PREPARING FOR THE INTERVIEW
Unlike preparing for a sporting event, you can never
over-prepare before you go for an interview. You will never ‘leave your game on
the training ground’. Think of each minute you spend in preparing as an investment
in your potential career. To use a well-worn phrase: ‘Fail to prepare, then
prepare to fail’.
When should you start preparing? Assuming that you did at
least some preliminary research when you first decided to apply for the job, as
soon as you receive the letter inviting you to interview! In order to prepare properly
in terms of research on the organization and analysis of yourself, you need to
set aside time where you can be focused and free of interruptions.
You would be extremely lucky to attend an interview completely Unprepared and sail through by a combination of your sparkling Personality and incisive wit (which no doubt you DO possess).
Remember, there are no second chances, no retakes in a
real-life interview situation. You have to be on top of your game and be prepared
to respond to questions you may find difficult and to talk about yourself in
highly personal terms. This is not the time to hide your light under a bushel!
The reality is that this is a selling exercise. You are selling yourself from
the moment you submit that application form or post your CV.
ASSESSING YOURSELF
Before you even embark on your journey of securing that
fantastic job, it is advisable to take stock and do some self-assessment. In
understanding what you are looking for in a job you can develop clear goals and
targets to assist you. You shouldn’t enter into looking for a new job frivolously.
This is a potential life-changing decision after all!
There are many factors which may influence you reaching
the decision to either begin work or change job. Maybe you feel you have not
had the breaks you deserve this far. Maybe you’ve been overlooked in the past
for promotion or development. Maybe you think circumstances are not right for
you to have the job you want. I’m with George Bernard
Shaw on this one, who said:
People are always blaming circumstances
for what they are. I don’t believe in circumstances. The people who get ahead
in this world are people who get up and look for the circumstances they want;
and if they can’t find them, make them.
PERSONAL RATINGS AND COMPETENCIES
What follows is a simple method for assessing your strengths and weaknesses
and also those skills known as ‘transferable skills’ or ‘competencies’ which
are skills you acquire as you meander through life. They may be consciously
acquired or gained by osmosis. Either way, these are not job-specific skills,
but ones that can be readily applied to different roles. Incidentally, the word
‘competency’ has generated a lot of heat and light over the last few years
within the world of human resources and indeed the interview which you attend
may be described as a ‘competency-based interview’ or a ‘competency-focused
interview’. In either case, what they mean is they will be asking you questions
aimed at finding out whether or not you have the competency level in the areas
they require rather than simply seeking confirmation of the information
contained in your CV.
Have a look at the descriptions of competencies listed below.
Competencies tend to fall into broad categories such as those described
below.
Drive for achievement
Defined as: The
individual grasps opportunities to achieve and exceed their business and
personal objectives; success is a great motivator for them; desires to perform
tasks to the highest standards; is generally positive and enthusiastic at all
times; does not suffer too greatly by setbacks and is tenacious; is resourceful
and self-driven; can accept change and is flexible; has a high level of energy;
leads by example.
Strategic thinking
Defined as: The
individual can think about their industry/sector as a whole; can identify
threats and opportunities to the organization; can monitor the progress of
short- and longer-term projects; can manage multiple priorities; understands the
link between departmental and organizational objectives; recognizes the
interaction between people and technical issues in achieving objectives.
Relationship building
Defined as: The
individual puts effort over a sustained period of time in building influential
relationships; puts effort into building both external and internal
relationships; understands the importance of good business relationships;
demonstrates proactivity in utilizing the expertise of others; works with others
to formulate solutions; builds on friendships and actively networks.
Commercial awareness
Defined as: The
individual understands how organizations work; can apply commercial and
financial principles; demonstrates an active interest in the financial
performance of the organization in terms of profit and loss, cash-flow, added
value, routes to market, competitiveness, etc.
Leadership of change
Defined as: The
individual works with others to implement change; helps to clarify and avoid
ambiguity; willingly accepts change; takes responsibility for driving things
forward; can identify and initiate change; understands the interconnectivity of
departments and how change affects others.
