question answers examples and guidance question notes

How do you The first thing is to acknowledge the significance See general guidelines above
measure and importance of a question like these if you've not seen them
talent? examples. already.

or By showing that you recognise the potency of the These (apparently) tough
question (for organisations as well as questions about 'talent' and
How do you interviewees), you are half way to providing an how to measure and develop
measure talent impressive and effective answer. 'talent' are presently
in an confounding many of the
organisation (or (This principle of acknowledging very good world's biggest organisations,
company or questions in this way can be applied to any other many leaders, and
team)? question that addresses a serious and deeply organisational development
significant issue, as this is.) specialists.
and in similar
vein: You can show your recognition with an initial These questions about 'talent'
response such as: reflect widespread modern
How do you organisational challenges,
grow/develop "That's a very significant question. Its and so are useful in
talent in an implications affect the future health of all interviews, especially for
organisation (or organisations - probably now more than ever.." training, HR, management
company or and executive positions.
team)? Beyond this, the question might initially seem
impossible to answer, especially if you've had no Interviewees who can answer
real experience of measuring or growing such an these questions sensibly and
intangible and fundamentally important aspect of thoughtfully demonstrate
performance in people and organisations, but considerable perceptiveness
there is actually quite a simple way to answer a and ability.
question like this, for example:
Answers to these questions
"The reason why this is such a difficult question are relevant modern
for modern organisations to address and resolve, indicators as to an
is that while some organisations and leaders interviewee's value and
know how crucial 'talent' is for their survival and potential in the field of
competitive effectiveness, you can't actually management, leadership and
measure and grow anything until you can HR.
define exactly what it is, which is the real
challenge. I believe that you can only begin to
measure and develop anything when you can
define exactly what it is. Talent is prime example.
The concept of 'talent' alone is completely
intangible. It means all sorts of different things to
different people and organisations. Therefore the
key to measuring and growing 'talent' is first to
define exactly what 'talent' is - to understand and
describe what it means, what it looks like, how it
behaves and what it can achieve. And these
definitions will be different depending on the
organisation. Talent in a bank will have a quite
different meaning to talent in an advertising
agency, or in a hospital. So that's the first answer
 to the question: First you need to define it and
agree the definition, which is likely to be quite
and involved and detailed task, because it's such
a deep and serious concept..."

Here's how you can develop this answer:

"Aside from defining what talent is, the

organisation needs to acknowledge the
importance of talent, (according to the agreed
organisational definitions). This requires a
commitment from the very top, which must be
transparent and visible to all. Then people will
begin to value talent more fittingly and
preciously. A similar thing happened with the
'total quality' concept, when leaders woke up and
realised its significance. But they first had to
define it and break it down into measurable
manageable elements before they could begin to
improve it. Talent is the same."

If you really want to go for broke you could add:

"The same thing will happen with love and

spirituality in organisations, as is happening
already with ethics and responsibility. These
fundamentally crucial concepts can only be
assessed, managed and developed when they are
given emphatic priority from the top, and defined
in a meaningful and manageable way. Then they
can be grown just like any other organisational
attribute."

