1-4, with 1 being poor and 4 being excellent. Answers that use examples to reference how the teenager has the skills and/or experience to complete the job duties generally score high.

For apprenticeship interviews, teenagers need to think about the apprenticeship interview questions they will be asked.

Each interview answer should be broken down into three stages (SAP):

  • Situation
  • Actions
  • Positive Outcome

Situation

The situation is the event that was happening at the time. This could include being asked to complete a task, a problem they faced, or a goal they wanted to achieve.

Imagine being asked ‘explain a time when you achieved a goal?’ The interview answer could start with either:

“When working at X company I was asked to (add task)…”

“At school, a (problem) happened and I was asked to help overcome it…”

“Working with my dad, we decide to set a goal to (add goal)…”

Action

The action segment, explains to a hiring manager the steps the teenager took. Teenagers to focus the answer on their personal skills; work ethic, motivation, reliability or on the task, they competed.

Skills answer: “…To do this I used my work ethic. I started each day at 8:00 AM and worked hard to achieve the outcome, before fishing at 5:00 PM. In the evening I (add additional tasks)…”

Task only answer “…To do this I did A, B, and C (name actions taken)…”

Positive Outcome

Each interview answer should end with the results of the action taken. The outcome should be framed in the positive.

“…by the end, we had achieved (add outcome).”

“…this resulted in (add outcome).”

“…these actions resulted in us overcoming the barrier/problem.”

Example Interveiw Answer for a Teenager.

“When at school, I and my art and design classmates were asked to design the backdrops for the school play. As a natural leader I took charge and put the class into small groups, so each group could draw on scene. I also made a list of paints and materials we required and gave this to the teacher. Because we all worked hard, each day for a week, we were able to complete the design on time for the opening night.”

Ideas for examples during interview answers for teenagers.

  • Part time work for questions relating to work ethic or motivation
  • Voluntary work exampels to show experiences and skills
  • Duke of Edinburugh award to explain leadership, communciation and teamwork
  • Creating your own video game, having a high number of social media followers or starting a PT business to show creative and innovation
  • Studying for an exam for time management
  • School sickness record for relibaility

Interview Communication.

The way a teenager communicates influences how the interviewers view the teenager; suitable or unsuitable.

Communication starts when the interviewer first meets the teenager. A teenager can make a positive first impression by:

  • Smiling, as this creates likability
  • Offering a firm handshake, as this shows confidence
  • Dressing smart to be viewed as being serious
  • Communicating confidnelty to help an employer see your worth
  • A strong, and warm, intorduction

During the interview, confident communication is when:

  • A teenager talks at a slow pace, using clear language – don’t mumble or use filler words
  • Answers are detailed using the SAP interview answer structure
  • Listening skills are used to help understand the interview question

To increase confidence

  • Take long deep breathes prior to the job interview
  • Use exercie to release stress on the day of the interview
  • Drink water to wet the mouth (nerous teenagers suffer from dry mouth symdrome)
  • Visualise yourself doing well during the job interview
  • Practice interview answers
  • Complete vocal warm-ups, just as singers do, before setting off for the interview

What a teenager should take to an interview.

A teenager job interview is very similar to an adult job interview.

The employer will ask for certain items to be brought to the interview, depending on the job role. In most cases, the teenager won’t be asked to bring anything.

To help stand out, and the show preparation it is good to bring the following to a teenager interview:

  • Qualifications/certifcates
  • CV
  • List of questions to ask the employer

Commonly asked teenager job interview questions.

  1. Tell me about yourself and how what you did at school/college?
  2. What do you know about the job role and the day to day duties?
  3. What skills do you have the are relevant to this postion?
  4. Give me an example of communicating with others?
  5. How would you fit in with the team?
  6. How would you balance working and studying at the same time?
  7. (for PT jobs) What hours can you work? (for FT jobs) Can you work overtime if needed?
  8. Give me an example of being reliable?
  9. What do you prefer, doing thing syour own way or following orders?
  10. Do you have any questions for us?

Job interview answers.

Tell me about yourself and how what you did at school/college?

  • Talk about school projects, volunteering and work experience and descibe any stand out achivements – being a prefect, being the captain of a sports team, being on the debate team

What do you know about the job role and the day-to-day duties?

  • Use a ‘job profile’ to research the required job duties and list these to the employer

What skills do you have the are relevant to this position?

  • Give examples of how others have described you IE ‘my teacher always said I was reliable…’

Give me an example of communicating with others?

  • Use the SAP structure here. Ensure you talk about listening as well as communication. Listening to a sports coach and communicating this to the team members, is a good example.

How would you fit in with the team?

  • Start by saying how you are a good team member, and how you can (lead/motivate/support) others. follow this with a SAP example

How would you balance working and studying at the same time?

  • This question is about time management. Discuss diary management, using reminders and planning your worklaod

(for PT jobs) What hours can you work? (for FT jobs) Can you work overtime if needed?

  • Be positive and show flexibility when you can

Give me an example of being reliable?

  • Another chance to use the SAP structure. Explain a situation when someone needed to rely on you. State how you went out of your way to be there for them.

What do you prefer, doing things your own way or following orders?

  • As a teenager, the employer in most cases wants you to follow their orders. Say, that you can work on your own when needed, but as this is a new job you would follow the orders of more experience colleagues

Do you have any questions for us?

  • See below
Evolve the mind book on Amazon

What should a teenager ask in a job interview.

At the interview end, it is good for a teenager to ask the employer questions about the company and job role:

  • Do you offer apprentciehsip schemes?
  • Do you have mentors for new starters?
  • What will my first week look like?
  • Will I being working in one department or getting experiences of different job roles.
  • What is the company culture like?

Don’t ask about:

  • Pay
  • Holidays
  • or Time off

Border Force Officer Job Interview Questions

Border Force officers are the frontline of law enforcement. Job interviews for a border force officer position are competitive. This article will explain the commonly asked interview questions and how best to answer them.

The job interview process will focus, in the main, on skills and experience as having a particular qualification isn’t required for this role.

How competitive is a border force officer job interview?

Border force job interview is competitive

Interview Specfifcs

Behavioural job interview, last 45 minutes with 8 questions being asked

The main duties of a border patrol officer include:

  • Patrolling the coastline, rail stations and airports
  • Observing people and items and making judgement calls to identify risks
  • Interviewing and questioning suspicious individuals
  • Search baggage, vehicles and cargo
  • Working with stakeholders IE alerting security services to people of interest

Job interview questions will be based on these job duties and the required skills to complete each task.

Recruitment Process for a Border Force Officer

Successful applicants must meet the minimum requirements stated below to secure a job interview:

  • Fold a UK passport
  • Lived in the UK for the past five years
  • Be over 18 years old
  • Hold a UK driving license
  • Pass a medical examination
  • Pass a security clearance check

The border force officer job interview is mainly a structured job interview process. Each question has been pre-written and the interview panel will allocate scores based on the criteria the job applicant references during the interview process.

In addition, there will be several strength-based interview questions. With that in mind, a border force officer interview is a hybrid job interview. Below we will list commonly asked job interview questions and answers.

The recruitment day may also consist of having to complete a group exercise and undertake numeracy and literacy tests.

Border Force Officer Job Interview Questions and Answers

Each region will have its own interview question for this position. But, due to the work duties, the questions may be worded differently but the required skills and experiences for the job role are the same. Meaning that the key message the answers should state is the same for all border force officer positions.

For each of the below interview questions, an explanation of how to answer each question will be given. It is important for all applicants to make their answers unique by adding in their own knowledge, experiences, and skills.

Interview Question One – Describe how your previous experience and skills suit the border force officer role?

Self-assured job interview identities do well here. This is because the initial interview question – ‘describe your experience…’ is an open job interview question.

Open questions allow applicants an opportunity to sell themselves by matching their skillset to the day-to-day duties of a border force officer.

This interview technique shows an employer that you:

  1. Understand the job role
  2. Have transferable skills relevant to the position
  3. Can communicate with confidence – a requirement for the job interview and the job role

First, job applicants need to understand the required duties and skills needed for the border force officer position. Which include:

  • Strong observational skills, to spot suspicious or unusual behaviours
  • The ability to gain vital information from the public through excellent listening and communication skills
  • Able to confidently deal with the public who may be deliberately being deceitful
  • A calm manner when dealing with stressed people and situations
  • The experience of working within a diverse team
  • Skilled at planning and collaboration
  • Decision making skills

To answer the job interview question use the ‘duty x experience’ job interview formula.

Example:

“My past experiences and skill set is ideal for a border force officer job role. For the past 5 years I have (add previous job role) where I have learnt to (add essential skill for border force officer job role) An example of this is (give example).

I know the job role requires (add job duty) when working at (give example of completing a similar job duty in a previous position). I am also highly confident when it comes to (add person related skill) when I was a (add job role) I (add example).

Overall, i have a full understanding of the job duties for this position and my diverse work experience has armed me with a number of skills that I would utilise if recruited for this position.”

Interview Question Two – Give me an example of when you have communicated with an aggressive person?

As a border force officer it is highly likely that you will come face to face with hostile individuals.

Some criminals may use their assertiveness and aggression in an attempt to frighten a border force officer to let them into the country. It is obvious why the ‘aggressive’ interview question is common during the border force officer requirement process.

There are many ways to handle hostile and confrontational people. In the job interview it is good to focus on how you can remain calm during aggressive conversations.

Use the job interview formula: experience x explanation x experience outcome

First, state that you have experience communicating with aggressive individuals: ‘In all my previous roles working as a (a job role) I have had to deescalate aggressive situations. One example is when (state the situation but not the outcome)…’

Next, state the step-by-step logical process for de-escalation: ‘…because hostiles people attempt to push your buttons it is important to remain calm, as this gives you the power balance. Some aggressive individuals will use generic statements or ambiguity, while constantly swapping the point of their conversation, trying to confuse you. Here, it is important to ask specific questions to bring the conversation back on point. Others will use their body language, posture, or voice to attempt to frighten you. Using string eye contact and speaking at a calm pace with an open posture shows that you are not affected by their aggressive display…’

End with the outcome to the initial situation discussed in point one of the interview answer structure: ‘…going back to my example (add a reminder) I followed these steps which resulted in (add a positive outcome).’

