Mohammad T Islam (BSc, MBA, MEd)

In today’s competitive job market, telephone interviews have become an integral part of the recruitment and selection process. Employers increasingly use them as an efficient and cost-effective screening tool before inviting candidates for face-to-face interviews (Silvester, Anderson & Haddleton, 2000). As remote work and digital communication expand, telephone interviews serve not only as logistical conveniences but also as vital assessments of a candidate’s communication skills, professionalism, and preparedness. This article examines what happens during telephone interviews, how candidates can best prepare, and how to demonstrate confidence and competence throughout the process. The Purpose and Nature of Telephone Interviews Telephone interviews are primarily designed to screen candidates quickly and verify essential qualifications before more resource-intensive interviews are scheduled (Chapman & Webster, 2003). According to Bauer, Truxillo and Paronto (2004), organisations view telephone screening as a means to narrow down large applicant pools while maintaining fairness and consistency. The format of a telephone interview can vary depending on the organisation. In smaller firms, interviews tend to be informal and conversational, often conducted by a manager or team leader. Larger corporations, by contrast, are more likely to use structured or semi-structured interview formats to ensure standardised assessments across all applicants (Silvester et al., 2000). Some organisations even employ automated telephone systems, known as interactive voice response (IVR) interviews, where candidates respond to pre-recorded questions using keypad inputs or voice recognition (Bauer et al., 2004). These automated systems, though impersonal, help employers manage high application volumes efficiently. Typical telephone interview questions include: “Why are you interested in this position?” “Can you tell me about your qualifications and experience?” “What do you know about our company and industry?” “What are your strengths and weaknesses?” These questions help interviewers evaluate both motivation and fit for the role. Employers often assess the clarity, enthusiasm, and confidence with which candidates present their answers—qualities that can substitute for visual cues available in face-to-face settings (Jeske, Shultz & Owen, 2018). Preparing for a Telephone Interview Preparation is the foundation of a successful interview. Candidates who treat a telephone interview with the same seriousness as an in-person one are more likely to advance in the selection process (Antonellis & Flam, 2016). First, candidates should ensure they provide a reliable contact number and are reachable at agreed times. An unprofessional voicemail greeting or missed call can leave a poor impression. If a call is received unexpectedly, it is acceptable to politely arrange a callback at a more suitable time. Secondly, it is crucial to create an appropriate environment for the call. Background noise should be avoided, and candidates should choose a quiet, private space with a strong signal. According to Kimmel and DiMarco (1997), interview success correlates strongly with how comfortable and composed a candidate feels in their surroundings during the conversation. Preparation should also involve researching the organisation. Understanding its mission, values, and current projects enables candidates to tailor responses and show genuine interest (CIPD, 2024). Having a printed copy of the CV and job description at hand can also help candidates refer to specific experiences and achievements when answering questions. Finally, it is advisable to practise mock interviews with a friend or mentor. Research by Campion and Campion (2025) demonstrates that structured practice sessions significantly improve candidate confidence and reduce performance anxiety, particularly in non-visual communication contexts. During the Telephone Interview Establishing a Positive Impression Because telephone interviews eliminate visual cues such as body language, tone of voice becomes the most critical communication tool. Candidates should speak clearly, confidently, and at a moderate pace, projecting energy and engagement (Straus, Miles & Levesque, 2001). Smiling while speaking can naturally convey warmth and enthusiasm, even when unseen (Hiemstra, Oostrom & Derous, 2019). Interviewers also assess verbal fluency, listening skills, and professionalism. Over-talking, interrupting, or giving overly long answers can reduce clarity and signal a lack of self-awareness. Instead, responses should be concise and relevant, using specific examples to demonstrate key skills (Makushkin, 2021). If a difficult question arises, taking a brief pause before answering is perfectly acceptable. As Jeske et al. (2018) observe, measured pauses can communicate thoughtfulness and composure, while rushed or filler-heavy responses may imply nervousness. Projecting Personality and Engagement Since telephone interviews lack non-verbal interaction, projecting personality and enthusiasm requires deliberate effort. Candidates can do this by varying tone, pitch, and rhythm, avoiding monotony that might make them sound disengaged (Herron & Haglund, 2009). Being upbeat, articulate, and authentic creates rapport and helps interviewers visualise the candidate as a potential team member. Bauer et al. (2004) emphasise that interviewer perceptions of friendliness and professionalism strongly influence final evaluations in remote screening contexts. Additionally, candidates should remember that listening