A supplementary point is that some leaders

simply do not appreciate the really true concept
of talent, which unfortunately is a serious
obstacle to doing anything useful about talent at
all. Where this is the case, the leader must be
educated or replaced, because as ever
organisations can only do what they leader
genuinely understands and commits to achieving.
(Prior to a sales The level of detail and precision that you can Asking interviewees to
or commercial include in your plan and presentation depends on prepare a plan for their first
management how well you know the market and the one or two or three months in
interview) organisation. Beware of assuming too much the role is an increasingly
Prepare a plan however - it's important to strike the right popular way for interviewing
for your first balance between the need for assessment and organisations to get a real
1/2/3 months action. taste and sample of how the
in the role and job candidate would approach
present it at Interviewers want people who will make things the job.
the interview. happen and introduce positive change, but at the
 same time who can preserve the good things and Seeing lots of fresh ideas is
This example avoid problematical fall-out. also very helpful in its own
and guidelines right for the recruiting
for answers are A Gantt Chart is a good way to present this sort organisation.
orientated to a of plan. See the project management section, but
sales or avoid going into the level of detail suggested for A question like this - usually
commercial major projects. for a management position,
management but not always so - is a great
role, but the A clear series of bullet points will also be opportunity for the
same principles acceptable for most situations. Be guided by the interviewee to use
apply for many recruiting organisation as to the technology and preparation and research in
other media to use, but in any event concentrate on producing a compelling
management the content rather than the bells and whistles. A presentation of your value to
positions, and good candidate would be able to handle this the employer.
increasingly using just a flip chart.
front-line It's a real chance to show
positions too. See also the presentations page for ideas about what you can do, in terms of
how to structure the presentation, but again be ideas, experience, technical
Market forces mindful of the pressure of time: be very compact, grasp of your subject, and
inevitably tend impactful, concise and efficient in the way you ability to present and enthuse
to require all put your ideas across. with clarity, logic and passion.
roles to be
increasingly What's required here is essentially a cohesive list The guidelines and examples
strategic, of strategic action points, each aimed at here are for a sales or
therefore this producing specific results. Innovation helps commercial position, but the
interview provided it's not too off-the-wall. same principles apply for any
question could role when asked to prepare a
be used for lots Typically it's very difficult (and generally unwise) plan and present it at an
of customer- to enter a new organisation and immediately interview.
facing roles as begin making lots of big changes, unless of
well as course the situation is in crisis; a period of The interviewer will want to
management assessment and research is normally sensible. see that the interviewee has
job interviews. a good understanding of the
Another crucial aspect is the maturity and key performance criteria for
performance of the team. Look at the the function or team or
Tannenbaum and Schmidt, and Tuckman theories department concerned, and
to understand the significance of the team's can use experience, research
capability. and original thinking in
creating and delivering a
Aim for 5-7 bullet points per section of the plan clear, logical cohesive action-
(for example a 3 month plan could be presented plan presentation.
as three 5-7 point sections). Each action point
with outcomes and reasoning explained. Thus the interviewer is
Financials and example statistics/ratios too if you effectively having to 'pitch' for
know them. the job, in the same way that
an agency has to pitch for a
Points and areas that could feature in a sales new account.
management plan are as follows - either as areas
to address, or areas to develop into specific Being asked to present a plan
action points, depending on the level of at an interview is a wonderful
knowledge and experience. These are in no opportunity to shine,
particular order. Priority and mix depends on the especially for people who do
situation: not necessarily perform well
under pressure when
 Immediate review of current and projected
handling some of the more
performance and factors - identify glaring
unpredictable questions that
gaps, weaknesses and opportunities -
can arise in interviews.
identify and optimise quick gains where
Instead, being able to
possible
prepare a plan and
 Pareto (80:20) analysis - products, presentation in advance
markets, customers allows interviewer and
 People/team assessment - styles, interviewee's to assess and
strengths, performance, responsibilities, etc - respond to each others needs
psychometrics if possible/appropriate in a far more professional and
well-organised way.
 Costs and spending review - optimise and
tighten - improve accountability and
freedoms within agreed guidelines
 Customer analysis/visits - protect and
consolidate
 Competitor assessment - identify losses
and threats, especially from a major
accounts/sectors view
 SWOT, PEST analyses
 Sales cycle and selling process review -
key ratios and statistics
 Sales proposition, USP's, USB's (see sales
section)
 Performance management, measurement
and reporting
 ICT and internet - internal communications
and systems, and customer interfaces
 Pricing and margins analysis
 Advertising and promotion and enquiry
generation - conversion ratios through the
sales funnel
 Strategy review - distribution/route(s) to
market(s), partnerships - suppliers and sales
distribution
 Marketing and sales materials and
documentation review, including electronic
and online data and systems
 Sales model - alignment of sales people
with markets, sectors, verticals and
horizontals
 Sales skills and training assessment
 Sales processing and relationships with
other departments, CRM (customer
 relationship management)
 Sales services agencies/suppliers -
telemarketing, A&P, etc
 Quality/service assessment - especially
identify key performance factors
 Look at/develop inter-
functional/departmental
communications/cooperation/relationships
 Motivation, morale
 Sales planning, aims, objectives, targets -
cascading to individual quotas and
responsibilities
 Standards and controls
 Legal and licensing areas if appropriate,
contracts and SLA's (service level
agreements)
 Philosophy and belief, ethics and integrity

The presentation needs to combine relevant hot-

spots from the above list, and to suggest a
process of assessment and involvement of
people, blended with change, so as to identify
and optimise key performance factors within
strategy, people/teams, skills and processes.
How do/would Aside from the sort of poor performance which These questions invite
you optimise requires a firm disciplinary response (see the candidates at management
performance section on performance management), this interviews to demonstrate
and lift question is best answered from the viewpoint of their management and
standards in a improvement and development, rather than leadership abilities.
team? discipline and control. The question provides a
great opportunity to refer to lots of relevant All management interviewees
or theory, and to show you know how to apply it. should prepare to answer this
sort of question. Even if the
Explain your 'Poor performance' is actually not a helpful interviewer doesn't ask the
approach to perspective - it's negative. It's best to interpret question, there will be plenty
maintaining this as helping people to become the best of opportunities to use the
high standards that they can be, in ways that enable them to answers in dealing with other
and improving align their natural strengths and preferences with questions.
poor the needs of the organisation and team.
performance in Good modern employers will
a team. Maslow is certainly relevant - we need to help look for positive Y-Theory
people self-actualise, which a better angle of ideas about managing people.
or approach than 'poor performance'.

(prior to the Belbin's model of team roles is a useful reference More traditional and
interview) framework (everyone's good at something - so autocratic interviewers will
find out what it is and get them playing to their seek a tougher approach, in
Prepare and strengths). which case you can
give a incorporate a few examples
presentation on Also useful in this respect is Gardner's multiple of firmness and control within
how to intelligences, and learning styles, along with the your answers, where
maintain other personality styles theory, although don't go situations and scenarios
standards and into that depth at the interview - just refer to the warrant such a style.
address poor main principles.
performance in If you are the interviewee
managing a Aspects of delegation are relevant, within which don't just use my words -
team. Tannenbaum and Schmidt, and Tuckman's take what's meaningful and
'storming, forming..etc' model are also useful workable for you and make it
reference frameworks. your own. Understand your
own strengths and style and
Adair's Action-Centred Leadership model is a show you know when to
great reference for illustrating the different adapt and use a different
aspects of teams that need managing and approach.
leading.
If you are the interviewer ask
The role of every good leader is to develop a this sort of question and look
successor, alongside which is the aim to develop for the candidates to
team maturity so that it can self-manage. This demonstrate that they
approach fosters high standards and great understand about modern
performance because the team is being methods of managing,
empowered. Open clear positive two-way leading and developing
communications help to establish team teams. You need to recruit
understanding and agreement of aims and managers and leaders who
direction (and standards). Involve and consult can empower and inspire
and enable and coach, rather than decide and others, so seek these
direct and control. People perform and achieve qualities in people, which will
best when pursuing their own goals and aims, not be demonstrated in the
the ones imposed from outside. The trick answers to this sort of
therefore is aligning people with work, so it's question.
meaningful and important.