Interview Question Three – Would you have done anything differently the second-time round?

Behavioral job interview questions are framed on past experiences:

  • Tell me a time you did…
  • Give me an example of when you…
  • Have you ever had to….

The idea is that past behaviors predict future actions

Employers are fully aware that people learn from experiences, mistakes, and even successes. With this in mind, some employers will ask a follow-up strength-based interview question on the back of the behavioral job interview question. In this example ‘What would you have done differently second-time-around?’

This in fact is a great question to be asked. As an applicant can show growth and their distance traveled over a long duration in a job sector. In addition, any follow-up questions give rise to an opportunity to reference additional job criteria and therefore gain a higher overall job interview score.

To answer this question use the interview formula: summary x learning point x future projection:

‘Great question. I always reflect on the work vs outcome after the end of each project. As I mentioned this project was a success as I (repeat your unique selling points/actions taken/skillset)…

…..what I learnt from the project was (focus on what you learnt not the mistake)….

…If I was hired as a border force officer I would use (add skill/knowledge) when completing (add border force officer job duty).’

Job Interview Question Four – What are the main duties of a border force officer?

Embedded within the behavioural job interview questions, are knowledge questions.

Knowledge questions can be technical, such as: ‘What is the process when you suspect a person is a wanted criminal?’ These sector specific questions are mainly for border force senior positions and promotional roles. This is because a senior position, which has a higher salary, requires an experienced applicant.

For recruitment of new people into the industry, IE those with no direct experience, the knowledge questions are mainly on the job duties or required skills.

For the ‘duties’ questions, use the interview answer formula: Overview x specific duties x required skills.

As an example, ‘The role of a Border Force officer is essentially to create a safe border ensuring on legal applicants enter the country and to stop illegal trade from coming into the UK…’

Next add specific duties: ‘…the role consist of checking documents IE passports, travel documents and trade invoices. Also, a large part of the role is questioning passengers, searching people, luggage and vehicles. As well as, enforcing rules and regulations…’ Use the list of job duties above to make the answer unique.

Finally, add your relevant skillset: ‘…the required skills for this role include excellent observational skills (or add in any other skill that you possess that is required for this role) An example of using this skill is (add an example from a previous role).’

Job Interview Question Five – Give an example of enforcing rules and regulations?

The border force officer role is one where the employee must following internal processes and procedures. This is to ensure that offenders cant use a failure in the system as a way to dismiss a court trial case.

In the job role itself, border force officers will enforce rules and regulations on others. This could include the removal of goods during a luggage check or detaining illegal immigrants when they refuse to be detained.

The ‘enforcing rules’ interview question is a hard one to answer unless the applicant has worked in a uniformed job role.

For none-uniform job roles, the required example can be enforcing company policy and procedures. Other examples could include, as an example, asking a rude customer to leave the retail an applicant managed.

To answer the question:

Set the scene: Explain the situation, as an example a security guard removing rude customers from a venue. Give detail. The required process that was required to be enforced. The reasons for the enforcement and any other relevant details.

Actions taken: Next, and more importantly, explain how you were able to enforce the rule, process, or regulation. What was your manner and how this affected the situation. How did your communication skills assist with the enforcement. Anything else?

Outcome: What was the positive outcome to your actions. Did you have any lessons learnt?

Job Interview Question Six – Do you prefer following processes or trying new approaches?

As mentioned earlier, there will be a number of strength-based job interview questions. Strength-based interview questions ask about preferences. The employer is asking what working environment suits, with this example following process vs new approaches?

Other strength-based preference questions could include: teamwork vs own initiative? Authoritative management style vs coaching management style? Starting tasks or finishing tasks? Details vs big picture?

Two-ways to answer preference questions.

Option one: answer with both options.

To answer with both preferences, hedging your bets, you simply talk about the benefits and disadvantages of both options: ‘The advantage of A is ….but the disadvantage is…What I like about B is ….but you also have to consider…’

Option two: focus on the employers preference.

Employers, asking strength-based interview questions ask these to find suitable employees that fit within the culture of the company.

Therefore, with a little research; reading the job duties, company values and interviewing people who work for the organisation can give you the required insight to answer the interview question by describing what the employer wants to hear.

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Job Interview Question Seven – Would you like to ask any questions of your own?

  • What are the shift patterns for the border force officer job role?
  • Can you describe the initial training that all new border force officer go through?
  • What do you enjoy about the role?
  • Is there anything you don’t enjoy?
  • How would you describe the management style within the department?

Why the Employer isn’t Getting Back to you After a Job Interview

After searching for the idea job, you finally land that all important job interview.

As this is the job you really want, you put extra effort into the interview preparation. You:

  • Research the company, focusing on the company culture, ethics, and business objectives.
  • Review the job criteria, matching your skillset and experience to the job role, creating job-relevant examples.
  • Even go as far as researching the interview panel on social media to check commonality to help build rapport at the interview start.

All-in-all you are ready for to face the recruitment process.

On the day of the interview, the interview goes better than expected. The interviewer ends by saying they will be in touch soon. You walk away confident that the job is yours.

But, a couple of days go by, and nothing. You send a post-interveiw email. The employer responds by explaining that they are working with HR and that you should hear back soon. Then a week, two weeks….nothing.

5-6 weeks later still not a peep.

What has happened?

Have you ever been ‘breadcrumbed’ after a job interview?

Have you experienced something similar yourself?

An employer who seemed keener than mustard to hire you, suddenly goes cold.

If so, you may have been interview breadcrumbed!!

What is ‘breadcrumbing’ in recruitment?

Breadcrumbing is a new recruitment trick to help the employer hire the best candidate.

When an employer or recruitment agency intentionally leads an applicant on, often by sending them ‘keep warm’ emails and telephone calls without actually offering the candidate the job role, this is dubbed ‘breadcrumbing’.

Why would do employers lead applicants on?

The goal of the job interview is to hire a candidate that will add real value to the organisation.

With a global job market and the rise in positions across all sectors, the number of applicants applying for each advertised role is high. This leads to high skilled interviewees applying for the vacancies.

Alongside this, highly skilled professionals are in demand.

The problem for many businesses is that the competition will often pull the rug from under feet by snatching the suitable applicant from in front of them.

In short, all employers want to hire the best, but the best applicants may receive multiple job offers.

To hedge their bets, employers will hold a second applicant in reserve.

Stringing Applicants Along

Recruitment agencies and employers are using the breadcrumbing technique during recruitment process.

The employer waiting to see if their first choice will accept the job offer will use ‘keep warm’ communications to keep the second and third choice applicants interested.

Even more deceitful, is when an employer breadcrumbs their first choice.

First choice breadcrumbing happens when the employer believes a more suitable applicant is out there. Instead of offering the job to their first choice, they string the career professional along hoping that another even more skilled candidate will apply for the job position.

How do you if you have been breadcrumbed?

  • You have been waiting for an official job offer for a few days/weeks following what you believed was a successful interview.
  • The hiring manager becomes cold after previously sending you lots of communication
  • Communication vs vague and lacks specific details
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What to do when you believe you have been breadcrumbed?

If you have been breadcrumbed or believe you have, you need to take action.

First, you need to decide do you want to work for a company that would employ the breadcrumb tactic?

Secondly, if you still want to secure the job role, is to call the employer out.

The best way to call out the employer is to contact the hiring manager and ask if they are any closer to choosing a start date? Then explain, ‘because you have been offered (or seen) another role.’

This interview psychology trick can help increase desire in you leading to an actual job offer.

The Hidden Meaning of the ‘tell me about your last job?’ Question

Job interviews are complicated at the best of times, but often employers unconsciously make the interviewer harder due to the way the interview questions are phrased.

The three common mistakes employers make are:

  • Asking multiple questions embed into one interview question.
  • Questions that have a hidden meaning – including the ‘tell me about your last job?’ question.
  • Ambiguous questions.

Job seekers, during the job interview, have their hands tied. It is impossible for an interviewee to explain to the interviewer that they need to improve the way they phrase the interview questions – this would only end with a rejection notice.

Instead, applicants need to understand the common mistakes employers make and how to overcome these tricky interview questions during the recruitment process.

Multiple Questions in One Interview Question

Career professionals have to remember that a high number of interviewers have never been trained in the art of interview communication.

Job interviews are often conducted by either a HR staff member (often trained in the art of interviewing) or a potential line manager (rarely trained in interviewing).

It is these same untrained managers who are responsible for writing the interview questions. Employers, generally speaking, ask 8-10 interview questions, but the essential criteria list can number upto 30 criteria.

Due to needing to check if the applicant possesses all the required skills, interview questions end up being stuffed with additional questions, confusing the candidates.

An example of ‘interview stuffing’ is when an interviewer requires an example of problem-solving. The interview questions would sound like, “Give me an example of when you have overcome a problem?”

Additional questions can be asked that are helpful to the applicants, “State the problem, what actions you took, and the outcome.”

Not so helpful is when the question is filled with additional questions, “Give me an example of when you have overcome a problem? Maybe one when you worked on your own or in a team. And explain if you used or know what a risk register is?”

Often the additional embedded questions aren’t part of a written question. Instead the question is impromptu during the interview itself.

How to answer lengthy interview questions?

When asked long descriptive questions, stuffed with a follow-up interview question the interviewee can receive a low-scoring answer as they focus on one of the embedded questions rather than another. This is because a structured job interview means the employers have to reference the applicant’s answer against the scorecard criteria.