Leadership skills
Defined as: The
individual demonstrates an ability to share a sense of vision and common
purpose; has respect of others through words and deeds; inspires loyalty and
commitment; has an adaptable leadership style depending on individuals and circumstances;
can create and build teams; is inspirational and enthusiastic; demonstrates
empathy; can transform strategic objectives into firm actions.
Continuous improvement
Defined as: The
individual demonstrates the ability to identify the actions needed to make
things happen in a quality-oriented way; can ensure these actions are carried
out; seizes opportunities to make improvements; establishes conditions to
ensure continuous improvement; can plan and organize tasks; can challenge the
status quo.
Customer awareness
Defined as: The
individual can demonstrate an ability to meet and exceed customer expectations;
recognizes the prime importance of the customer; can anticipate future customer
needs; goes the extra mile for the customer; takes responsibility for developing
long-term relationships with customers; forges partnerships that contribute to
future growth opportunities for both customer and own organization
.
Decision-making skills and judgement
Defined as: The
individual can demonstrate a readiness to make high-quality decisions based on
the information to hand using logic and analytical skills; breaks complex
issues into component parts; considers the outcomes of varying courses of
action; can draw reliable conclusions from disparate and often conflicting sources
of data; can make sound decisions in a timely manner; is able to make decisions
with an awareness of the political climate internally.
Influencing skills
Defined as: The
individual demonstrates competence in convincing others or impresses them in
such a way as to gain acceptance, agreement or behavior change; sets a positive
example by modelling behavior; has excellent listening, oral and written communication
skills; has the ability to influence peers, subordinates and superiors and key
decision-makers; can influence at tactical and strategic levels.
Development of self and others
Defined as: The
individual demonstrates an interest in the development of others as well as
himself; seeks out opportunities to learn new skills; encourages others in
their development; accepts coaching and mentoring responsibilities; monitors
own and others’ skill levels; keeps abreast of development in their chosen field.
Team working skills
Defined as: The
individual demonstrates an ability to work cooperatively and productively with
others; copies the team working styles of others; looks for opportunities to
work in ad-hoc and established teams; understands how to set and monitor team
objectives and goals; recognizes the differing skill sets of individuals and
the need for a mix within teams.
LEVELS OF COMPETENCE
Interviewers will often have already defined the levels of
competence the potential jobholder will need to possess in each of these
categories prior to the interview. Their ideal candidate will score above the minimum
level against each particular competence. However, interviewers also live in
the real world (hard to believe, I know) and may recognize that they are
unlikely to find someone who straightaway exceeds their minimum requirements.
More often than not, the candidate who has the highest overall score will be
the one that receives the offer. The fact that you may score lower on one or
more competencies does not necessarily mean that you won’t be offered the job –
an enlightened employer will then build training into your induction period
which will address these shortcomings.
Which level of each of these competencies do you currently
possess?
It is easily understood that someone can be ‘OK’ at something or
‘brilliant’ at something in everyday life. But how do employers stratify the
level of competence an individual has? Many organizations have gone through a
long and painful process of examining their competencies and putting into words
what each level of competence looks like. Below is a typical example of the
type of analysis that has been done in the ‘real world’.
Drive for achievement
Level 1 – is motivated by
success and the desire to perform tasks at a high standard.
Demonstrated by:
_Shows the desire to
perform tasks to a high standard.
_Is driven to achieve
excellent standards.
_Is enthusiastic and
adaptable.
_Displays high levels of
energy.
_Enjoys working hard.
Level 2 – is positive and
enthusiastic generally; is resourceful and proactive.
Demonstrated by:
Often makes suggestions and recommendations.
Is not fazed by setbacks or new challenges.
Displays a flexible and proactive approach to work and achieving
Objectives. Regularly uses own initiative.
TASK
Get a piece of paper and a pen. Read through each competency level
description in turn and write down which level you believe you are operating at
currently. Once complete, you will have created a fairly comprehensive Competency
Profile of yourself. This process is an excellent way for you to focus your
mind on what skills you actually have. Once you have a self-awareness of your skills,
this will enable you to speak so much more eloquently to your prospective
employer. I have rated these levels 1–5, with 5 being the highest.
Level 3 – can accept change and
is flexible and applies sustained energy in order to adapt to new requirements.
Demonstrated by:
Can articulate the need for business change to move the business forward. Creates an environment in which peers and subordinates can achieve challenging objectives.