An interview presentation (ensure you know how

long the presentation should last) is best
structured in three parts, plus the intro and the
close. Look at the notes on presentations. Use
different ways of communicating your ideas.
Physical props demonstrate points powerfully and
involve the audience/interviewers if passed
around. Referring to case studies and extracts
from biographies of high-achievers will help
illustrate that high performance is borne of inner
drive, not external control. A good manager is an
enabler not a controller.
Have you ever Obviously if you have a real example with a good The interviewer asks these
dealt with a positive successful outcome for the customer and interview questions give the
customer supplier then use it (it's a good idea to think interviewee an opportunity to
making an about and prepare an example for this type of demonstrate firstly how they
unrealistic question in advance). Ideally examples should decide that what is realistic
demand? include the following elements: Central to this and what is unrealistic, and
process is being able to fully understand the secondly how to explain to
or customer's position and feelings, without the customer why the
necessarily agreeing with them. Explaining this demand cannot be met, and
Can you give difference between understanding and agreeing hopefully better still suggest
me an example at the interview helps the interviewee to an acceptable alternative
where you've demonstrate capability to deal with these types of course of action, preferably
had to deal difficult situations. Good sympathetic questioning which results in the customer
with a skills, and a good understanding of the options being more satisfied than if
customer who available to the supplier organisation in solving the issue had not arisen in
has made an problems, are also vital for being able to adapt the first place.
unrealistic or and develop mutually agreeable solutions. An
unreasonable excellent answer or demonstration of excellent It is a fact that the greatest
demand? capability would include a very positive result in customer service challenges
which the customer's satisfaction and loyalty was also offer the greatest
or increased to a higher level than before the opportunities to delight the
complaint or request (which is actually more easy customer, and interviewees
How do you to achieve than most people imagine). To show who demonstrate such a
deal with excellent technical skills in dealing with very philosophy are generally
difficult difficult and emotional customers interviewees indicating great potential and
customers? could refer to techniques within Transactional value to a prospective
Analysis, Empathy theory, and NLP (Neuro- employer.
Linguistic Programming).
(Any question When asked a question which intentionally or The purpose of these
that invites you unintentionally exposes a 'negative' situation or questions may be unwitting,
to describe, experience or reason (for example for having left that is to say the interviewer
explain, or your last job), you should provide a positive has no idea what they might
comment on a interpretation and reflection of the experience. be uncovering. Or the
'negative' This means objectively (without emotion or bias) question might be to
situation, for demonstrating understanding of the behaviour intentionally put pressure on
example, "Why (which was directed at you that caused you to the interviewee in an area of
did you leave leave, or your negative behaviour that caused weakness, or vulnerability, or
your last job?, you to leave). For instance if you were bullied say past failure or mistake.
if the reason so, but do not be critical or bitter, and emphasise
was that you the positives from the experience (which not least In any case, interviewers
were being would be that you thought it best to leave rather learn a lot about an
bullied, or that than continue in a situation that was not doing interviewee's emotional
you lost your anyone any good). If you behaved badly then you maturity (increasingly a much
temper at your should ideally explain what you did and why, and sought-after attribute) when
boss and were how you have learned from it and that you will the interviewee is invited to
fired) not make the same mistake again. explain, comment, and show
their feelings about a past
In general the approach is the same for most 'negative experience.
situations when dealing with questions that
expose weaknesses or failures or opportunities Emotionally mature people
for bitterness: you can (and should) explain what are able to talk objectively
happened (to lie or distort would be wrong) but and honestly about 'negative'
do so without bitterness or recrimination, and experiences, and interpret
demonstrate forgiveness, tolerance and self- them into positive
development achieved from the experience. experiences.
 If you were the guilty party it helps to show that A good interviewer can
you had the courage to take some action to make confidently form a good
amends, even for 'lost cause'. impression of any interviewee
who displays good emotional
maturity.
How would you Think before the interview and during the This is not a actually great
respond if you interview: How would you actually respond to question to ask (if you are
were offered this question? If you'd accept the job and you are the interviewer) or to be
the job? really happy and free to do so, then say so. You asked (if you are the
have little to gain from being evasive. If you have interviewee) because it
other options or commitments that need proper suggests that the interviewer
and fair consideration before accepting the job might not offer the job to
offer then say so (it does not put you in a very someone who is not certain
good light if you demonstrate that you are to accept it.
prepared to treat an existing employer or another
potential employer badly). If you need more This is not great indication of
information (about package, expectations, a good, confident grown-up
responsibilities, etc) then say so. If the high-quality employer (or
interviewer is being aggressive or provocative (as interviewer).
can happen in certain sales interviews
particularly) you could say that actually the only If you are strong and mature
way to find out for sure is to make the offer, ie., you'll be able to deal with an
"...make me the offer and I'll tell you..." (the employer who feels the need
interviewer will not normally fall for that one of to ask this question,
course but at least he/she will see that you can otherwise you might not find
stand up for yourself, which most tough-nuts will this type of employer mature
respect). enough for you.
What would Look at the Transactional Analysis, NLP, and This type of 'scenario'
you do if you Empathy pages - a lot of what you need to know question is good because it
had to deal (and will differentiate you from other enables an interviewee to
with an angry interviewees) is there, depending on your demonstrate experience,
customer? interview situation. Basically the answer is to technique, and awareness of
empathise, understand, and as quickly as possible why a certain behaviour is
obtain the customer's trust in your promise to try appropriate for a given real
to resolve the matter. And then set about finding situation that can arise in the
the facts and resolving it, working within job.
whatever policies and processes are in place for
the particular problem. The important thing is to Demonstration of exactly the
remember the difference between understanding same experience is not
and agreeing - you need to understand without necessary, what matters is
necessarily agreeing or pre-judging the outcome the ability to adapt and apply
(unless of course you can actually resolve it an technique and behaviour,
agree it there and then). And you need to which could come from
apologise without pre-judging whatever different related experiences,
investigation you need to do or arrange. Finally, for example dealing with
take responsibility for seeing the issue through to difficult or upset people in
the finish, when at the end of it hopefully the any other situations.
customer is more delighted than they have ever
been, (which is often what happens when you do The interviewee must
things properly). demonstrate knowledge
and/or experience of
 appropriate technique,
behavioural and emotional
awareness and capability, and
the ability to match a good
technical emotional and
constructive response to a
particular emotional (and
probably process-based)
challenge.
What will you This tough interview question
bring to the job is an opportunity for the
or company if Imagine what your objectives will be if you interviewee to relate their
we employ were in the role, and orientate your answer strengths and capabilities
you? towards meeting them, on time, on budget, and to the priorities of the job
with style (especially to improve motivation function, and to the aims
and morale and to avoid unnecessary disruption and priorities of the
and unhelpful side-effects). organization.