To ensure an answer meets the marking criteria, job candidates must cover all bases while being seen as a confident communicator – rule 3 of a successful job interview.

Using the ‘overcome a problem’ question, the applicant initially can state “I have two short examples…” informing the interview panel of the structure of the interview answer.

Next, the two examples need to meet the additional criteria questions, “the first one is overcoming a problem when working as part of a team. While working at….”

Finally, when a summary can be added that covers any additional questions not yet disucssed, “In our line of work we are constantly faced with problems that require solutions. To be more effective I utilse a risk register….”

Hidden Meaning Interview Questions

In the main, interviewers don’t design purposely tricky interview questions, But often, when taken at face value, an applicant can misunderstand the reason why a question was asked.

Understanding the reason for the interview question gives an interviewee an advantage as their answers can be tailored to meet the job criteria, resulting in a high-scoring answer.

An example of the ‘hidden meaning’ question is the, ‘Tell me about your last job?’ interview question.

Many candidates wrongly believe to answer the ‘last job’ question they should talk about the company culture, duration in the role, company successes, and the size of the organisation.

The required answer isn’t that obvious. What employers are really asking when they say “tell me about your last job?” is, ‘how did your last job prepare you for this job?’ This is the hidden meaning behind this question.

Think about it? Why would an employer ask about the company culture or the size of an organisation the applicant worked at?

Remember, the goal of a recruitment process is to predict the job performance of each applicant before offering the perceived best employee the advertised position.

For this question, employers want to know:

  • What skills did you develop that will be useful in the our company?
  • What ideas, knowledge and experiences will be useful if you were to be employed?
  • Do you have a skill or quality that would add value to the business plan?
  • Were you influential in the completion of a project/outcome?
  • Has your work ethic or character helped to increase business output?
  • Do you have experience on a project similar to one we are just about to launch?

Other hidden meaning interview question examples.

What type of working environment suits you? Hidden meaning: Will you work well within our company culture?

Have you ever made a mistake? Hidden meaning: Do you learn from mistakes/what have you learnt from a mistake?

Why do you want to work for this company? Hidden meaning: Are you likely to stay/leave the company within a short timeframe?

What are your strengths? Hidden meaning: Do you possess the essential criteria for the advertised role?

What would you do within the first few weeks of starting the role? Hidden meaning: Do you need hand-holding or can you get on with the required duties?

Ambiguous Interview Questions

One of the biggest barriers for the job applicant is the high number of ambiguous job interview questions.

The real barrier here is that many questions don’t actually sound ambiguous.

An example of this is the stakeholder question, “how would you collaborate with a key stakeholder?” As a stakeholder is any group affected by the company, there are numerous stakeholders which all have varying levels of interest and influence over the company.

Imagine a retail store asking this question. Two key stakeholders are 1) customers, and 2) suppliers. The approach for collaborating with each group of stakeholders would vary.

A second example, is the interview question: “What is your approach to project management?” Approaches vary depending on the project, timeframe, associated risks and the number of stakeholders collaborating on the project.

Similar to the, “What role do you take when working within a team?” The answer can change due to varying factors of the team and project: the size of the team, is the applicant is employed to manage the team/project, if the task is reacting to a situation and therefore urgent, or a proactive team task allowing more time for creativity.

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Answering Ambiguous Questions

To answer any ambiguous questions, first ask for specifics.

Gaining the detailed intelligence by asking for specifics, gives an applicant all the required data they need to frame their answer so it is relevant to criteria on the interview scorecard.

Let’s say the employer asks “How would you ensure you meet your targets by the month-end?” The question can be answered by talking about the month as a whole; projecting targets, planning actions, and monitoring results.

Whereas, the employer may have meant if the employee was underperforming (as this is common within their organisation) and is interested to hear how the applicant acts under pressure.

A second example is, “How will you make an impact if you were employed here?” This and most other ambitious interview questions are opened ended. Ask a closed question to get the required detail needed to answer the question as expected by the employer: “Do you want me to talk about how I will have impact on my colleagues to achieve team targets or how I will impact on the positive relationship with stakeholders?”

By asking the “A or B” scenario requires a response from the employer. Employers, now responding in detail, will give the virtual clue to support the interviewee to succeed.

How to Introduce Yourself in a Job Interview

First impression are vastly important.

In fact, research shows how 5 % of employers make a hiring decision within a few minutes of meeting a candidate, and 35 % within 5 minutes of the initial introduction.

Therefore, the interviewee’s introduction is key to winning a job offer.

There are two types of interview introductions:

  1. The walk-in introduction
  2. The interview introduction

The Walk-in introduction

On arrival, all applicants walk-in to the employers building (unless the candidate is attending a virtual job interview) and introduce themselves.

Many career professionals don’t bother to prepare for this initial interaction with the office receptionist.

Why should they, when the all important job interview is minutes away?

According to a recent post on Reddit, an interviewee made the mistake of not being professional during the walk-in introduction.

The applicant walked into reception and was greeted by a friendly receptionist who attempted to create a conversation. The ignorant applicant was dismissive and didn’t even bother to look the receptionist in the eye.

A few moments later, the candidate finds himself in the interview room, and who walks in…the receptionist! Well not quite. In turns out that the receptionist wasn’t the receptionist at all. In fact, she was the hiring manager.

First impressions are visual.

The employer makes a snap decision about the applicant as soon as they see them coming through the door.

It is the applicants outfit, postures and eye contact that creates an positive or negative impression.

How to be seen as positive as you walk into reception.

  • Wear professional clothes with a style that suits your body type
  • Smile – smiling is seen as a positive trait
  • Hold your head high and look directly at the receptionist
  • Walk with determination

Next, the impression can be alerted by the tonality and communication style of the interviewee.

Well paced and professional communication works best. Prior to the job interview, complete vocal warm ups . Warming up your voice helps to overcome any nervous giveaways by the voice.

Avoid:

  • Filler words
  • Whispering/mumbling
  • Shouting
  • Coughing
  • Hand over mouth (which anxious applicants are likely to do)
  • Short sharp breaths which alters the natural sound of your voice

Before introducing yourself to the receptionist, wait for the receptionist to stop what ever it is they are doing. When asked “How can I help?”, in a clear voice say:

“Good morning/afternoon, my name is X I have an interview appointment with (hiring manager) at (time)”

When speaking, look the receptionist in the eye.

As the receptionist would have been expecting you, they are likely to ask you to take a seat while they ring through to the interview panel.

If the receptionist makes small talk, reply back being friendly and professional.

Interview Introduction.

The introduction to the interviewer(s) happens in two stages.

In most situations, one of the interview panel will collect you from reception.

Often they will ask “Hi, are you (name) for the (time) interview?”

How you respond helps to shape a positive or negative impression.

Again avoid mumbling, looking down or a sweaty handshake. Instead, look the interviewer in the eye and say “Yes, nice to meet you” before offering your hand.

As the employer walks you to the interview room, generate small talk as this 1) warms the voice up prior to the imminent interview and 2) makes you seem more confident.

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Meeting the interview panel.

As the employer takes you into the interview room, you will be introduced to the rest of the interview panel.

Commonly, the member of staff who met you at reception will introduce each interview panel member in turn and by name.

Pre-interview research is key here. As you are introduced to some of the interview panel, use your research to generate a conversation. As an example:

Employer: “this is Mrs X, he head of the department.”

Applicant: “Mrs X, didn’t you win an award last year for…..”

This referencing opener generates massive rapport helping to create a successful interview outcome.

3 rules for a successful job interview

  • Rule 1 – identify the job criteria
  • Rule 2 – be a self-promoter
  • Rule 3 – communicate with confidence

The power of the three rules is down to how, when combined, they help to sculpture a positive interview identity.

An ‘interview identity’ is one of sixteen interview personality types that are prevalent in the job interview. The identity is how an employer perceives the applicant.

Tell Me How You Handled A Difficult Situation at Work?

Predicting performance related job interview questions is a relatively easy task.

The main duties of any job role require a certain level of industry knowledge and/or experience. For key tasks; completing calculations for a IstructE chartered engineer or serving customer task for a retail role, is classed as ‘essential’.

Each of the essential criteria will be turned into a technical interview question. Technical questions are asked in the form of a ‘behavioral’ or ‘situational’ question as part of the ‘structured’ interview process.

Generally speaking, an applicant who scores high in the ‘interview prediction grid’ test will be offered the job role, as their competencies are expressed confidently throughout the recruitment process.

A self-assured ‘interview identity’ as an example, scores high, as they are able to evidence their related skill-set confidently.

In addition to being asked technical interview questions, applicants will often be asked question to undercover a candidates personal qualities.

Skills, which can range from ‘communication’ to a driving skill for a FLT driver, can be learnt. On the other hand, a ‘quality’ is something a person is born with.

In the world of work qualities are in demand. Qualities can include:

  • Determination
  • Patience
  • Creativity
  • Honesty
  • Problem-solving

Questions like ‘tell me how you handled a difficult situation at work?’ are asked to review an applicants qualities.

The wrong way to answer the ‘difficulty’ interview question

Commonly, interviewees answer ‘behavioral’ interview questions using an interview formula including the STAR technique.

The STAR technique is a structure designed to make the telling of an interview answer direct and specific.

Situation:

Explain the situation, giving enough specifics to allow an employer to understand the difficulty the applicant was facing.


Task:

In the ‘task’ part of the answer, candidates can highlight their competencies by explaining what their responsibility was during the difficulty.


Action:

It is important, no essential, that the interviewee references what actions they personally tool to solve the difficulty.


Result:

Finally the result of the actions should be stated to conclude the interview answer.

What is missing from the STAR formula, or what is misunderstood, is the need to reference personal qualities.

The STAR structure encourages the referencing of ‘actions.’ In most cases, the applicant, when stating passed experiences, fail to reference their thinking process, or their temperament, or their qualities.

