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Things used to be so easy. “Tell me about yourself” was the work-horse question from the traditional ‘standard’ interview stable. This allowed everyone to settle down and, for the interviewee, things were very easy to handle in advance – imagine questions, practice answers, calm the nerves. Unfortunately, only about four in ten hires proved fully successful.
Competency-based interviews were born when employers began to match a candidate’s experience to the capabilities required for the role. “Tell me about a situation / time when you …” is a characteristic question, and thankfully recognisable in an interview.
Whereas competency based questions look back, scenario questions were then designed to get candidates to project forwards into situations they’ve not yet encountered, but might do. “What would you do in a situation where …” is typical.
It was harder for candidates to rehearse for interviews, but by no means impossible so, to up the game further, strengths-based interviews were born. Questions are often shorter, sharper and can be more random. They’re designed to gain an insight into a candidate’s genuine likes and dislikes, on the grounds that they’ll perform and deliver at their strongest if they work on things they enjoy.
Next up were values-based interviews. Employers realised that candidates who actually care at a deep level about the ethics and morals surrounding their job, and see the worth, will be far more effective.
Assessment days raise the game further. A whole range of tasks, interviews and tests are used whilst candidates are pitched head to head en masse, to identify the stand-out ones. Sub-optimal candidates are quietly bayoneted during the day and buried at the end.
Sprinkle in ‘creativity’ questions, presentations, testing, off-the-cuff summaries, profiling, round-the-table intros and the best question category of all – the literally unanswerable question – “Pink is bigger than dark blue?” – and you’ve got a monster even Baron von Frankenstein couldn’t stitch together.
The armoury of the average interviewer is now well stocked but the latest research from Robert Half UK confirms that hiring times have become longer, to the detriment of everyone. Faced with such complexity, how can you be sure of doing well on the day?
It’s obvious that, to be selected for the role, you need to be the stand-out candidate. Nothing new there, but just that’s an aspiration. Strategically, you need to show that whilst every interviewee is in the frame, you deliver in spades on three separate fronts: you tick all of the boxes; you’re the one bringing more to the party by way of added value and you’re demonstrably the lowest risk. Your tactics then become the specific actions you can prepare and take.
Ring up and ask who’ll be present and the style of interview that will be used. Knowing will strongly increase your chances of hitting the mark on the day. If other candidates aren’t as well informed, you’re set to shine.
Dig deep through your wider experience to cover any odd weakness. The fact you have an interview booked means that this isn’t yet a show-stopper, but if you’re pressed on a weakness at interview and you can plug the hole, you take away an easy cause for rejection.
… to a much deeper level. Take in the people you’ll meet, new developments, the economic climate, competitors and the prospects for the whole sector. Develop an insight into the challenges the department or organisation faces and use that to inform your preparation.
Draw up and rehearse a range of questions which link into the competencies, strengths and values required for the role. Whilst those exact questions won’t arise, recognising the style of a question, knowing a technique to deal with it and being familiar with relevant areas of your own experience will enable you perform at the very highest level.
This is very hard to do, but that’s the point and therein lies the value. The deeper the insight you gain about the organisation, the more opportunity you’ll have to show something about your background, qualifications or personality that offers a valuable bonus. Remember, better meeting the listed role or person specification is not added value, look beyond.
Aim at being the no-risk candidate. In your preparation, don’t just find one example of a competency, strength or value, dredge up every example you can. Distil down for the best and, on the day, keep the backups in reserve so that you can seamlessly show depth if probed.
Look at that hydra, smile confidently and know that you have the weapons to deal with it. You can’t control what comes at you, but you can control how you react to it. No one expects you to know everything, be everything and deliver utter perfection, (if they do, I suggest you don’t want to work for them), but if you’ve planned and prepared to the point where you can deal with the unexpected in the right way, you will get the recognition you deserve and that job offer you want.
Reference: Jon Gregory
As a Global IT director with General Motors, it’s critical that I source high calibre technical candidates every time. ERS bring such a level of confidence and integrity to the pipeline of candidates that distinguishes them from everyone else in the market. ERS is about relationship building, getting to know our company, our management team and our requirements. They assist tailoring job specifications to ensure the widest range of candidates are attracted to the job profiles. ERS hands on screening of candidates means that we have an excellent ratio of interviews to job offers and subsequently, shorter ramp-up cycles, improved business value, increased efficiency and low attrition. Candidates are not just screened based on their CVs, ERS invests a lot of time to get to know the candidates and this profiling gets best results, both for my teams and for the prospective candidates. Our local team has hired successfully through ERS from multiple countries which means our teams are also very diverse in their skills, experiences and cultures. The technical roles filled range from Senior managers, Architects, Java developers, Mainframe, Middleware, SAP, High-performance computing, Mobile Development, Infrastructure, scrum masters and a wide range of global operational roles. Global IT Director General Motors
ERS, part of the Casseo Group were engaged on a critical programme aimed at further enhancing Dell’s renowned Supply Chain model for outbound logistics in EMEA (Europe, Middle East & Africa). The ERS team immediately “hit the ground running” and added immense value in augmenting the internal Dell IT team seeking to expedite this critical project. They brought a strategic and realistic view of the possibilities for the project, as well as a professional focus on delivery of a quality product to agreed timescales. They managed a wide range of internal relationships, as well as cementing the external commitments needed from Dell’s partners to make the project a reality. Throughout the project life cycle, they always brought a practical perspective to the table when wrestling with a complex project, and executed creative and innovative solutions to ensure success. A very worthwhile partnership which I would eagerly recommend to those in search of external expertise and commitment in meeting their project commitments. Dell
GE Financial Insurance (now Genworth Financial) engaged ERS as part of the Casseo group, to assist in the delivery of a complex cross-functional project. The project entailed managing the IT Infrastructure and providing IT Support to assists a dedicated debtor recovery team that was set up specifically for the project. Based in Birmingham, ERS leveraged excellent project management and technical skills to quickly win the confidence of the local team. Over a period of time, ERS as part of the Casseo group worked hand-in-hand with this team to deliver an outstanding result where significant more debts were recovered than had been thought possible. I have no hesitation in recommending ERS and the Casseo Group. Programme Manager, Genworth Financial