is as important as speaking. Effective listening demonstrates emotional intelligence and allows for more tailored, thoughtful responses. Repeating or summarising key points from the interviewer can signal attentiveness and respect (Tataru, 2019). After the Telephone Interview Following the interview, candidates should ask clarifying questions about next steps in the recruitment process. However, it is best to avoid discussing salary, holidays, or benefits at this stage (Yate, 2008). Instead, questions might include: “When can I expect to hear about the next stage of the process?” “Will there be a panel or task at the next interview?” If no response is received within a week, it is entirely appropriate to follow up politely by email or phone. This shows initiative and interest, not impatience. Whether successful or not, candidates should engage in self-reflection. According to Hartwell, Johnson and Posthuma (2019), post-interview reflection strengthens future performance by identifying communication patterns and areas for improvement. For instance, a candidate might note that they spoke too quickly or failed to highlight a key skill, enabling them to adjust next time. If unsuccessful, requesting constructive feedback can be valuable. The Advisory, Conciliation and Arbitration Service (ACAS, 2024) encourages candidates to seek feedback courteously, as it supports professional growth and helps applicants understand how they were perceived. Advantages and Limitations of Telephone Interviews Telephone interviews offer several advantages for employers and applicants alike. They are cost-effective, flexible, … Read more

Job interviews are designed to assess candidates’ qualifications, experience and suitability for a role. However, some interviewers may ask discriminatory or inappropriate questions that violate employment equality laws. In the United Kingdom, the Equality Act 2010 provides legal protection against discrimination based on certain protected characteristics, including age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation (Fell & Dyban, 2017). This article explores the nature of discriminatory questions in interviews, how candidates should handle them, and how applicants can proactively engage through informed questioning of employers. Understanding Discriminatory Questions A discriminatory question is any question that is unrelated to a candidate’s ability to perform the job and instead refers to personal characteristics protected by law (Blackham, 2017). Examples include: “Do you plan on having children soon?” “How would you feel about managing a team of male staff?” “Where are you originally from?” “Do you observe any religious holidays?” Such questions can reveal biases and may amount to direct or indirect discrimination under the Equality Act 2010 (Hamerton, 2025). Direct discrimination occurs when an individual is treated less favourably because of a protected characteristic, while indirect discrimination occurs when an apparently neutral policy disadvantages a particular group (Bacquet & Bunbury, 2022). For example, asking a woman whether she plans to have children assumes that caregiving responsibilities may affect job performance—a stereotype that perpetuates gender inequality in the workplace (Davies & Robison, 2016). Similarly, asking about ethnic background or religion can violate a candidate’s right to equal treatment (Hepple, Coussey & Choudhury, 2000). Legal Framework: The Equality Act 2010 The Equality Act 2010 consolidated previous anti-discrimination laws such as the Sex Discrimination Act 1975 and Race Relations Act 1976 into a unified framework (Fell & Dyban, 2017). The Act requires employers to ensure that recruitment processes—including application forms, interviews, and assessments—are free from discriminatory bias. According to Section 39 of the Act, employers must not discriminate against a person in arrangements for determining employment, terms of employment, or by not offering employment (Hussain, Rizvi & Sheikh, 2022). Questions that relate to health or disability are only lawful if they are directly relevant to assessing the candidate’s ability to perform essential job functions (Konur, 2002). For instance, asking whether an applicant requires reasonable adjustments to participate in the interview is permissible, whereas asking, “What is your disability?” is not. A landmark example illustrating these principles is the case of Archibald v Fife Council (2004), where the tribunal ruled that positive discrimination—allowing a disabled employee to bypass an interview process—was lawful to promote equality of opportunity (Hussain et al., 2022). Handling Discriminatory Questions Candidates must balance professionalism with self-advocacy when faced with discriminatory questions. As noted by Saks and McCarthy (2006), applicant reactions to inappropriate questions can influence both their evaluation and their perception of the employer’s ethical standards. There are three possible strategies for handling such questions: Redirect the Question Politely steer the conversation towards your professional qualifications. For example, if asked about family plans, you might respond: “I’m fully committed to developing my career and delivering strong results in this role. Could I tell you more about how I’ve managed high-pressure projects in previous positions?” This approach keeps the discussion professional and maintains control of the interview tone. Address the Issue Directly In some cases, candidates may calmly challenge the question: “I’m not sure how that relates to my ability to perform in