Remains positive in the face of setbacks.
Seeks to find answers, not problems.
Level 4 – displays tenacity in
the face of unforeseen circumstances and difficulties.
Demonstrated by:
Understands internal politics and interpersonal sensitivities and differing
agendas. Takes on enthusiastically new challenges and tasks.
Is an effective planner and maximizes the use of everyone’s time
who is involved.
Goes above and beyond what is needed to get the job done.
Is not afraid of taking calculated risks.
Level 5 – Models drive and
resilience and leads by example.
Demonstrated by:
Is single minded in achieving objectives.
_
Is driven by objectives and targets the majority of people could
not deliver.
_
Tracks the progress towards the achievement of objectives.
_
Displays passion in their role.
_
Demonstrates commitment to the company and acts as an ambassador
at all times.
Strategic thinking
Level 1 – strictly speaking,
there is no Level 1 competence in this competency.
Level 2 – understands greater
organisational context, markets and competitors.
Demonstrated by:
_
Understands relationship between own role and business strategy in
the short term.
_
Can interpret some business strategy in the terms of operational plans.
Uses customer feedback to make improvements.
Gives some consideration to external factors.
Level 3 – can maintain an
overview of complicated situations with an eye on detail.
Demonstrated by:
_
Sees beyond the immediate needs of their own area to understand the
interconnectivity of departments.
_
Has an eye on the future at all times.
_
Maintains an overview of complex situations but controls the finer
details.
_
Understands the impact of strategies on the medium to longer term.
Level 4 – sets plans and
objectives with a view to the future success of the organization in terms of
technical and people issues.
Demonstrated by:
_
Understands the impact of strategies in the long term.
_
Has cognizance of people issues.
_
Embraces and works with technological advances.
_
Recognizes trends in performance in both the organization and it’s
Competitors.
Level 5 – Translates short- and
long-term decision-making into actions.
Demonstrated by:
_
Actively contributes to the strategic direction of the organization.
_
Is inspirational and engages others with the organization’s
vision.
_
Can utilize all specialisms in achieving organizational goals.
_
Can provide solid business rationale for large expenditure.
Relationship building
Level 1 – makes efforts to build
and maintain a network of internal and external contacts.
Demonstrated by:
_
Uses others to complete tasks.
_
Responds helpfully to requests for information.
_
Is courteous and honest in dealing with others.
_
Is aware of own impact on others.
_
Keeps others informed of own progress in work.
Level 2 – understands the value
of building up sound working relationships.
Demonstrated by:
Puts sustained efforts into building relationships.
_
Uses both formal and informal channels to communicate with others.
_
Checks understanding when communicating.
_
Can identify key decision-makers.
_
Is aware of the importance of including the right people at the right
time.
Level 3 – is highly proactive
about getting others involved.
Demonstrated by:
_
Demonstrates diplomatic skills and is tactful.
_
Recognizes cliques and alliances and can utilize these.
_
Recognizes others’ talent and utilizes it.
Can read ‘body language’.
Level 4 – with others,
constructs solutions, building on their ideas.
Demonstrated by:
_
Encourages suggestions from others without being judgmental.
_
Takes on board criticism.
_
Can overcome traditional organizational barriers using novel solutions.
Facilitates the efforts of others.
_
Develops relationships which facilitate the resolution of complex
Problems.
Level 5 – regularly uses the
cooperative and combined efforts of others to add value to the results.
Demonstrated by:
_
Builds an influential presence in the external business
environment to raise profile with key customer groups.
_
Represents the organization’s interests persuasively with key stakeholders.
_
Is proactive in keeping a network of contacts across the industry or
field.
_
Attempts to build symbiotic relationships with others external and
internal to the organization.
Commercial awareness
Level 1 – shows a level of interest
in internal and external business issues.
Demonstrated by:
Finds out about how the organization works.
_
Knows who the organization’s competitors are.
_
Knows who the organization’s main customers are.
_
Seeks to develop general business knowledge.
_
Keeps up to date with current affairs.
Level 2 – can analyse in terms
of profit and loss, cash-flow and added value.
Demonstrated by:
_
Understands basic financial and commercial terminology.
_
Keeps abreast of current business performance.