How to answer the ‘difficulty’ questions by stating qualities

Another 4 step interview formula can be used which allows a deeper insight into an applicants process to dealing with problems:

PEAL Interview Formula

  1. Problem (or difficulty)
  2. Explain Thinking
  3. Action
  4. Long-term outcome

Problem

Stating a common industry related problem or difficulty makes it story relevant to job role and easy for the interview panel to relate to.

Once a problem has been reference, explain the negative impact this issue would have on business as usual.

Discussing the negative impact of a problem highlights the seriousness of the event.

Explain Thinking

The ‘thinking’ stage is missing stage in most job interview questions.

It is here where an applicant can ‘sell’ their ‘qualities’.

To highlight problem solving skills, a candidate can discuss options. Stating the choices an applicant had shows an deeper understanding and awareness of sector related issues and potential solutions.

When discussing ‘choices’ explain the pro’s and con’s of each choice. End by giving the reason for the choosing the preferred option.

If the difficulty was solved with creative thinking explain the ‘creative’ process. Did you use mind-maps? Lists? Checked lesson learnt logs?

If it came down to hard work or work ethic, describe how this came about. As an example you could state how you knew that the task required X number of working hours to complete and because of (add quality) you decide to (action)

What is important is to clearly explain the qualities the applicant possesses that were key in overcoming a difficulty.

Action

Combined small tasks together to create 3-5 detailed actions.

Explaining the actions is in essence a breakdown of the chosen option. The option, therefore, was the objective and the actions are the required steps taken to achieve the objective.

Stating the information in this way allows the interview panel to process the interview answer in a logical format.

Long-term Outcome

Many job interview questions end weakly.

‘I achieved the goal’ or ‘everyone was happy with the end result.’

Instead, shows a strategic view point. Give a long-term positive outcome. Explain the knock-on affect of overcoming the problem.

This could include:

  • The project was so successful that is become part of business as usual
  • This led to the customer increasing orders with our company
  • We found that this method reduced overhead cost which led it to be the preferred method of operation
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Example PEAL Interview Answer

Problem

‘When in my last position (add common industry difficulty) happened. As you know when (common industry difficulty) happens it can (add negative outcome). In this case, the situation worsened because (add situation that would have a negative long-term effect) which would led to (negative long-term effect)….

Explain Thinking

‘…I had two choices. the first option was to (add choice 1) the positive of this option was (add pro) but this could also (add con). The second option was (add choice 2) we were concerned about (add con) but this choice could (add con). In the end I choose to (add thinking and reason)…’

Action

‘….Once I had chosen the best way to overcome (problem) I first (add action), then (add second action) and finally (add third action)…’

Long-Term Outcome

‘…We were able to solve the immediate problem but we were able to use this (situation) to make key changes to (specify) which resulted in (long-term outcome)’

Job Interview Advice

Interview Questions for Managers

All job sectors require managers.

Meaning that the ‘management’ job role is one of the most commonly advertised job roles, globally. The ‘manager’ position includes varying levels of leadership roles:

  • Team leader/supervisor
  • Team manager
  • Project manager
  • Area Manager/head of department
  • Senior manager
  • Business owners, Director, CEOs, etc

Even with management positions being in demand, competition for leadership roles is tough.

Some roles may require industry-related experience and knowledge, while other employers focus the job interview criteria entirely on management skills, as the manager skill/experience is transferable across job sectors.

Depending on the advertised position, an employer may require a leadership and management qualification. And some roles require specific training such as a Prince2 for a project management role.

But not always. Having a large number of sector experience is enough to move onto the management career ladder or possessing many years of managerial experience can outweigh a leadership certificate.

What is key, is to be viewed as one of the strong job interview identities. Being perceived as lacking confidence and/or a low level of industry or managerial competencies can only end with a job interview rejection.

Successful interviewees normally have one of the following four interview identities:

The Management Job Interview Process

As a general rule of thumb, a supervisor or team leader interview will consist of a single panel interview.

Middle management recruitment processes will often have a structured job interview followed by an informal interview.

For senior leadership roles, the employer is willing to spend more time, money and energy into the hiring of a suitable applicant (as the salaries and responsibilities for a high skilled position demand a detailed analysis of all applicants). Human resource departments, therefore, will design a full-day recruitment process:

In the main, all managerial and leadership interviews, for all levels of job role, will be undertaken by a panel of interviewers.

The panel interview is designed to reduce the effect of an unconscious bias, creating a fair interview process based on managerial competencies alone.

Panel interviews are often made up of:

  • A member of the HR (human resource) team
  • A senior staff member – often the managers direct manager (once appointed)
  • A department team member – to ensure the level of industry knowledge

Increasingly, employers recruiting for managerial and leadership roles will outsource the recruitment of senior managers to an external specialist interviewing company.

The panel interview consists of around 10 managerial job interview questions – see below. And last for around 60 minutes.

This will be in the format of a structured job interview – every applicant will be asked the same job interview questions and answers will be cross-referenced against a job interview scorecard.

Interview presentations, commonly, take 15 minutes including a 5 minute Q&A session. Employers may give advance warning of a presentation, allowing an applicant to prepare their presentation in advance of the job interview. But some employers will state the presentation task on the day of the job interview giving candidates 10 minute notice period to prepare.

Tip – Always prepare for a potential presentation for all managerial job interviews

Group interviews are designed to observe soft skills; communication, teamwork, problem-solving and of course, for managerial roles, leadership skills.

The team task is often observed by several interviewers, all of whom will make notes on each group member. The recruitment team will view applicants’ temperament – who took the lead, did the applicant demonstrate an authoritative management approach or a laissez-faire management style?

The group task section last around 20 minutes, but can be up top 45 minutes in duration.

Roleplay. Increasingly popular, especially when the recruitment process is conducted by an outsourced interview company. The roleplay is seen as a vital step in the recruitment process.

For a management position, the 20 minute role-play is often an actor playing the part of a disgruntled team leader attending an appraisal or meeting. The actor will attempt to disrupt the meeting by stating that they need to get back to work due to an urgent deadline.

Employers observe the applicant’s response to the situation focusing on the candidate’s ability to work under pressure, their communication skills, creating authority, reasoning and remaining professional.

For many managerial candidates, this is the hardest test during the whole recruitment process and requires preparation and practice. Practice can be undertaken with a job interview coach.

Informal job interviews are often the last section of a recruitment process. Unlike the structured job interview where each candidate is asked the same questions, in an informal job interview (sometimes referred to as an unstructured job interview) employers generate questions based on the flow of the conversation that happens in the moment.

The idea here is for the interviewer to get to know the applicant; their personality, values, and leadership style.

This section of the interview is often a 1-2-1 talk with the potential employees future line manager and takes around 45 minutes to complete.

How to pass a managerial level job interview

Each of the various job interview sections for a managerial or leadership recruitment process is designed to check suitability. Employers look for:

  • How the applicant’s temperament and managerial style fits in with the company culture
  • The candidates level of managerial competencies – their knowledge and experience for leadership roles
  • What added value each applicant can bring to the organisation, if recruited
  • If required, their level of sector knowledge
  • And, their level of confidence which is vital for any level of managerial job role

In short; level of knowledge and experience vs level of confidence. Which, together, create an ‘interview identity’.

To pass a management job interview applicants need to out-score the competition by confidently communicating their competencies.

High scoring job interview answers, for management job interviews, are gained through:

  • Stating managerial models and theories as this shows understanding for the achievement of KPIs (key performance indicators) and project objectives
  • Using real-life examples for problem-solving and technical interview questions as this evidences competencies
  • Stating skills and experiences with confidence, using varied language approach which, research shows, increase authority
  • Framing all answers in a solution-focused approach to build likeability
  • Using management speak as language is associated with ability

Commonly Asked Interview Questions for Managers

Shortly, I will give you an explanation of how to approach key mangerial job interview questions.

First, the most commonly asked (generic) job interview questions can be found here: how to ace the job interview.

The management job interview is split into 3 sections:

  1. About you
  2. Management style and experience
  3. Skills and qualities

About you – interview questions

‘Why did you apply for this role?’

‘Tell me about your experience and how it relates to this position?’

‘What motivates you?’

‘About you’ questions are asked at the interview start, as an ‘ice-breaker’ question to help applicants relax into the job interview.

It is also a way for an employer to better understand the applicant and to assess them against the culture of the company, and their values.

Management style and experience – interview questions

‘How would you describe your management and leadership style?’

‘Give an example of managing a project from the initial conception stages to completion – what barriers did you face and how did you overcome these?’

‘Tell me about a time you have had to motivate an unmotivated team member?’

‘Have you ever had to deal with conflict within a team?’

Under the experience section, for some employers, interviewees will also be asked industry technical questions: ‘how would you (job duty)?’

Skills and qualities – interview questions

‘What management system are you familiar with?’

‘How do you prioritise tasks?’

‘Give an example of collaborating with a influential stakeholder?’

‘Which management tools do you utilise to achieve a project outcome?’

‘What is your approach to a stressful situation?’

Example answers to manager interview questions

In this final section, we have chosen some of the most commonly asked managerial job interview questions, breaking down each question to support applicants to create high scoring answers.

Tip – each employer requires a unique set of criteria. By identifying the job criteria helps in the creation of high scoring answers

Each answer is a guide. The successful interviewee will be able to take each example answer, editing this so it is relevant to their own experience.

Give an overview of your managerial experience?

The ‘overview’ question can be worded as:

  • ‘Tell me how your skills and experience suit this position?’
  • ‘Why have you applied for this role?’
  • ‘Can you introduce yourself, focusing on your key achievements?

Each question, no matter how the employer states the question, is an open question. This allows the applicant a free-range in their approach to the question.

Often asked as the initial interview question, the interviewee doesn’t need to detail specific examples of technical knowledge. Rather this question should be seen as a mood-setter.