Try to focus on the particular priorities and The interviewee must

requirements of the role, the targets and therefore demonstrate an
aims, (which means you need to ask what they understanding of both sides
are if your are not told) and also if possible, of the question - the needs
focus on working style and behaviour of the employer, and how
attributes that fit the preferences of the to apply their own skills,
interviewer, since most interviewers prefer people capabilities, experience,
like themselves. style and strengths to the
situation.
For example (assuming that the points illustrated
are relevant): It's a good question, and also
a great opportunity to show
"I can see clearly that quick results are a priority - how good you are, and how
and that's something I'm good at generating, you will add positively to the
because I have good abilities and experience to mood and attitude of people
interpret situations, and then a strong focus on you'll work with.
activities which will achieve change and results in
the necessary areas." This question invites good
specific solutions and
"I'm diplomatic with people too, which means I suggestions in response to
can generally bring people along with me; if stated organizational
needs be though I can be firm and determined requirements.
enough to convince people who need a bit of
extra encouragement." As such it will quickly show
up the candidates who
understand what's needed in
the role and how to make it
happen.

Certain interviewers and

situations will also be seeking
indications of the candidate's
personal style when working
 with others - notably whether
the candidate will be an asset
to the team in terms of
motivation and morale.

If you are the interviewer

make sure you explain earlier
in the interview what the
situation requires in terms of
results, parameters and
attitudinal factors.
Tell me about The proper purpose of this
the culture at tough question is to see how
your last If the past culture was good them explain how you interpret and explain
company or and why in terms that the interviewee is likely to culture, which provides an
employer. identify with, for example: opportunity for you as the the
interviewee to demonstrate
"The culture encouraged people to develop, how you feel about and react
grow, take responsibility. People were coached to whatever culture was in
and mentored towards quality and productive place. It's a potential trap for
effort. All of this helped me a great deal because interviewees who would be
I identify with these values, and respond to these negative and critical and
opportunities." apportion blame, eg 'the
culture was not supportive
A good answer, in referring to a non-supportive and so it didn't help me to
culture would be to express the positive aspects perform' (not a good
(eg lots of freedom for me to take initiative, answer). The culture question
responsibility, find new ways to contribute, a free also invites comments from
market allowing the good workers to naturally the interviewee about
excel and develop reputation and internal working management style, and again
relationships, etc.) is a trap for negative
respondents who criticise
their past boss (bad answer),
rather than accentuate the
positives and demonstrate
positive behaviour in negative
situations, which is a highly
desirable trait.
Tell me about The question is an opportunity for you to A big open question like this
your life at demonstrate the qualities that the interviewer is in an interviewer is a huge
College or seeking in for the job, so orientate your answer opportunity or huge trap. It
University (or towards these expectations (without distorting can be a tough question if not
even your time the truth obviously). approached properly.
in your
previous job). In your answer, emphasise the positive Interviewees should have the
behaviour, experience and achievements (ideally sense to refer to previous
backed up with examples and evidence) which experiences that indicate
will impress the interviewer because of its capability and behaviour of
relevance to the role requirements. the sort that the role
requires.
The interviewer is looking for the same
 capabilities and behaviour in your college (or
It's a trap for interviewees
university or previous job) life that they want in
who look regretfully or
the job. negatively on past
experiences, criticise or
Your emphasis should be on your attribute blame, or display
achievements, and how you achieved them, 'someone else's fault'
that are relevant to the job requirements. attitudes.

