Getting through that interview

You have polished your CV until it sparkles, researched the market and sent out countless letters, filled in application forms until you are fed up with explaining the same things over again in different words, and networked your way through at least three generations of the UK’s commercial leadership

You have polished your CV until it sparkles, researched the market and sent out countless letters, filled in application forms until you are fed up with explaining the same things over again in different words, and networked your way through at least three generations of the UK’s commercial leadership. In other words, you have done everything suggested at your Career Transition Workshop and are now waiting to reap the rewards.

Gradually or, for the fortunate few immediately, interview offers start to accumulate. (If they do not, it is time to return to your consultant for some advice.) Some offers may be genuine, but some may be decidedly flaky and come from people looking for a mug to invest in a get-rich-quick scheme. And we all know who is likely to get-rich-quick.

For the genuine prospect, however, the really hard work starts now. The research that you undertook as part of the job search is now redoubled as you look for the edge that will make you stand out from the competition. And the importance of standing out – in the right way – is something that some team players find hard to accept.

Remember that interviewers and panels are human beings. They are under pressure to find the right person for the job, just as much as you are in trying to find employment. They need to find the right person for the position; otherwise, they have to find some other solution or start the whole recruitment process again. Amazingly, some interviewees may not realise this! So, the trick is to make it easy for them to select you and not some other, and of course less capable, applicant.

Find out all you can about the organisation and its activities. Websites, PR and HR departments, trade directories, institutes, customers, competitors and suppliers can all provide valuable information. What is its culture? Tie or open-neck? Skirt or trousers? Mr, Mrs, Fred or Doris? If in doubt, phone up the person who has signed the letter and ask. But be careful when you are in contact with a member of staff of a potential employer – they may be asked what they think of you.

Let’s assume that you are ready for the interview. You have found out where to go and when. You have rehearsed the expected questions and the answers that you will give. You even know what you are going to say about salary negotiations if they arise. You have asked about the form of interview. Will it be one to one, a panel, a round-table discussion with or without other candidates. Will there be a tour of the premises? Is your presentation ready if one is required? Are you ready for psychometric testing? Do you have your referees ready and briefed, and do you have the details of your doctor handy for that immediate job offer? If you have prepared thoroughly, you will be confident and look forward to the experience, and this will communicate itself to the interviewer.

Be at the ‘start line’ early and recce the route if necessary. If you have travelled some distance, perhaps you will change into your interview clothes before the interview. Perhaps a coffee will ease the nerves; but alcohol is out and even the smell of nicotine may do little for your cause. Have a last check of the information you have given the potential employer so you are ready to back up your claims with facts and examples. Have your notebook to hand if you want to use one.

Fifteen minutes to go. Arrive at reception and ask, politely, for the way to the interview. You may be talking with future colleagues, so be pleasant – even if they do not respond in a military fashion! If you are asked to wait, be patient and remain positive; it can be irritating and unsettling if the clock goes well past the appointed time, but it can happen for all sorts of reasons. Visit the washroom if you need to, and keep cheerful.

When you walk into the room, shake hands and wait to be asked to sit down. Maintain eye contact without being threatening, and speak normally. As well as your personal qualities, skills, competencies, qualifications and experience, you must show that you are enthusiastic about both the job and the organisation. They want someone who is committed and keen.

What they do not want is someone who will threaten their positions or upset their workforce! So do not act like a Service commander issuing orders, or talk too forcefully about military personnel management. Even if you do not mean to, you are apt to conjure up dangerous media images. Be level, balanced and reasonable, and let your behaviour explode the myths.

If you do not understand anything, ask about it. Organisational jargon can be as difficult as military abbreviations. You are gaining information as well as giving it.

What you must put across is what you can do for them. It is the employer’s needs that must be addressed, not your wishes. This is not the time for false modesty. Take the chance – there is nothing worse than leaving the room without having fully made your case. And … enjoy it!