A mood-setter is created from the frame of the response. Generally speaking, applicants will be viewed as a person of interest or as a time waste, employable or unsuitable, knowledgable or lacking competencies.

The mood-setter is the filter the employer uses for the remainder of the interview. For a positive ‘interview identity’ employers will isten more intently, whereas for a negative perception, teh employer will be wanting to end the interveiw quickly.

It is therefore important to answer the ‘overview’ question by creating interigue.

Interigue, in a job interview, is created by getting the employer excited about:

  • Duration in the industry; duration is associated with competencies
  • Qualification level; high levels of qualification is linked to perceived knowledge
  • Unique selling point; possessing an industry skill, that others don’t, is viewed as valuable (or profitable)

The interview formula is: Duration X qualification X USP

‘As a highly experienced manager specialising in (add USP) I can utilise my (duration as a manager/working in the industry) to (2nd USP) Qualified in (add highest qual level) I am able to use (knowledge) to (state outcome). In all my previous roles I have been able to (add 3rd USP)’

A unique selling point can relate to:

  • Change management
  • Turning around underperforming teams
  • System changes to reduce on-cost
  • Increasing profit
  • Improving staff retention
  • Decreasing overheads
  • Breaking into new markets
  • Taking a business global
  • Achievement of strategic outcomes
  • Project management
  • Operational planning

How would you prioritise tasks?

The common mistake mangers make during a job interview is by answering questions with a signal answer.

Stating various facts, processes, examples highlights a wealth of knowledge required for senior managerial roles.

The ‘priority’ interview question is a good example of this.

‘How would you priorities tasks?’ can be asked in the following ways:

  • ‘What is you approach to time-management?’
  • ‘How do you organise your workload?’
  • ‘Which time-management tools do you utilise?’

In many cases, the interviewee will state a tool or give an example. The answer meets the criteria and receives a medium score. Job offers, though, are offered to high scoring applicants.

Embedded into the answer should be reference to time management models, discussions around the appropriateness of tools and techniques, depending on the task/project and a summary of generic tools that may be required on the interview scorecard.

As an example an applicant may explain the Pareto Principle: 80-20 Rule. Vilfredo Pareto, an Italian economist, observed that 80% of the land in Italy was owned by 20% of the population. Later this same 80/20 rule was applied within the context of the workplace, where it was suggested that only 20% of your time (effort) is used to complete 80% of key task (results). “The Pareto Principle states that for many phenomena 80% of the output or consequences are produced by 20% of the input or causes” (Dunford et al., 2014).

Or an explant ion of the Time Management Matrix can be given to explain how you decide the order of completing tasks.

The time management matrix explains how task can be distributed into 4 quadrants, with each quadrant indicating the importance of the task.

Q1 Urgent/ important – includes upcoming deadlines, firefighting task, unforeseen problems. It is these task that need completing in the current moment as putting these off can result in a negative result IE not achieving a timebound KPI

Q2 Non-Urgent/Important – in this section you would collate long term projects, relationship building and all task that are key to the organisations or projects success but need a period of time to achieve

Q3 Urgent/non-important – includes low level emails (reminders to request a staff member to complete a task they are already aware of) meetings and general communications. These task, if many, can eat into the time need for actions in quadrant 1 & 2 Many of these task should be automated or delegated

Q4 Non-urgent/Non-important – task here are often a reason you give to yourself because you are procrastinating on another task.  Many of the task here such as checking social media, should be deleted giving you additional time for other actions

Or an in-depth breakdown of a well sued tool can be explained, such as Diary Management.

The use of diary management can support a leader to manage their time which then improves the ability to undertake their role due to a reduction in stress “time management models and theories should be designed to focus on improving management skills and reducing psychological stress resulting from untimely completion of responsibilities and task” (Jinalee and Singh, 2018)

If a manager has works in an environment where they have to attend various meetings and events, as well as having timeframes for completing various task, using a comprehensive diary management system can assist in the self-management of workloads.

The use of the recurring appointments feature on calendars can save time and proactively manage time, tentative and confirmation of meetings ensures that you aren’t double booked and the use of a colour coding system allows a manger to easily see, when reviewing the month ahead, the types of task and their allocated time for upcoming appointments.

The diary can also need used to collect data, including time spent, to reflect on their self-management and to change processes to reduce time spent on important tasks.

It doesn’t matter which tools and models are stated, what is important is to show understanding of several models.

Example Answer

‘Time management, for me, is more than filling 8hrs of a working day with 8hrs worth of task. Instead managing time is a process of making the most of the time given in a day. If for example I had two completing deadlines I would (add time management model 1). When I review reoccurring business as usual tasks I (add time management model 2). In addition to these I use diary-management, automation, delegation and to-do list which always result in a high standard of work being completed on time.’

Give an example of working with stakeholders?

Stakeholders are groups of people who have a certain stake in the organisation “..stakeholders are those individuals or groups that depend on an organisation to fulfil their own goals and on whom, in turn, the organisation depends” (Johnson, Whittington and Scholes, n.d.) and come in various forms from a supplier, partner, customer, shareholder, government, unions, community members and managers, to name a few, and can be an organisation, social group or individual. Stakeholders can be internal or external. 

To make an interview relevant, answer the ‘stakeholder’ question by giving an example of working with a stakeholder that the new company would collaborate with on a regular basis.

During the answer a manager needs to explain the complexities of working with stakeholders:

Each stakeholder has their own agenda and their own level of influence. A stakeholder can affect a business, this as an example could be in the form of a protest due to moral rights or a trade union going on strike, or be affected by a business – employees not being paid due to the organization going into liquidation.

In the sense the relationship between a stakeholder(s) and the organisation are intertwined. Managers then have to be aware of all stakeholders not just shareholders that often have a larger influence, and project how their actions could have wider implications on individual stakeholders “they argue that the role of management is to balance these stakeholder needs rather than simply focus on shareholders” (Henry, 2018)

Stakeholder Matrix

Stakeholders all have different impact on an organisation. It is useful to be aware of the influence of each stakeholder. This can be achieved by using a stakeholder power/influence matrix (Mendelow 1991)

Power is the influence in the organisation a stakeholder has. And, interest refers to a stakeholder’s willingness to influence “it is important therefore to understand the power different stakeholders have and their their likely attention to issues” (Johnson, Whittington and Scholes, n.d.)

High Power, Low InterestHigh Power, High Interest
Low Power, Low InterestLow Power, High Interest
Stakeholder Matrix

The influence and interest of each stakeholder can vary depending on the task, project. In this sense, the mapping of stakeholders is always fluid and it should not be presumed that a stakeholder who didn’t act on one point of the organisations business wouldn’t then act on another “even where stakeholders have low interest, they can be moved into a high-interest space by their response to activities the company engages in that are attracting unwanted media attention” (Henry, 2018)

To answer the stakeholders question, split the reply down into three sections:

  1. List relevant stakeholders
  2. Explain the stakeholder matrix theory
  3. Give a real-life example

Example answer:

‘I know that the key stakeholders for this organisation will be (list stakeholders) When working with a stakeholder it is important to understand where they sit on the ‘stakeholder matrix’. For this I review each stakeholders level of power vs interest as this helps to predict their reactions to new projects, changes and communications. Therefore, allowing me to change my approach to create a successful outcome. An example of this was (add 1) situation 2) actions 3) outcome.’

Evolve the mind book on Amazon

What is your approach to project management?

Businesses have two ways of working, business as usual (working on current processes to create the businesses output) and via projects (a new change that requires a new set of processes. Projects are temporary but can become business as usual)

When asked about ‘project management’ the employer needs a manger who possess the ability to take on, and achieve, a new challenge.

The same question can be asked in the following forms, often depending on much project management is required for the advertised role:

  • ‘Explain your understanding of project management?’
  • ‘Give an example of managing a success project?’
  • ‘What do you need to consider when starting a new project?’

For a project management interview, all questions will relate to the management of projects. For none-PM job roles there will only one or two questions relating to this topic.

The answer should be a detailed version of the following steps:

  • Receiving and analysing a project brief
  • Benefits and risks
  • Cost of the project (and risk of overspend)
  • Timescale vs quality of output (including quality check processes0
  • Project scope
  • Creating work packages
  • Communications

Example answer:

‘I have managed many projects. When I receive a project brief from a (stakeholder) I breakdown the desired objectives into the working tasks (give an example relevant to your sector) Prior to taking on a new project I will the benefits vs risk, often utislising lessons learnt from previous projects. I also consider timescales and how quality processes will be implemented. One of the key questions is the scope of the project – if and where there is flexibility. An example of this would be (add example). Once the project has been accepted and then break tasks down into work packages. This includes a communication plan, setting up training if required and a project launch. ‘

How you approach the process of a culture change within an organisation?

The ‘change’ question is very popular as industries, due to globalization and rapid changing technical, including AI, results in operational models’ needing to be adapted to satay competitive.

More information of managing organisational change can be found here: organisational change

Operational management is the planning, organisation, implementation and reviewing of process to support an organisation to achieve its own KPIs. According to Bartol et al (1998), operations management “Is the function, or field of expertise, that is primarily responsible for managing the production and delivery of an organisation’s products and services.”

There are 3 commonly used operational management theories.

BPR – Business Process Redesign. 

BPR is the process of redesigning (rather than just tweaking) an organisations processes, designed to reduce overheads and increase profit.  In a fast paced world where technology advances at a rapid rate it is easy for a business, without realising, to find themselves pushed out of a competitive market.

