Job interviews are a pivotal stage in the hiring process. They provide employers with the opportunity to assess a candidate’s qualifications, personality, and suitability for the role, while giving candidates a chance to demonstrate their skills and fit with the company culture. Excelling in a job interview requires preparation, self-awareness, and effective communication. This article explores key strategies and techniques that can help candidates excel in their next job interview, drawing from academic research, textbooks, and expert opinions.
1.0 Preparation: The Foundation of Success
Preparation is critical to the success of any job interview. Employers expect candidates to be knowledgeable about the company, the role, and the industry. According to Levashina et al. (2014), candidates who engage in thorough preparation are more likely to feel confident and present themselves effectively during the interview.
1.1 Research the Company
Understanding the company’s mission, values, and culture can significantly enhance a candidate’s performance. In their study, Ehrhart et al. (2018) emphasise the importance of aligning one’s values with the organisation’s. By researching the company’s website, annual reports, and press releases, candidates can tailor their responses to highlight how their skills and experiences align with the company’s goals.
Example: If interviewing at a company that emphasises sustainability, a candidate could mention relevant experience in environmental initiatives, demonstrating an alignment with the company’s values.
1.2 Understand the Role
It is crucial to understand the job description and the required skills thoroughly. Competency-based interviews are increasingly common, where interviewers ask for examples of past behaviours that demonstrate the competencies required for the role (Huffcutt et al., 2014). Therefore, candidates should review the job description and prepare to discuss specific examples of their experience that demonstrate their ability to meet the key requirements of the role.
1.3 Prepare for Common Questions
While every interview is different, there are certain questions that are frequently asked, such as “Tell me about yourself” or “What are your strengths and weaknesses?” According to Robbins and Judge (2017), candidates should prepare answers to these common questions but ensure they do not sound overly rehearsed. Instead, responses should be thoughtful, relevant, and convey genuine self-awareness.
1.4 Know Your CV
Candidates should be prepared to discuss their CV in detail, highlighting specific accomplishments that are relevant to the role. As pointed out by Bolton (2016), candidates often stumble when asked about their work experience because they fail to recall specific details. Reviewing the CV beforehand and practising how to articulate key experiences can ensure that candidates are able to effectively communicate their achievements.
2.0 Demonstrating Strong Communication Skills
Effective communication is critical during an interview, not only for answering questions but also for building rapport with the interviewer. Communication skills include both verbal and non-verbal cues, as highlighted by Mehrabian’s (1972) research on the importance of body language.
2.1 Verbal Communication
Verbal communication involves providing clear, concise, and relevant answers to the interviewer’s questions. Candidates should avoid rambling and instead aim to provide structured responses. One technique for doing this is the STAR method (Situation, Task, Action, Result), which allows candidates to answer competency-based questions by providing a structured example of how they applied their skills in a real-world context (Crosby, 2014).
2.2 Non-Verbal Communication
Non-verbal communication is just as important as verbal communication. According to Pease and Pease (2004), body language can significantly impact how a candidate is perceived. Candidates should maintain good posture, make appropriate eye contact, and use hand gestures naturally. Smiling and nodding when appropriate can also help to build rapport with the interviewer.
2.3 Active Listening
Active listening is a crucial aspect of effective communication. Candidates who listen attentively are better able to respond appropriately to the interviewer’s questions and engage in meaningful dialogue. Robbins and Judge (2017) suggest that candidates should show they are listening by nodding and summarising the interviewer’s key points when responding.
3.0 Presenting Confidence and Professionalism
Confidence is often seen as an indicator of competence in job interviews. However, it is important to distinguish between confidence and arrogance. In their research, Judge et al. (2009) found that candidates who displayed confidence, without appearing arrogant, were more likely to be perceived as competent and capable.
3.1 Dress Appropriately
First impressions matter, and dressing appropriately is an important aspect of projecting professionalism. According to Barrick and Mount (1991), the way a candidate dresses can influence the interviewer’s perception of their suitability for the role. While the definition of “appropriate dress” varies depending on the company and industry, it is generally best to err on the side of formality unless instructed otherwise.
3.2 Manage Anxiety
Feeling nervous before a job interview is natural, but it is important to manage anxiety so that it does not interfere with performance. Research by McCarthy and Goffin (2004) suggests that practising mindfulness techniques or engaging in breathing exercises can help reduce anxiety before and during an interview. Additionally, practising common interview scenarios through mock interviews can help candidates feel more prepared and less anxious.
