While recruitment methods may have become more sophisticated in recent years with the addition of tools such as psychometric testing, in most professions the formal interview remains the key method of picking candidates for positions. Career experts agree there are vital qualities and approaches that candidates need to demonstrate, and important pitfalls they need to avoid, to successfully navigate this process.
James Reed, recruitment consultant and author of 101 Interview Questions You’ll Never Fear Again, says authenticity is the key and candidates should not pretend to be someone they are not.
“Nobody ever got fired for turning out to be exactly the person they seemed to be at interview but plenty of people have got fired for spoofing their way into a post they weren’t right for and before being fired they probably suffered for a long time thrashing away at a job they couldn’t do.”
However, that’s not to say that you cannot sell your potential. The way you talk about who you are and what you can become counts for more than a good CV or an expensive education. Mindset trumps skill, Reed says. and the key question you need to be able to answer is, do you have the right mindset to make an exceptional contribution to your prospective employer?
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Reed says mindset consists of three components, which he calls the three Gs: global, good and grit. Global is the capacity to think big, make connections and be adaptable; good refers to qualities of honesty, loyalty and fairness, while grit involves tenacity and resilience in the face of setbacks.
Paul O’Donnell, chief executive of HRM Search Partners, advocates a proactive approach. Interviewees should prepare a list of their accomplishments, with a focus on the tangible results they have achieved in previous roles. Avoid getting into a chronological list of all the positions you have held and, instead, present a coherent summary with a compelling narrative. This will make your candidacy more memorable to the interview panel, he says.
Candidates should remember that a good interview is a two-way process so don’t be afraid to ask questions as well as answering them. In most interviews candidates will be invited to ask questions at the end. It’s a major faux pas not to have a question or two ready. Research the organisation as much as possible in advance so you can do this and connect on LinkedIn with people who may be involved in the recruitment process, O’Donnell suggests.
“There is nothing that goes down better in an interview than active curiosity. There are general stock questions that can be asked but avoid these and ask more specific questions about the company. With LinkedIn, in many cases, you can research the people who are likely to be interviewing you and then ask about their career path within the company. It’s a brilliant way of making the experience more personal and establishing a rapport.”
Paul Vance, head of resourcing at KPMG, concurs. “Most employers look for people who are curious about the world, who are tech savvy, who are problem solvers and who are also interested in the business. What’s also important is that most interviewers don’t expect you to know everything, but they do expect you to be ambitious to want to learn more, to gain qualifications and, critically, to want to get experience in a fast-paced environment.”
The interview process is an opportunity to find out what makes you tick and whether you will be a good fit for the organisation, he adds.
“We’re a people business so it’s sound advice to be yourself. And while we put a high value on academic achievement, we’re also looking beyond exam results to find out more about you the person. What motivates you? What excites you? How do you relate to others? How do you work in teams? How do you work on your own? These are all indicators for how you might enjoy your career,” he adds.
Experts generally agree that the interview process is about finding candidates who combine the technical and professional competencies to do the job well with the temperament and emotional intelligence to get on well with colleagues and clients and advance through the organisation. Curve-ball questions thrown in at interviews often focus on the latter. Candidates may be asked, for example, to describe their greatest weakness or a mistake that they may have made in a previous role.
Ciaran Doherty, acting director of careers at TCD, says that while such questions could be construed as a trap, they can also provide opportunities to display humility and a growth mindset.
“Everyone is human, so, for example, you might talk about a situation where you jumped in too quickly to a challenge. What’s important is how you turn it around in terms of a learning opportunity and what you might do differently if confronted by the same situation now.”
Even if it doesn’t specifically state it, send a cover letter, he advises. “This should be tailored to the role and should complement your CV. Do some broader research around the company and the markets it is in and not just the role. Try to find out about the company’s values and mission.”
A further piece of advice Doherty gives is that when you are asked a question by one interviewer, be sure to make eye contact with the other members of the interview panel as well.
Experts suggest that a suitable dress code for interviews involves moving a notch up from what you would wear day-to-day on the job. If that’s a corporate office job, a well-cut suit or a smart dress would be appropriate, while in a start-up tech firm where everyone wears jeans and T-shirts, you should wear your best jeans and a slightly smarter shirt.
Pay attention to body language, avoid fidgeting or slouching, and turn your mobile phone off before the interview commences. Candidates should always bear in mind what is known as the halo effect – a smartly dressed and confident candidate may also be viewed as a more competent and professional one.