For many years, the company yellow pages had a monopoly on the world of small business marketing. Each home in the UK was given a free annual copy of the yellow pages which advertised a wide range of local businesses. By the 90’s most households had access to the internet and search engines such as Google were fast becoming to go to for the general public to search for local businesses and services. Yellow pages were becoming a thing of the past. To stay competitive the yellow pages created yell.com an online version of the yellow pages. This required a complete overall of the business process which lead the company no longer offering a printed directory. Other businesses were slow to react to the massive and often quick changes created by technology and online systems. HMV dominated the high street music business but as more customers moved to the music download system HMV missed out on an opportunity to remain competitive in this new music era. Due to not drastically redesigning their operational process HMV started to have reduced sales, reduced business and reduced profits.

BPR is the overhaul of a business’s current processes, designed to make the business more efficient by reducing cost, automating systems and making staff (or machines) more productive. The redesign of a business’s processes can lead to staff lay-offs, disruption in the current flow of producing outputs and can have an expensive initial outlay. But when successful the BPR system will eventually increase profits.

Six Sigma

Six Sigma is a quality controlled process with a focus on increasing profit by following a 5 step quality control process system.

Six sigma is designed to reduce waste and defects in essence increasing output with a reduction in errors. Six sigma looks to use tools and methods to source dependable and reusable data. It states that a business process that produces less than 3.4 defects per 1 million chances is efficient and therefore anything outside of this is a defect.

To begin six sigma ask for a six sigma champion to lead a team to achieve a specific goal by analyzing the current practices, objectives and by identifying a faulty process. The team then analysis’s the current performance reviewing all inputs. Each input is then isolated and reviewed to see if the specific input is causing an error, thus identifying all input errors. Once an error(s) is identified the team will work to improve the process and adds controls to monitor and review the input and process.

After being introduce in the 1980s six sigma is highly recognized as a quality control methodology to increase output and reduce errors, which has led to an industry received qualifications (similar to how prince2 has become a recognized certificate for project management) Six sigma uses data to recognize the error before a team of practitioners solve the problem and embed a quality assurance process to reduce future errors.

Lean Manufacturing

Lean manufacturing is wide spread across a vast range of industries which shows the diversity and impact of these operational management theory. 

Lean can be broken down into 3 stages; deliver values from a customer perspective, eliminate waste and continuous improvement (work, processes, people and purpose).

Lean has continued to evolve and develop overtime resulting in 5 common principles;

  1. Identify value. Customers purchasing a product or service that gives them value, something that allows them to solve a problem. As a business you need to think about your customer – what problem do they have? What solution do they require? What value can you add? By identifying the value you can create processes to achieve the desired customer value.
  2. Value stream mapping. Stage 2 is reflection, here you review current processes to identify what works and what doesn’t add value. At this stage you dig deep reviewing all aspects of the processes from input to output. This reflection stage allows an organization to understand how different teams have different influences in the process. If one team has an abundance of downtime is this due to their work ethic or a hitch in the production line? Process reviews may allow you to understand feedback loops; team A identify and report a gap, but how is this actioned? Who is responsible for checking the gap, who is responsible for the quality check and who is responsible for managing the situation? Any identified steps that don’t bring value can be eliminated from the process.
  3. Stage 3 looks at creating a continuous workflow. Embedding a process takes time but the end results can increase production and profits by having the whole team running a smooth well implement system that adds value at all stages. Each stage can be reviewed, created and implemented which allows organizations to look at specific areas of the process before looking at the whole process (which has too many elements to fully ensure value). Chunking a large process down into smaller chunks allows an origination to check for potential potholes, and to remedy these proactively rather than reactively. With an established workflow system you can now move on to the 4th stage creating pull
  4. Stage 4 creating a pull (or move away from making and storing goods in advance of orders to creating an on demand service). This system requires flexibility but also have cost saving benefits (especially for organizations to create physical products) An on-demand system allows customers to “pull” products on request. An example is on-demand book printing. Stage 4 can allow the organization to be flexible with their inputs.
  5. The final stage, stage 5, creates the everlasting cycle – continuous improvement. In lean you do not simply create a strong process and run it across the organization before sitting back and waiting for the profit sheet, instead you continuous review, amend and improve processes whenever you can. Here you can aim for perfection, and sometimes a small tweak can add tremendous value. Systematically you may review and amend process (using steps 1-4), or use employee and customer feedback to change your way of working, embed new technology and get rid of once good processes that no longer add value.

Example answer:

‘In my previous role the company undertake a change in terms of its (add values, customer market, product, processes) Leading on the change process I followed the (change process model) To begin (add detail) The barrier was (add potential problems) I solved this by (detail) which resulted in (positive outcome).’

How would you create a high-performing team?

For all managerial job interview questions there will be a question(s) around leadership and managerial style. Some will be specific like the ‘creation of a high performing team?’ or a question on ‘recruitment processes’ but may will be generic leadership questions.

  • ‘What is your preferred leadership style?’
  • ‘How do you motivate a team?’
  • ‘Are you a manager or a leader?’

To give a detailed answer it is important to understand leadership theories.

All people, including leaders, have a natural way of working often defined by their temperament. Being motivated or stressed can change the way you manage people (and yourself.)

A natural leadership style will creative a supportive environmental for people who naturally respond well to this leadership style or on task/actions that suit the leadership environment created by the manager.

But due to the difference in team members personality makeup, the various task and actions individuals are required to complete (compared to having one set task) and if there is a set timeframe(s), managers need to adopt a combination of leadership approaches, choosing the correct managerial leadership style to implement for specific projects or vary the way they manage and motivate individual staff members, based on the way that team member needs to be led. Peter  G Northhouse (Practice et al., 2019) explains that leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

Hersey and Blanchard (Investopedia, 2019) talk about the leadership curve and how depending readiness of employees, the task and the relationship effects the maturity of those being led. An example of this is a new employee with a lack of experience which effects their confidence. They explain that a leader should mold their managerial style throughout 4 styles; delegating, participating, selling and telling to suit the employee. A staff member who needs managing in one style as a norm, may need a different leadership style depending on the circumstances (staff redundancy effecting moral, as an example)

Some organisations will adopt a top-down environment; the company will be operated my way. The recruitment process and company values will represent the desired environment and employees who work well under this management style will flourish, whereas other employees will often move on effecting staff retention at the initial change process period.

Other organisations will adopt a leadership style that is aimed to be supportive to employees, with a goal to improve staff retention thus improving output. The supportive leadership style is aimed are leading people in the best way that a particular individual can be led. The skills approach model explains that there a distinct skill set; conceptual – the big picture, how task, teams fit into the organisation as a whole, human – cooperative  team member and technical – process, method, procedure or technical driven activities (Schedlitzki and Edwards, n.d.)

The model goes on to explain how a senior manager spends more time on strategic activities; planning and organizing (conceptual). Whereas middle managers spend more time supervising (human)

Leadership styles

The first leadership style we will look at is the Autocratic leadership style. This is a “do it my way or the highway” leadership style. It excels in industries that have high output through repetitious actions and falls down in creative industries. As a controlled leadership style it doesn’t allow for innovation from its employees, instead it uses well used practices and instils stick procedures. It is a perfect leadership style for sectors or situations that need immediate actions such as armed forces, environmental disaster response teams and even in high stressed jobs such as financial markets.  The autocratic leader is rarely liked but can be respected and/or feared. Fearing a leader can seem a strange want, but fear can be a tool for producing results, as the employee is motivated to achieve a target rather the face the wrath of the autocratic manager. This leadership style in the wrong industry can result in massive staff turnover which has a direct effect on profits.

Going to the other extreme our next leadership style, Laissez-Faire, is a more open, flexible and creative leadership style. This leadership style works well with motivated and experienced teams who can use creativity to achieve results. The lack of structure and day to day leadership can be demoralising for some, but other employees find the freedom liberating and excel using their own skill base, rather than following a set process, to achieve the project objective. Often small teams, family companies will adopt the Laissez-Faire approach as a small team, compared to a multi-layered team, often feel emotional connected to company, as if they are one of the family. When having to react to a problem, the Laissez-Faire leader can fall down, as having to react quickly to a serious situation of requires a strong forceful leader that gets result, and gets results quickly.

Along the same lines, but not as laid-back as Laissez-Faire, is the Paternalistic leadership style. This leadership style recognises that collectively a team has a larger pool of resources, tools and experiences. The Paternalistic sees themselves as a head of a family, but unlike Laissez-Faire, they make the decision as does the Autocratic leader. This leadership style encourages loyalty, trust and obedience. The paternalistic leader communicate in a way to get employees to action willingly.

A democratic leader is a delegating leader.  They like staff to take the responsibility and to feel empowered. The democratic manager wants to get task completed, they will communicate the vision, listen to ideas from the team and encourage them (the staff) to take action – they encourage leadership in others. This style works well with staff working in outreach where the employee doesn’t have direct daily contact with a line manager. But for an employee who values constant direction and support this style can be highly demotivating and can lead to costly mistakes as the manger has a hands-off approach. Another downside to this leadership style is the manager can take too much time coming to a decisions, as they take on-board each team members opinion  which is some situations, long term projects can be effective, but with short deadline task a quick and decisive decision may be required.

In the job interview, an applicant needs to show an understanding of leadership styles, the impact on employees and how they adopt approaches depending on culture and duties or an organization.

”To be effective, a leader must therefore match his/her behaviour to the situation he/she faces”  (Schedlitzki and Edwards, n.d.)

Situational leadership theory contains 4 behavioral styles

Directing – this is a directive approach, where clear detailed communication and processes are used to ensure a key objective. An example of this would be working within the arm forces

Coaching – here the leader gives guidance in a directive way but also has a focused on employees needs and motivation.  This style works well on complex task and within a matrix management structure

Supporting – when an employee(s) knowledge and skills are key to achieving goals. The leader will use their people skills to support and motivate the team. This style can be seen in retail or the voluntary sector

Delegating – a hands-off approach where the leader has little involvement in the day to day task. This leadership style only works with highly competent staff. You will see this style in senior managers who have a reasonability to manage managers or project managers who oversee contractors.

