An interview is not an interrogation
Jul 06, 2008
ARE you an ardent reader of books about job interviews? If you are, you must have noticed that some feed you with lists of questions that you should learn answers to. However, an interview is not an interrogation. It is a conversation. The best way to prepare for an interview, therefore, is to go ar
By Fred Ouma
ARE you an ardent reader of books about job interviews? If you are, you must have noticed that some feed you with lists of questions that you should learn answers to. However, an interview is not an interrogation. It is a conversation. The best way to prepare for an interview, therefore, is to go armed with small stories about your business and personal life.
Conversation wins the job
Competency-based interviews, as opposed to traditional interviews, have become more common. Silvia Nandera, a human resource and management consultant, says in a traditional interview, the interviewer asks questions about whether an interviewee has the skills and knowledge needed for the job.
However, a competency-based interview goes further by asking additional questions about a candidate’s character that can better determine whether he or she fits their corporate culture. These are called “behavioural competencies.â€
According to Nandera, a competency-based interviewer will spend about half the time on your job skills and the other half on your behavioural competencies.
“He or she will be looking for evidence of how you acted in real situations in the past. Having your stories ready and discussing them as a conversation between two equals plays well for this type of interview.â€
The interviewers may want to know
- Are you an asset or liability? In other words, will you make money or save money for the company?
- Are you a team player? Will you fit into the corporate hierarchy or be like sand in the gears?
- Can you take and give (if appropriate) orders? This is a temperament measure!
- Will you fit into the company culture? They do not want prima donnas or clowns.
“You should have several personal stories that you can tell as examples of your successes. Each story should last between 30 and 90 seconds,†Nandera says.
She advises interviewees to start developing their stories around these areas:
- Examples of when you either made money or saved money for your current or previous employer.
- A crisis in your life or job and how you responded or recovered from it.
- A time where you functioned as part of a team and what your contribution was.
- A time in your career where you had to overcome stress.
- A time in your job where you provided successful leadership or a sense of direction.
- A failure that occurred in your job and how you overcame it.
- Any similar events.
As Fagil Mandy of Famecon, an educational and leadership consultancy, says: “Your stories will give the interviewer tangible examples he or she seeks and convey a strong sense of your individuality, making you stand out more.â€
ARE you an ardent reader of books about job interviews? If you are, you must have noticed that some feed you with lists of questions that you should learn answers to. However, an interview is not an interrogation. It is a conversation. The best way to prepare for an interview, therefore, is to go armed with small stories about your business and personal life.
Conversation wins the job
Competency-based interviews, as opposed to traditional interviews, have become more common. Silvia Nandera, a human resource and management consultant, says in a traditional interview, the interviewer asks questions about whether an interviewee has the skills and knowledge needed for the job.
However, a competency-based interview goes further by asking additional questions about a candidate’s character that can better determine whether he or she fits their corporate culture. These are called “behavioural competencies.â€
According to Nandera, a competency-based interviewer will spend about half the time on your job skills and the other half on your behavioural competencies.
“He or she will be looking for evidence of how you acted in real situations in the past. Having your stories ready and discussing them as a conversation between two equals plays well for this type of interview.â€
The interviewers may want to know
- Are you an asset or liability? In other words, will you make money or save money for the company?
- Are you a team player? Will you fit into the corporate hierarchy or be like sand in the gears?
- Can you take and give (if appropriate) orders? This is a temperament measure!
- Will you fit into the company culture? They do not want prima donnas or clowns.
“You should have several personal stories that you can tell as examples of your successes. Each story should last between 30 and 90 seconds,†Nandera says.
She advises interviewees to start developing their stories around these areas:
- Examples of when you either made money or saved money for your current or previous employer.
- A crisis in your life or job and how you responded or recovered from it.
- A time where you functioned as part of a team and what your contribution was.
- A time in your career where you had to overcome stress.
- A time in your job where you provided successful leadership or a sense of direction.
- A failure that occurred in your job and how you overcame it.
- Any similar events.
As Fagil Mandy of Famecon, an educational and leadership consultancy, says: “Your stories will give the interviewer tangible examples he or she seeks and convey a strong sense of your individuality, making you stand out more.â€