Interviewers with special interest in behaviour College and University are

and personality may also use a question like this environments which provide
to assess your self-awareness and maturity, in lots of opportunity. Good
the way you consider your answer and relate it to applicants will be able to
your own experience and development. demonstrate that they have
used the opportunity to learn
and develop, whether their
experiences were all positive
and successful or not.

What do you It's not easy to answer this in terms of job This is a common tough
want to be expectation - no-one can realistically predict what interview question, and it
doing in 2/5/10 job will be required in 5-10 years, let alone commonly trips people up
years time? whether they will be right to do it, so I'd avoid into making over-ambitious
specific job aims or claims, unless you actually claims about their future
Or: have a very clear plan, and are seeking a job and potential and worth. It
career which clearly offers predictable and highlights feelings of
Where do you structured progression. delusion, and a need for
want to be in security if they exist.
2/5/10 years For most people and roles, which are largely
time? unpredictable, this question is best and easiest The question encourages the
answered in terms of the sort of situation you'd interviewee to think and
like to be in, which should reinforce all the other express their plans and
good things about yourself, for example: aspirations, future direction,
needs and wishes. Some
"Making a more significant contribution to people find it more difficult to
whatever organisation I'm working for. To have answer than others,
developed new skills, abilities, maturity - perhaps depending on their
a little wisdom even. To have become better personality.
qualified in whatever way suits the situation and
opportunities I have. To be better regarded by Some people are able to plan
my peers, and respected by my superiors as and see clear steps along the
someone who can continue to increase the value way, which would be more
and scale of what I do for the organisation." commonly exhibited by
people whose work involves
"I'd like more responsibility, because that's a this approach.
result of personal growth and progression, and
it's important for my personal satisfaction." Job roles which require a
higher level of adaptability
"I have no set aspirations about money and and flexibility are unlikely to
reward - if I contribute and add value to the attract candidates who are
organisation then generally increased reward meticulous planners.
follows - you get out what you put in."
 The question is a powerful
"Long term I want to make the most of my one because it prompts the
abilities - if possible to build a serious career, but interviewee to think and
in this day and age nothing is certain or visualise about themselves
guaranteed; things can change. I'll do my best and how they expect and
and believe that opportunities will arise which will want to change.
enable me to keep contributing, increasing my
worth, and developing my ability in a way that
benefits the organisation and me."