Example answer:

‘There isn’t one signal management style that works to create a (add relevance to the interview question IE a high-achieving team). As a strong leader I understand the value of using a top-down process for (add sector related situation) or a coaching approach when (add sector related situation). With new staff it is important to build up their confidence through taking them through the four behavioral styles as stated in ‘situational leadership theory’. With this in mind I vary my management approach depending on the ability of the team, external and internal stresses IE during a change process, and the demand of the project. An example of this is time – the duration to achieve an objective helps me to choose between an autocratic or paternalistic leadership style.’

Job Interview Advice

What personal development opportunities have you undertaken recently?

‘I’ve been reading books’

‘I volunteer’

‘I recently attended an online webinar’

These three common replies to the ‘self-development’ question are low scoring answers.

The employer isn’t look for a list of small actions you have took. Instead, the interviewer is attempting to understand your position of being a life long learner.

As with all managerial questions, it shows a high level of knowledge when you can quote related models and theories.

KOLB LEARNING CYCLE

To learn something new, the learner has to, according to Kolb (1984) go through a 4 stage cycle;

  • Experience
  • Reflection
  • Conceptualisation
  • Experimentation.

Kolb believes that each stage supports the next “The cycle encourages managers and other learners to perceive a whole process of learning and to identify those parts of the process in which – for whatever reason – individuals are dependant on or stuck in particular parts of experimental awareness” (Vince, 1998)

The experience stage allows the learner to experience something new or experience a new perspective of an existing experience. Reviewing the experience against your current understanding and looking at differences helps the learn to reflect on the learning. Conceptualization helps to build on a current idea or creates a new idea. And finally, experimentation happens as the leaner embeds their idea in business as usual. The learning cycle can be entered at any of the 4 stages, but to be fully effective the learner does need to visit is stage “The approach emphasises the importance of the synthesis between individual’s behaviour and the evaluation of their actions” (Mullins, 2005)

Within this model are 4 learning styles.

Kolb believes that individuals have different ways to learn “The research claim that an understanding of ones learning style will enhance learning effectiveness, whether as a trainee or as a tutor” (Mullins, 2005)

But the cycle doesn’t cover the importance of learning from the experience of others “regardless of how much reasonability we take for learning from our own experience and learning with others, we also still have to rely a great deal on learning from the experience of others” (Vince, 1998)

The cycle doesn’t cover how with an anxious group – fearful of making mistakes, which is common among leaners, they aren’t ready to fit within the cycle as their emotional starting point is different to that of a confident leaner “the emotions at this point can take the learning in two directions – one that promotes learning and the other that discourages it” (Vince, 1998)

Kolb states that continuums; process (approach) and perception (how we think/feel about the task) It is the combination of the two continuums that create the learner styles:

Active Experimentation (Doing)Reflective Observation (Watching)
Concrete Experience (Feeling)Accommodating (CE/AE)Diverging (CE/RO)
Abstract Conceptualization (Thinking)Converging (AC/AE)Assimilating (AC/RO)

Each of the 4 learner styles approach learning differently. There isn’t a wrong and right learner style, they just vary due to the learner’s natural preference “An integrated and effective learner will be equipped to manage all four styles, even though the learner may have a preference for one” (Mullins, 2005)

  1. Accommodating learner are the hands-on learners that use intuition and creatively. They move away from chunking down into details and us other people’s statistics before talking a practical approach to a task
  2. Diverging leaners are idea generators. They observe before use creativity to problem solve. They are more of an observer then a doer, but their strength comes from having the ability to use perspective
  3. Converging learner are practical learners who focus on technical task. They like to experiment and prefer processes then people. They can come up with ideas, theories and solutions
  4. Assimilating leaners are logical individuals who require specific details to work well. They work well with abstract formats and learn through reading and seminars. They are more practical focused then people focused

By understanding that individuals learn in different ways and reflecting on yourself and your team, you can redesign activities to have a higher impact on the distance learnt “Exploration of the cycle has helped managers to see that learning can occur either from an individual’s rationality or their emotional reality” (Vince, 1998)

Example answer:

‘I am passionate about my personal and professional development. Through my career I constantly reflect on my areas of development and look to improve my skillset. I use Kolbs learning style theory which is in 4 sections; experience, reflection, conceptualisation, experimentation. An example of this was when I (started a new job/took on new reasonability) As I (name a duty or task that you lacked skill in) I released that my knowledge in this area was lower then I though it was. I reflected on (add specific) and decided to (add learning action) which resulted in (outcome).’

Sources:

Johnson, G., Whittington, R. and Scholes, K. (n.d.). Exploring strategy. 11th ed. Pearson.

Henry, A. (2018). Understanding strategic management. Oxford: Oxford University Press.

Mullins, L. and Christy, G. (2016). Management and organisational behaviour. Harlow, England: Pearson.

stakeholder collaboration building bridges for conservation. (2000). 1st ed. Washington DC: World Wildlife Fund.

Northouse, P. (n.d.). Leadership. 5th ed. sage.

Schein, E. and Schein, P. (n.d.). Organizational culture and leadership. 4th ed.

Lock, D. and Scott, L. (n.d.). Gower handbook of people in project management. 10th ed. gower.

Dunford, R., Su, Q., Tamang, E. and Wintour, A. (2014). The Pareto Principle.

Jinalee, N. and Singh, A. (2018). A descriptive study of time management models and theories.

Bartol, K. and Martin, D. (1998). Management. Boston: McGraw-Hill Co.

Slack, N., Brandon-Jones, A. and Johnston, R. (n.d.). Operations management.

Womack 1990

Cleverism. (2019). Making Your Business More Competitive with Business Process Reengineering (BPR). [online] Available at: https://www.cleverism.com/business-competitive-business-process-reengineering-bpr/ [Accessed 7 Oct. 2019].

HISTORY. (2019). Ford’s assembly line starts rolling. [online] Available at: https://www.history.com/this-day-in-history/fords-assembly-line-starts-rolling [Accessed 7 Oct. 2019].

Dana, B. (2012). SWOT Analysis to Improve Quality Management Production. Procedia – Social and Behavioral Sciences, 62, pp.319-324.

Bxlnc.com. (2019). [online] Available at: http://bxlnc.com/download/The-Six-Sigma-Revolution.pdf [Accessed 7 Oct. 2019].

Pettinger, T. (2019). The decline of Yellow Pages | Economics Help. [online] Economicshelp.org. Available at: https://www.economicshelp.org/blog/27868/economics/the-decline-of-yellow-pages/ [Accessed 7 Oct. 2019].

Interview Questions and Answers for Freshers

You have just started your first week in higher education and you are thinking about how to get a job as a fresher.

As a fresher, there is a high number of job options. One question to ask , before starting the job searching process, is are you looking for a part-time job for extra cash or a job role that will enhance your career options post university studies?

Freshers looking for a Part-Time Job for Extra Cash

There are hundreds of part-time jobs for students which are easily gained as the recruitment process for student vacancies is simple.

Often employers require a CV, giving an overview of the applicants character, before the student candidate is offered a job interview.

Common student jobs include:

  • Bartender
  • Cafe worker
  • Waiter
  • Delivery drivers, with Uber becoming an increasing popular chose for students
  • Catering staff
  • Fast-food chains
  • Administrational workers
  • Warehouse staff – employers like Amazon recruit high number of part time staff
  • Retail
  • Customer service
  • Telephone operators

Generically speaking, low skilled and out of normal working hour jobs are advertised as student positions.

We will discuss job interview questions later. For reference you may find commonly asked interview questions and answers a useful read.

In the main, a part-time job interview is informal. Employers look at work ethic and skills and qualities rather than focusing the job interview questions on knowledge and experience as they would for a graduate job position.

Top 10 required employability skills for a fresher

  1. Reliability (due to working hours and a high turnover of staff)
  2. Strong work ethic
  3. Flexibility – working evenings, weekends or on demand for jobs like an Uber delivery driver
  4. Teamwork
  5. Communication skills
  6. Customer service skills
  7. Honesty
  8. ITC skills
  9. Problem-solving
  10. Professionalism

In the job interview, if a fresher can come across as hard working and reliable, they are likely to be offered the job role.

The part-time job interview will be either a 1-2-1 interview or a virtual job interview.

Applicants will be asked around 6 interview questions during a forty minute recruitment process.

  1. Tell me about yourself.
  2. Why did you apply for a job at (company name)?
  3. Give me an example of working within a team?
  4. Tell me about a time you had to solve a problem?
  5. Do you have any examples of being reliable?
  6. What questions do you have for me?

We will breakdown how to answer fresher interview questions shortly.

Fresher looking for a career advancement job

Knowing that the graduate job market is highly competitive, even for those students receiving good grades, some freshers look for work that they can complete during their time in higher education that will enhance their career options post university.

In fact, for some careers such a medicine, require graduates to have some relevant experience.

Thinking about the future, freshers can use fresher week to gain skills and experiences relevant to their future career choices.

Freshers week is a chance for new freshers to sign up to different clubs and societies. Its away to make new friends as students often attend higher education institutes outside of their local home town.

Clubs students can join include:

  • Kayaking
  • Rock-climbing
  • Debating
  • Public speaking
  • Harry Potter
  • Knitting
  • Reading
  • Language groups
  • Sports; rugby, hockey, badminton, etc
  • Journalism
  • Media
  • Hacking

A student, therefore, can gain career related skills and experiences by joining a suitable club or society.

As an example, a Law student may join the debate team to enhance their communication and persuasion skills – two skills required in the legal profession.

Or a wanna be manager may become the head of the Kayak club to improve leadership skills.

A direct example, would be a student journalist writing for the university newspaper to gain direct journalist experience.

Any skills and experiences gained from a club or society help to give more detailed job interview answers, increasing the chances of gaining a job offer.

This is because interview scores are based on the applicants perceived level of knowledge/experience and interview confidence level.