_
Keeps abreast in terms of product and market development.
_
Understands how own role/department contributes towards business success.
_
Is aware of cost implications and their effect on the bottom line.
_
Seeks to maximize productivity and reduce costs wherever possible.
Level 3 – knows the marketplace,
competition and business issues faced by the organisation.
Demonstrated by:
Has sharp operational focus so that actions can be prioritized and
put into context.
_
Fully understands the business plan and can communicate corporate objectives.
_
Understands key messages from the profit and loss report and balance
sheet.
_
Knows the position of own business in terms of market share.
Level 4 – focuses on profitability
and contribution to increase competitiveness.
Demonstrated by:
_
Capable of managing cost or profit centres.
_
Uses commercial judgement to enhance growth opportunities.
_
Can assess market trends and has the capability to make decisions which
will enhance organization’s ability to compete.
_
Understands the underlying issues affecting the performance of the
business or organizational unit.
Level 5 – applies financial
strategies and tactics in the wider context.
Demonstrated by:
_
Understands acquisitions, mergers and divestments.
_
Develops creative new financial and commercial strategies to enhance
growth.
_
Confidently communicates messages from company financial documentation
such as profit and loss accounts, balance sheets, etc.
_
Benchmarks against others in order to seek commercial advantage.
_
Uses external sources to keep informed of competitors’ actions/developments.
Decision-making skills and judgement
Level 1 – analyses issues and
breaks them down into smaller parts before coming to a decision.
Demonstrated by:
_
Thinks through outcomes before acting.
_
Can learn from mistakes.
_
Generates a range of solutions and challenges existing practice.
_
Assesses all the available data and refers to others before making
decisions.
Level 2 – considers and takes
responsibility for the impact a decision may have on others and in relation to
business success.
Demonstrated by:
_
Understands when the decision needs to be referred to others.
_
Makes decision within their own authority boundaries.
_
Uses established procedures to ensure correct action is taken.
_
Makes high-quality decisions in a timely manner.
_
Can make decisions without complete information.
Level 3 – draws reliable
conclusions from disparate sources of data.
Demonstrated by:
_
Gives consideration to how decision impacts on others.
_
Deals with unusual problems confidently without hesitation.
_
Does not put off making a decision to avoid conflict.
_
Does not put off a decision to avoid ‘getting it wrong’.
_
Considers the cost implications to a decision.
Level 4 – makes timely and sound
decisions when data is less accessible, inconclusive or contradictory.
Demonstrated by:
_
Not afraid to take risks to find a solution.
_
Seeks a practical solution despite vagueness of data.
_
Can assess multiple or complex or contradictory data in order to reach
decision.
_
Understands cause and effect.
Level 5 – can take decisions
which require political or organizational interpretation with an eye on internal
politics but which are beneficial to the organization.
Demonstrated by:
Evaluates the relationship between short-term consequences and long-term
gains.
_
Is persuasive when presenting case to stakeholders.
_
Is confident about making decisions which involve the organization
going forward into uncharted territory.
_
Is not afraid of controversy and will make decisions with cognizance
of the political landscape.
_
Is often sought out for advice by peers, superiors and
subordinates.
Influencing skills
Level 1 – behaves in a
straightforward and transparent way that sets a positive example.
Demonstrated by:
_
Wins respect and influences others by own behaviour.
_
Is confident and determined.
_
Sets a positive example.
_
Encourages others to challenge and does not mind being challenged.
_
Communicates clearly both orally and in written form.
Level 2 – is aware of the impact
on others, is a clear communicator, speaks and writes clearly, is a good
listener.
Demonstrated by:
_
Regularly shares own views in a clear manner.
_
Can articulate the key points of an argument.
_
Can be assertive when working with others.
_
Observes and listens and understands what is being said.
_
Demonstrates integrity when dealing with others at all times.
Level 3 – has the personal
stature and capability to influence a broad range of people including key
decision-makers.
Demonstrated by:
_
Displays a variety of styles of action from diplomatic to
assertive.
_
Uses the appropriate approach to diffuse difficult situations.
_
Is able to compromise when necessary.
_
Identifies key influencers and focuses on their requirements.
_
Demonstrates confidence clearly in all
communication
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