Employers will respond well if they see that you

are mature, independent, self-motivated; that
you will make a positive and growing
contribution, and that you understand that
reward (financial, promotion, responsibility, etc)
will always be based on the quality and value of
your input.
Give an This depends on your relationship to the two The interviewer is using this
example of people, so seek clarification if this is not clear, but tough question to test the
when you had broadly the aim is to first take any heat out of the interviewee's experience and
to settle a situation by calming the individuals. Then firmly ability to diffuse conflict, and
dispute arrange a three-way discussion later in the day or also to step back and take an
between two an early opportunity in the future, in a suitable objective view, rather than
individuals. environment (closed meeting room), at which you getting involved and taking
can facilitate a proper discussion of the issues, so sides, which is the natural
as to arrive at an agreed positive way of going temptation. Objectivity and
forward or compromise. It's important to facilitation are important skills
understand each person's standpoint and of a good manager, and this
feelings, without agreeing with them, unless the question will identify whether
argument concerns a clear breach of policy or the interviewee possesses
wrong behaviour, in which case the transgressor them. This question will also
should be counselled separately, after which the put pressure on the
three-way meeting can be held to mend interviewee's ability to
relationships. Arguments come in all shapes and manage people, because it
sizes - a more specific answer is possible in provides a tricky people-
response to a more specific scenario. management scenario.
What is your Mindful of the trap possibilities, the interviewee This is a good and tough
ideal job? would always do well to qualify the question by interview question, and the
asking for a timescale (at what point in my answer would almost always
career?) before answering. This shows that some trigger a more specific follow-
consideration is taking place rather than a knee- up question, asking 'why?',
jerk, and that the question is producing a serious and then probing the reasons
response rather than a fanciful one. for the choice. From the
Aside from this, the best answer to the question, interviewer's standpoint, the
as for any interview question, is to use the question is open and vague,
opportunity to sell the strengths of the which for certain purposes
interviewee as a potential asset to the (see the next para re traps) is
organisation. This would produce an answer that a good thing. If the question
creates a picture of a loyal, results-orientated is intended to elicit
person, making a significant contribution to the meaningful information about
organisation (status and level would depend on the interviewee's career
 timescale). If the answer is poor it will trigger a plans, then some timescale
probing follow up that puts pressure on the should be attached (ie 'what
interviewee to justify a daft response. If the would be your ideal job in
answer is impressive there probably won't be a 3/5/10 years time?')
follow-up as there's nothing to probe and the The question exposes
interviewer can move on. Wrong answers would interviewees who seek only
include: 'boss of my own company' 'your job' 'the personal gratification
top salesman on half a mill a year' 'CEO of this ('outputs') from a role
company' (unless you can justify the claim) a pop (money, status, esteem,
star, a railway engine driver, a film star, etc Good excitement, glamour,
answers would include: 'A manager or executive security, etc) rather than
with this organisation in (function relative to seeking opportunities to make
experience and skill set) where I have the best possible use of their
responsibility and accountability for using my effort, skills and experience,
skills and efforts to achieve great results, work in contributing to the
alongside great people, and get a fair reward.' 'I'd performance/quality/results
like to become an expert in my field (state of the organisation for which
function if relevant), where I'm able to use my the role is performed
skills and abilities to make a real difference to the ('inputs').
company's performance.' The question is a potential
trap for people who are more
concerned with what they get
out of a job rather than what
they put into it. Employers do
not really want to recruit
gratification-orientated
people. These people are
generally not self-starting nor
self-motivating.
The question also gives
indications as to how
realistically the interviewee
sees themselves. Some
people visualise highly
fanciful and unrealistic jobs,
which is a warning sign to a
potential employer. Others
visualise jobs that are clearly
remote from the job being
applied for, which indicates
that some falsification or
delusion is present.
Why do you Reflect back the qualities required and job Opportunity to sell yourself
want this job? priorities as being the things you do best and and show you understand
enjoy. Say why you think the company is good, what they're looking for in
and that you want to work for an organisation the role. Make sure you hit
like it. both of these hot buttons. It's
a touch question if you've not
prepared the answer.
What did you Prepare a number of relevant examples and Another tough question which
achieve in your explain one (two or three if they're punchy and will expose a lack of
last job? going down well). Make sure you feature as the preparation or relevant
instigator, or the factor that made the difference. experience. The question and
Examples must lead to significant organisational answer show whether any
benefits; making money, saving money/time, achievements have been
improving quality, anticipating or creatively made, and what values are
solving problems, winning/keeping customers, placed on work. Shows
improving efficiency. motive - whether process,
results, accuracy, security,
social, etc. Shows
understanding of cause and
effect, pro-active vs passive.
How would you Identify the two or three main issues and say A tough question if the
approach this how you'll deal with them, which shows you can interviewee has not prepared.
job? How focus on what's important. Likely to be planing Shows if you've thought
would you do and organising, ensuring all the communications about what job requires and
it? and relationships are working well, reviewing and entails. Role and situation
measuring activities and resources against needs to have been explained
outputs and improving where possible. Emphasise well to enable a good
your personal strengths that are very relevant to response. Exposes people
the role requirements. who can't actually do the job.
What are your Prepare three that are relevant to the Shows whether candidate has
strengths?  requirements of the role. Be able to analyse why self-awareness, and can
and how you are strong in those areas. Mix in identify what strengths are
some behaviours, knowledge and experience and relevant to role. Shows if
well as skills, and show that you understand the candidate has thought and
difference. Style should be quite confidence planned. A glaring omission if
rather than arrogant or over-confident. not planned as this is such an
obvious question that
everyone should be prepared
for. Strengths should
obviously relate to the needs
of the employer and the role.
What are your Start by saying that you don't believe you are A tough question if answered
weaknesses? actually 'weak' in any area. Acknowledge certain without proper thought. A
areas that you believe you can improve, (and trap for the unsuspecting or
then pick some relatively unimportant or naive. Will show up those
irrelevant areas). If you must state a weakness who've not prepared as this is
these are the clever ones that are actually another obvious question to
