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