3.3 Show Enthusiasm
Candidates who demonstrate genuine enthusiasm for the role and the company are more likely to make a positive impression on the interviewer. Enthusiasm can be conveyed through body language, tone of voice, and by asking insightful questions about the role and company. According to Hargie (2016), candidates who show enthusiasm are more likely to be remembered favourably by interviewers.
4.0 Answering Questions Effectively
Answering interview questions effectively requires both self-awareness and the ability to think on one’s feet. While some questions may be straightforward, others can be more challenging, such as situational or behavioural questions.
4.1 Use the STAR Method
The STAR method, as mentioned earlier, is an effective way to answer behavioural interview questions. By structuring answers around a specific Situation, Task, Action, and Result, candidates can provide clear and compelling examples of their skills and achievements. Research by Huffcutt et al. (2014) shows that candidates who use the STAR method are more likely to provide focused and relevant answers.
4.2 Addressing Strengths and Weaknesses
Questions about strengths and weaknesses are common in interviews. It is important for candidates to be honest while also framing their weaknesses in a way that demonstrates self-awareness and a willingness to improve. Robbins and Judge (2017) recommend choosing a weakness that is not critical to the role and discussing the steps being taken to address it.
4.3 Ask Thoughtful Questions
At the end of the interview, candidates are usually given the opportunity to ask questions. This is a chance to demonstrate interest in the company and the role. Research by Krajewski et al. (2006) suggests that candidates who ask thoughtful, relevant questions are more likely to leave a positive impression. Examples of good questions include asking about company culture, the team structure, or opportunities for professional development.
5.0 Following Up After the Interview
The interview process does not end when the candidate leaves the room. Following up with a thank-you email is a polite and professional way to reinforce interest in the role. According to Doyle (2021), a well-crafted thank-you note can remind the interviewer of the candidate’s strengths and keep them top-of-mind during the decision-making process.
Excelling in a job interview requires a combination of thorough preparation, effective communication, confidence, and professionalism. By researching the company, preparing for common questions, and practising active listening, candidates can present themselves as strong contenders for the role. Using techniques such as the STAR method can help candidates provide clear, structured answers to behavioural questions, while demonstrating enthusiasm and asking thoughtful questions can leave a lasting positive impression. Finally, following up with a thank-you note is a simple but effective way to reinforce interest in the role. By applying these strategies, candidates can increase their chances of success in their next job interview.
References:
Barrick, M. R., & Mount, M. K. (1991) “The Big Five Personality Dimensions and Job Performance: A Meta-Analysis”. Personnel Psychology. 44(1), pp. 1-26.
Bolton, R. (2016) People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. New York: Simon & Schuster.
Crosby, P. (2014) “The STAR Technique Explained: How to Excel in Competency-Based Interviews”. Guardian Jobs. [Online]. Available at: https://www.theguardian.com/careers/competency-based-interview-questions [Accessed on 28 Sept 2024].
Doyle, A. (2021) “Tips for Sending a Thank-You Note After Your Interview”. The Balance Careers. [Online]. Available at: https://www.thebalancecareers.com/thank-you-email-after-interview-2063576 [Accessed on 28 Sept 2024].
Ehrhart, K. H., Mayer, D. M., & Ziegert, J. C. (2018) “Web-Based Recruiting: A Review of Research and Directions for Future Research”. Human Resource Management Review. 28(1), pp. 1-14.
Hargie, O. (2016) Skilled Interpersonal Communication: Research, Theory, and Practice. 6th ed. London: Routledge.
Huffcutt, A. I., Conway, J. M., Roth, P. L., & Stone, N. J. (2014). Identification and meta-analytic assessment of psychological constructs measured in employment interviews. Journal of Applied Psychology, 86(5), 897-913.
Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2009). The Core Self-Evaluations Scale: Development of a measure. Personnel Psychology, 56(2), 303-331.
Krajewski, H., Goffin, R. D., McCarthy, J. M., & Rothstein, M. G. (2006). Why do we ask questions anyway? The functions of job interview questions. International Journal of Selection and Assessment, 14(2), 174-188.
Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241-293.
McCarthy, J. M., & Goffin, R. D. (2004). Predicting job performance across five European countries: The contribution of cognitive ability and personality. European Journal of Work and Organizational Psychology, 13(3), 287-304.
Pease, A., & Pease, B. (2004). The Definitive Book of Body Language. London: Orion.
Robbins, S. P., & Judge, T. A. (2017). Organisational Behaviour. 18th ed. London: Pearson.