strengths: not suffering fools gladly; sometimes expect. Will also prompt
being impatient with other people's sloppy work; follow-up questions probing
being too demanding; refusing to give in when what the candidate is doing
you believe strongly about something; trying to to improve the weakness,
do too much, etc, etc. which is worth preparing for
also. 
What would Another opportunity to state relevant strengths, Potential trap to draw out
your references skills and behaviours.  weaknesses - don't fall for it.
say about you?
How do you Say that you tend not to get tense or stressed Exposes people who can't
handle because you plan and organise properly. Say you deal with pressure or don't
tension/stress? look after the other things that can cause stress - recognise that lifestyle issues
health, fitness, diet, lifestyle, etc. Talk about are important for good
channeling pressure positively - thinking, working. Exposes the
planning, keeping a balanced approach. misguided macho approach
that stress can be good. It
ain't.
What was the Be honest, as the interviewer might have read it Will provide another
last book you too. There's no shame in admitting to lightweight perspective of the
read and how reading material if that's what you like - put it in interviewee's personality that
did it affect context, why you read it, and give a positive may not otherwise surface.
you? result, whatever it is. Be able to give an Opportunity to demonstrate
intelligent reaction to what you've read. Don't be skills , aptitudes, special
too clever or try to impress as nobody likes a interests, self-development,
smart arse. analytical ability, self-
awareness. May expose
feelings or issues that can be
probed further. 
What does/did Tell the truth. This question is not
your father do appropriate or helpful in most
for a living? You are you. Your parents are different people. interview situations, but it
can arise, and when it does
or Your parents have no bearing on how your value so it can be quite emotive,
should be judged. which is mainly why it's listed
What do your here.
parents do for Avoid reacting in a defensive, judgemental,
a living? ashamed or critical way. The question is designed to
expose people who are over-
or Avoid any suggestion that any parental influence protective or insecure, or who
on others has been or could be useful to your might think that they are
Tell me about own career or success (i.e., references relating to somehow entitled to privilege
what your 'old school tie' , or 'it's not what you know it's because of who their father is
parents do for who you know'). or has achieved.
a living.  
The question can also expose
or emotional hang-ups or
sensitivities if any exist, with
What work are a view to further
your parents exploration/discussion.
involved in?
Interviewers should use this
question with great care, if
indeed there is a good reason
for using the question at all.
Tell me about a Avoid anything deeply personal or seriously Can expose emotional raw
big challenge or emotional unless you are in complete control of nerves or sensitivities.
difficulty you've your feelings about it. Try to prepare an example Opportunity to show proof of
faced; how did that's work-related and relevant to the role.  being able to achieve results
you deal with in the face of difficulty. Is this
it? person actually experienced
are they just saying they are.
 (Experto Credite - Trust one
who has proved it)
Tell me about Don't get trapped into admitting to a temper or Exposes hang-ups and style
something loss of control. Say you tend to get more of management and
recently that annoyed with yourself than with other people or communication. Exposes
really annoyed other situations. Annoyance isn't very productive, anyone who believes it's okay
you. so you tend to try to understand and concentrate or even good to get cross
on finding a way around a problem or putting with other people. It ain't.
things straight.
Give me some Prepare this as one of your strengths, as there's Exposes single-style non-
examples of not a single job that won't benefit from good adaptive communicators, who
how you have adaptive communication skills. Give examples of don't understand or adapt to
adapted your how you've been detailed and given written different people and
own confirmation for people who need it. Give situations. 
communicating examples of how you verbally enthuse and inspire
style to deal the people who respond to challenge and
with different recognition. Think of other examples of adapting
people and your style to suit the recipients. Give examples
situations. when you've had to be task-driven, process
driven, people-driven, and how you change your
style accordingly. A chance for you to truly shine.
Can we check Yes.  Exposes people who are not
your comfortable about having
references? their references checked, in
which case probe. Exposes
people who've not had the
foresight to organise an
important controllable aspect
of their job search, which is a
bad sign.
What type of Say generally you get on with everyone. Say you Exposes hang-ups and
people do you respond most to genuine, positive, honest people. prejudices. May prompt
get on with If pressed as to people you don't get on with, say issues to probe. Strong,
most/least? that you respect people for their differences, and emotionally mature
seek to understand them, rather than seeing candidates tend to respect
differences to be a reason for conflict or difficulty. differences and understand
weaknesses in others.
Weaker candidates tend to be
more critical and judgemental
about others.
Give me an Don't admit to having produced poor work ever. A trap - don't fall in it.  
example of Say you've probably made one or two mistakes -
when you've everyone does - but that you always do
produced some everything you can to put them straight, learn
poor work and from them and made sure you'll not make the
how you've same mistake again.
dealt with it.
Excellent You may be hit with this if you're too contrived or Will knock a lot of people off
answer - now clever, in which case give an example of guard, and expose any
can you give something that didn't quite go so well, but make tendencies to confront or
me an example sure you present it positively and say what you argue. 
that wasn't so learned from it. Don't try to stick to your guns
good? and maintain that you're perfect - show a little
human weakness, but present the weakness
positively, either as a lesson you've learned from,
or an area you are working on - or if it's
justifiably beyond the remit of the job, then
something you'd seek to delegate or bring in
relevant support.
What do you Pick a relatively irrelevant skill and say that you Another trap to expose
find difficult in don't find it as easy as you'd like, so you're weaknesses, and an
work, life, or working on it (don't just make this up - think opportunity to show strengths
relationships about it and be truthful). Don't own up to a instead if played properly. 
(etc)? weakness in an area that's important to the role.
As with the weaknesses question, you can state
certain difficulties because they are actually quite
acceptable, even commendable, they'd include:
suffering fools gladly, giving up an impossible
task, tolerating unkind behaviour like bullying,
having to accept I can't help certain big problems
in the world, etc.  
How do you Planning and writing a plan is very important. I A great opportunity to shine
plan and think how best to do things before I do them, if and show management
organise your it's unknown territory I'd take advice, learn from potential. Planning and
work? previous examples - why re-invent the wheel? I organising is one of the keys
always prioritise, I manage my time, and I to good work at any level so
understand the difference between urgent and it's essential to acknowledge
important. For very complex projects I'd produce this. Exposes unreliable
quite a detailed schedule and plan review stages. people who take pride in