Fresher Job Interview Questions and Answers

During the degree qualification or towards a graduation date, students will ultimately start applying for sector specific job openings or graduate schemes.

In the job interview, graduates will be asked around ten questions during the course of a one hour interview.

Employers, actively recruiting graduates, don’t expect all candidates to be industry experts. Instead, the applicant needs to show a degree level worth of knowledge, their work ethic and any relevant skills or experiences. Which can be gained from part-time work, industry placements or through university societies and clubs.

Below is an explanation of how a fresher can approach the most commonly asked job interview questions:

Why have you applied for this position?

All job interviews will start with one of the following three questions – the same question formatted differently:

  • ‘Why have you applied for this role?’
  • ‘Tell me about your relevant experience?’
  • ‘Give me an overview of why you would be a good fit for this graduate position?’

What is being asked is – do you understand the job criteria and what relevant skills and experiences do you have that will make you a suitable employee?

To answer the question discuss:

  1. The company – what you know about them, and how the culture appeals to you
  2. Any experiences, skills, qualities and unique selling you posses relevant to the job criteria
  3. Knowledge gained from a university course and the qualification grade you received

Example answer

‘I have been following (company) for a number of years now, and I like (add a company culture fact). I recently graduated/or am studying a (add course name) where I have learnt (add knowledge) which would useful for you when (make knowledge relevant to a job criteria). From being a (add a relevant society or work experience) I have gained (skills) which will suit (job criteria). Overall I am passionate about working for (company) and I have a range of skills and experiences that are highly suitable for this role.’

What did your course teach you?

The employer isn’t looking for a an ethical hacker student to state that they learnt ‘hacking’. Instead, the employer is looking for specifics.

What is key to remember, for the applicant, is that other freshers studying the same qualification will have learnt the same level of knowledge. In a job interview, it is the applicants goal to stand out – to be seen as different, better than the competition.

This is where extra curriculum activities help.

An art student may talk about how they had been commissioned to produce a piece of art, or a business management study could have set up a profitable business and won a young business person of the year award.

A student may talk about the managing of a university society evert which helps them stand out for an events organiser job role. Or a fresher could discuss how their debate team won the UK debate finals.

What is required then is an answer that covers industry knowledge gained from a university course and skills gained from additional activities.

Example answer

‘On my (course) I learnt 3 key industry models that I found very useful (discuss three key points). I was able to test these theories when I (give a working example) which resulted (add outcome). In addition, I (add reference to placement, experience or society) where I gained (skills) that will be highly useful in this role.’

Do your grades reflect your potential?

I love these oddball interview questions, but for many applicants the randomness of the question is off putting.

Interviewers ask this question, mainly to applicants who have gained a lower grade then the national average. Here, the employer is offering an olive branch, allowing the applicant to discuss their potential.

The goal here is to keep the answer positive. Don’t blame grades on poor teaching, external distractions or the pressure of an example.

Instead, be positive. Focus the rely on your area of growth, your knowledge level, your passion and commitment. Your work ethic, personal skills and relevant experiences.

Example answer

‘Exam grades are only one part of a persons potential. Experience, temperament, skills and qualities also reflect potential. As an example, I recently (reference an experience – this could include a society or club, or even a volunteering opportunity) which highlighted by ability to (add job criteria). A second example of my potential is my ability to (add employability skills) which will be useful when (add job duty). Overall my potential can be seen by my work ethic and (add skill)’.

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What is your understanding of principle one?

In all job interviews you will be asked several technical job related questions.

For graduate job roles you may asked about sector models and theories. As an example, a engineering interviewer may ask ‘what are the sub-grades of steel?’

For a part-time job, lets say in retail the employer may ask ‘how would you deal with a customer compliant?’

For technical job related questions, answers can be either a breakdown of the underpinning sector model or theory or a real-life example.

Interview answer – theory

‘(theory author name) stats that (detail the theory outline) but (theory author name) contradicts this when they talked about (detail theory outline)’

Interview answer – example

‘When working on (project) we faced (barrier/problem) To solve this I (describe actions took) which ended with (outcome).

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Advertising Copywriter Interview Questions

optimistic interviewee

Copywriting is becoming a more indemand skill.

The past 30 years have seen massive changes in the copywriting industry as consumer buying, technology, and globalisation have a direct impact on the advertising sector.

Previously, office-based copywriters would have collaborated directly with artists, often working in the same office, to create copy in printed newspapers and for advertisement boards.

Before too long, copywriters were being hired to create radio and TV ads. As the internet took the world by storm and a whole new sub-niche of marketing was created; SEO, PPC, and social media ads.

Advertising copywriters these days work remotely on slogans, catchphrases, headlines, as well as short copy for online ads, and long copy for TV commercials, newspaper adverts, press-releases and all kinds of written words copy.

Salary and qualifications

As a general rule of thumb, a skilled copywriter will receive a salary varying between £30-£50k. With some in-demand advertisers earning up to £90k.

From a job interview perspective, an applicant’s perceived level of experience can determine, not only the interview outcome but the salary negotiation outcome as well.

Employers are looking to hire experienced writers who understand the psychology of sales and persuasive writing.

Copywriters are often degree-level qualified but there are no required degree courses that an applicant must have – writing skills and interview techniques are the two essential must have to pass an advertising copywriter job interview.

On the other hand the following degrees are highly relevant for a writing career:

  • creative advertising
  • communication studies
  • English
  • journalism
  • public relations

Job interview questions and answers for a copywriter

Interview questions will vary depending on the sub-niche the advertised role sits within, but there are some commonly asked questions that every advertising copywriter needs to prepare for.

The job interview will be book-ended by commonly asked job interview questions; Why did you leave your last job? What motivates you? Why do you want to work here? or Do you have any questions for me?

This article, therefore, will focus on job-specific questions that require high-scoring answers to ensure that the interviewee has any chance of a successful job interview outcome.

What is your process for creating copy?

For ‘process’ or ‘system’ job interview questions, the best bet is to simply list the industry recognised procedure:

  • Client brief
  • Idea generation
  • Sample copy for review
  • Main copy with updates
  • Release the copy

To score high, answers need to be more detail – meat on the bone is required. As an example step 1 the client brief can be better worded by breaking down the process of the brief:

‘My first action, when I receive the client brief, is to research the company; their past copy, their values and vision, the target audience and the product the marketing campaign relates to, as this gives me a better understanding of the client.’

You could also discuss looking at the organisations competitors, liaising with the client to check your own interpretation of the brief and to establish a timeline.

By breaking each step down into specifics, the applicant can’t help but meet the criteria on the interview scorecard. Once met, the employer has to allocate the answer a high score.

Detailed answers can be long. What is required for lengthy answers is a slow pace answer, with links between each stage.

At the end of the answer give a quick summary to ensure that the interview panel have heard all 5 stages of the interview answer.

How do you prioritise work when managing multiple client accounts?

Working on multiple projects is the norm in the advertsing world.

Therefore, employers are looking for copywriters who can multitask. What the interviewer is looking for when they ask a time-management, work priority or high workload interview question, is the process you use to ensure quality work is produced in a timely manner.

To answer this question you can either quote time management models: the time management matrix.

Or, to give an example.

The example given should state:

  • The number of projects you were working on
  • The competing deadlines
  • The duration and complexity of different tasks
  • Your decision making process ie what did you prioritize and delegate
  • The positive outcome

It is also good to reference the tools you utilise:

  • Gantt Chart
  • To-do list
  • Any automation tools
  • Reusing/editing old copy
  • Calendar reminders

The goal here is to show organisation and effective decision making.

Do you have examples of copy from previous projects?

Generally speaking, when asked for an ‘example’ many interviewees will describe a previous successfully experience.

And so they should.

Examples do score high as, if they are done correctly, they will describe a previous situation that had a risk attached to it. This could be an advertisement project with a short deadline , a new market product or a gorilla marketing tactic, previously not used.

The danger, stated in the example, builds suspense.

The interview answer points come from the description of the actions the applicant took (which need to be specific stated) and the outcome of the example.

An additional, underused, trick that can be used to gain additional points is to bring physical evidence.

There is something about seeing and holding a piece of work that brings the quality of the work to life.

Preparing evidence also highlight the candidates organisation and preparation skills.

Evidence can include:

  • A portfolio of work
  • Examples of writing
  • Data from past campaigns
  • Client feedback

How do you ensure your copy is in another person’s voice?

One of the hardest, and most required, skills is having the ability to write in the clients voice.

Again, evidence sampling different ‘voices’ will show the employer that you possess this skill.

To answer this question, start with a confirmation statement: ‘all my work has a different tone to suit the voice of the client. This is a skill I excel in….’

A confirmation statement reassures the employer.

Next, explain the process you go through with the client to accommodate the tone, perspective, and overall voice of the copy to resonate with the product.

This explanation, along with physical evidence, is enough to help the interviewer see the benefits of hiring the applicant with this skill.

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How do you prepare content for SEO or PPC?

Online advertsing is growing year upon year.

Social media ads are short, dynamic and engaging requiring a new style of copy. Some online copy, a press release or a blog post as an example, is written in a similar style as copy for a newspaper.

Clients may want pay-per-click ads or banners. Short marketing videos on YouTube and Instagram are becoming popular. In short, there are various styles of online marketing.

When asked about online marketing list the different styles and a summary of what is required, before delving deeper into your two approaches for SEO and PPC.

Start the interview answer by showing expertise:

‘I have been creating a high click-through copy for online PPC ads on YouTube, Facebook, Instagram, and more recently Linked-in for 8 years now…’

Detail your knowledge:

‘…I specialise in Facebook animation ads for the health sector. An example of this was (discuss best performing ad)...’

Link both SEO and PPC:

‘…I also have worked on a high number of SEO campaigns. You may have heard of (add a well-known campaign you led on) I was responsible for (discuss your part in the project). The campaign was a success (add data and stats). ‘

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