A Job Candidate's Tips for Interview Success

Reg M. Watts

Senior Consultant, Leader Quest
© Leader Quest and Reg M. Watts

Here are a few suggestions on how to prepare for and conduct yourself at an interview that will raise the likelihood of a successful match with the prospective employer.

Let’s start out by assuming you have done the following:

As other Leader Quest articles have outlined it is important for you to be fully aware of your strengths, weaknesses and capabilities. There is no better preparation. If you have not had the benefit of a professional management style assessment, here is an alternative idea: Ask some former co-workers, or your supervisors, to anonymously fill out a simple list of your management strengths and weaknesses. This may provide you with some food for thought which should be taken seriously when applying for jobs.
You have analyzed the employment advertisement carefully to ensure that there is a good match between the advertised needs and your capabilities.
You have applied to the ad with a succinct, pertinent résumé targeted at the position you are seeking. Never use misleading or exaggerated wording. Professional researchers check your facts.
Research – you have done sufficient homework to appreciate the management climate and issues facing the hiring organization.
Prepared a list of references. Make sure you have a good cross-section of employers, and co-workers, and that you have the correct contact information. Check with them to make sure they are willing to act as one of your referees.

Now the call comes from the search consultant or employer-interviewer.

You can expect a solid conversation in which the consultant will determine if your qualifications fit the success criteria for the position, and provide you with basic information about the position. Together you will determine if an interview is warranted.

It is important at this telephone stage to make proper disclosure about any shortcomings you may have which are key to the position (e.g., fluency in French is required and your French skills are limited). There is no point in being less than straightforward, as this leads to a bad impression once the facts emerge in your first interview. It’s hard to say why this happens, perhaps applicants feel that their strengths overcome gaps in their background, but if critical competencies are outlined in a position description it is rare to find an employer willing to back off on their essential requirements.

So you have an interview appointment.

At this point you should pick the appropriate references from your list and contact them to tell them about the position, and ask their opinion about your suitability for the job.

At the interview, let the consultant or employer-interviewer lead the discussion, don’t try to take control. But even more important, don’t rely too heavily on your résumé in first interviews. Sell your benefits. Don’t expect the interviewer to infer that your past positions are proof of your competency. In fact, you should be able to provide the interviewer with solid examples in the areas of interest. Example:

Q: What best demonstrates your departmental management experience?
Weak Answer: Well, I was the Chief of Finance and Administration at XYZ Association, with 4 employees.
Better Answer: I managed a department of 4 and introduced long range planning, and a performance management system. Over 3 years we were able to cut the financial report turnaround from 14 days to 2 days, reduce our departmental budget by 25%, and improve morale to the point that employee turnover went from 15% to 2%.

Be direct and brief. Too much embellishment and braggadocio is a waste of everybody’s time.

This first interview will probably focus on sectoral experience and management skills. Good interviewers will allow scope for you to ask questions, but remember that you will reveal a lot about yourself. Use these carefully. Try to find out more about the strategic direction, management style, and corporate issues. DO NOT ask trivial questions about working hours, office location, etc.

If not asked by the interviewer, it is a good idea to leave him or her with your impression of the interview. Tell the interviewer how you feel about the opportunity, concerns or areas of excitement, and ask about the next steps. It is also appropriate to thank the interviewer in writing (by e-mail) within a day or two afterwards.

Later interviews will be used to explore your personality and management style in depth.

In these interviews use the opportunity to bring out examples of management issues that you have solved and which demonstrate your unique skills. These interviews can take many forms, and you should be prepared for each:

What if….?
Can you give me an example of….?
Role-playing: “Suppose I’m your boss and….”
Essay writing: 30 minutes to respond to a given situation

Finally, if you are short listed, you may go before a panel or search committee.

The purpose of the panel is really to find the best fit. The panelists may go over old ground, so be patient, consistent, and direct. Be cheerful and positive, but try to avoid excessive humour just in case you offend somebody.

It is common for a panel to ask you for your opinion of the organization or some aspect of it (e.g., what did you think of our website?), how you think you could improve it, and to ask what more you need to know to make a final decision. Be prepared. Again, keep this discussion at a high plane, details of compensation and benefits will be negotiated later.

Commonly, these interviews end with a few minutes for you to volunteer anything important the search committee may not have unearthed. This is the point you need a well prepared “closer” which will differentiate you from other candidates the panel will see that day.

So, if they don’t hire you?

Use the search consultant to find out how you could have presented yourself more effectively. Keep in contact with the search firm, and be relentless with your active search process.