I even plan time-slots for activities that aren't in flying by the seat of their
themselves organised, like thinking time, and pants.
being creative, solving problems, etc.
How much are Be honest about what you've been earning and Exposes unrealistic people.
you realistic about what you want to earn. An opportunity to
earning?/do demonstrate you understand
you want to the basic principle that
earn? everyone needs to justify
their cost. Extra pay should
be based on extra
performance or productivity.
How many It varies according to the situation. I plan and Exposes the clock-watchers
hours a week organise well, so unless there's a crisis or unusual and those who attach some
do you demand I try to finish at a sensible time so as to misplaced macho pride in
work/prefer to have some time for my family/social life/outside burning the candle at both
work? interests. It's important to keep a good balance. I ends.  Look for a sense of
start earlier than most people - you can get a lot balance, with flexibility to go
done before the phones start ringing. When the beyond the call of duty on
 pressure's on though I'm happy to work as long occasions when really
as it takes to get the job done. It's not about the required.
number of hours - it's the quality of the work that
you do; how productive you are.
Do you make Be honest. Yes of course on occasions, but I Anyone who says they don't
mistakes? obviously try not to, and I always try to correct make mistakes either isn't
them and learn from them. telling the truth, or never
does anything at all.
Whatever, a 'no' here is a big
warning signal. (Ack. Linda
Larkin)
(Follow above Absolutely I can - I get the guidance I need, and Shows whether the person
question with) - it may help prevent others from making the same can take responsibility and
Can you share mistake. guidance. A mature, positive
your mistakes approach to learning from
with others? mistakes is a great
characteristic. (Ack. LL)
How to do By the results that I achieve, and that I achieve Exposes people who are not
measure your them in the most positive way. If there isn't an results orientated - more
own existing measure of this I'll usually create one. concerned with process,
effectiveness? relationships, airy-fairy
intangibles.
How do you Be truthful, but express positively. I'm generally Indicates ability to cooperate
like to be very adaptable to most management styles. In and manage upwards, also
managed /not the past I've helped my bosses get the best out how management attention
like to be of me by talking to them and developing a really you'll need. Exposes potential
managed? good understanding. I work best when I'm given awkwardness. Only the most
freedom and responsibility to take some of the experienced and capable
load off my boss's shoulders - they have enough managers will be seeking
to deal with. Do not respond to the negative and difficult dominant types, and
give any example of how you do not like to be only then for certain roles
managed. requiring a high level of
independence and initiative.
What personal Prepare for this - be able to state your personal Exposes those with little or no
goals do you and career goals - keep them reasonable, initiative. People who don't
have and how achievable and balanced. Explain how you see plan or take steps to achieve
are you going the steps to reaching your aims. An important their own personal progress
about achieving part of achieving progress is planning how to do will not be pro-active at work
them? it. Be able to demonstrate that you've thought either. People who don't think
and planned, but also show that you are flexible and plan how to progress will
and adaptable, because it's impossible to predict tend to be reactive and
the future - the important thing is to learn and passive, which is fine if the
develop, and take advantage of opportunities as role calls for no more, but
they come along.  roles increasingly call for
planning and action rather
than waiting for instructions.
How do you Say balance is essential. All work and no play isn't Can expose those with
balance work good for anyone, but obviously work must come outside interests that may
and first if you want to do well and progress. Planning prevail over work
family/social and organising my work well, and getting results, commitments (keen sports-
commitments? generally means that I have time for my outside people, etc., who cannot put
interests and there's no conflict. work first.) Indicates whether
the interviewee has balanced
approach to life. Obsession
with work to the exclusion of
most else is not generally a
good sign. 
Why should we You have a choice here as to how to play this: Pressure question -
appoint you? you can either go for it strongly, re-stating your opportunity for interviewee to
relevant strengths - behaviour, experience and clearly and confidently stake
skills, or you can quietly confidently suggest: I their claim. Look again for the
don't know the other applicants, so it would be interviewee to state relevant
wrong for me to dismiss their claims. However, I strengths in behaviour,
am sure that I have all the main attributes the experience and skills. Look
role requires, which, combined with also for good eye-contact
determination and positive approach, should when pledging hard work,
ensure that I'd be a very good choice. (If loyalty, determination, etc.
management progression/succession is seen as a
benefit then you must refer to your willingness to
develop and take on greater responsibilities in the
future.) 
What can you I don't know the other applicants, but generally I Pressure question, and one
do for us that excel at . . . (pick your strengths that most fit that enables the stars to
other people with what they're seeking). Introduce some shine. Look for awareness in
cannot? behavioural and style strengths as well as skills, the interviewee that they
and show you know the difference between know what their relevant,
them. even special, strengths are,
and can link them to benefits
that they would bring to the
role. 
Tell me about You must rehearse this one. Have ready a Will show whether applicant
yourself. descriptions of yourself and why you're like it. has self-awareness - a critical
Don't just spout a lot of standard adjectives, say skill that not everyone
why you are like you are. Don't ramble on and possesses. Will also show if
tail off. make a few clear statements and finish. applicant can think and
present a complex case
clearly and to the point. Also
shows confidence and
security levels, and 'grown-
upness'.
What makes Nothing really makes me mad - it's not a good Exposes poor self-control or
you mad? way to deal with anything. Certain things unreasonable aversions,
disappoint or upset me - rudeness, arrogance, fears, and insecurities.
spitefulness (pick any obvious nasty traits or Exposes lack of tolerance and
behaviours, particularly behaviours that you emotional triggers. Clever
believe your interviewer will personally dislike interviewers may infer or
too.) encourage a feeling in the
 way they ask the question
that it's okay to get mad.
Don't fall for it.
What do you Don't be critical. If possible be generous with Exposes back-biting,
think of your praise and say why, giving positive reasons. If bitterness, grudges, inability
last there was a conflict don't lie, but describe fairly to handle relationships.
boss/employer? and objectively without pointing blame. Exposes people who can't
accept the company-line.
If you won a Probably save most of it, give some away, maybe Exposes the foolhardy, the
million on the a small treat for myself but nothing excessive. I irresponsible and the
lottery what could handle it I think because I'd always want to dreamers. Opportunity to
would you do? work, I'm quite sensible with money, maybe start demonstrate level-
my own business if I could be really sure to make headedness, morality, work
a success of it. ethic, intelligence to know
that money doesn't buy
happiness.