the role. Could you clarify the relevance?” This response, while assertive, signals awareness of employment law and confidence. End the Interview or Report the Incident If the question indicates deeper organisational prejudice, candidates have the right to withdraw from the process or report the incident. Writing down what was said and contacting a university careers or equality officer or the Equality and Human Rights Commission (EHRC) is advisable (Equality and Human Rights Commission, 2023). These strategies align with research by Drydakis (2015), who found that discriminatory recruitment behaviour not only damages employers’ reputations but also contributes to systemic inequality in the UK labour market. Discriminatory questions in interviews undermine fairness, professionalism, and equal opportunity. The Equality Act 2010 ensures that all applicants are judged based on their skills, qualifications, and potential, not personal characteristics unrelated to job performance. Candidates should be prepared to recognise such questions, respond assertively, and reflect critically on the experience. Equally, preparing informed questions for interviewers demonstrates initiative and maturity, helping to establish a balanced and professional dialogue. Ultimately, mastering these aspects of the interview process not only protects against discrimination but also empowers candidates to find workplaces that truly value diversity, equality, and inclusion. References ACAS (2024) Handling Discrimination at Work. London: Advisory, Conciliation and Arbitration Service. Bacquet, S. & Bunbury, S. (2022) ‘Reasonable adjustments vs. indirect discrimination: Are all protected characteristics equal under the UK Equality Act 2010?’, Law & Justice – Christian Law Review, 188, pp. 59–77. Blackham, A. (2017) ‘Employment discrimination law in the United Kingdom: Achieving substantive equality at work?’, Australian Journal of Labour Law, 30(2), pp. 145–168. Davies, C.M. & Robison, M. (2016) ‘Bridging the gap: An exploration of the use and impact of positive action in the United Kingdom’, International Journal of Discrimination and the Law, 16(2), pp. 121–137. Drydakis, N. (2015) ‘Sexual orientation discrimination in the United Kingdom’s labour market: A field experiment’, Human Relations, 68(11), pp. 1769–1796. Equality and Human Rights Commission (2023) Equality Act 2010: Guidance for Employers. London: EHRC. Fell, E.V. & Dyban, M. (2017) ‘Against discrimination: Equality Act 2010 (UK)’, European Proceedings of Social and Behavioural Sciences, 25, pp. 182–188. Hamerton, C. (2025) ‘The Equality Act 2010: Evaluating the evolution and development of organisational strategy and professional practice’, Strategic HR Review, 24(3), pp. 22–33. Hepple, B., Coussey, M. & Choudhury, T. (2000) Equality: A New Framework. London: Bloomsbury. Hussain, Z., Rizvi, L.J. & Sheikh, H. (2022) ‘The Equality Act (2010) – Pre- and post-pandemic historic development on equality and discrimination issues for employers’, International Journal of Law and Management, 64(3), pp. 289–307. … Read more

The final moments of a job interview are as significant as its beginning. While the opening sets the tone, the closing leaves a lasting impression on the interviewer, often influencing their final decision (Dipboye & Macan, 2012). A well-executed close demonstrates confidence, professionalism, and self-awareness, leaving the interviewer with a clear sense of your motivation and suitability. This article discusses the best practices for closing a job interview, including how to ask the interviewer insightful questions, how to reflect after the interview, and how to handle subsequent interview stages such as assessment centres. The Importance of Closing an Interview Effectively Many candidates underestimate the importance of how they end an interview. According to Shouksmith (2014), the closing phase offers candidates an opportunity to reinforce their enthusiasm, summarise their key strengths, and express genuine interest in the organisation. This stage is not merely a formality—it is a crucial persuasive moment where the candidate can consolidate rapport and clarify final impressions. Barrick, Swider and Stewart (2010) note that the interviewer’s final evaluation is often shaped by the recency effect, meaning that information shared toward the end of the conversation is remembered most vividly. Therefore, ending with clarity, enthusiasm, and purpose can positively influence hiring outcomes. An effective close usually includes three actions: Summarising your value – reiterate key qualifications and how they align with the job. Asking thoughtful questions – demonstrate curiosity and engagement. Clarifying next steps – show professionalism by understanding the process ahead. Asking the Interviewer Questions A job interview is a two-way process—it is as much about candidates evaluating the organisation as the other way around. Asking thoughtful and informed questions demonstrates engagement, preparation, and critical thinking (Lees, 2012). According to Campion, Pursell and Brown (1988), the ability to engage in structured, meaningful questioning signals competence and confidence to interviewers. Good questions reflect research into the organisation, its values, and industry trends. Examples include: “How long is the provisional period, and how is progress assessed?” “Are there opportunities to gain international experience?” “How does the company support ongoing professional development?” “What does success look like for someone in this role within the first year?” These questions are strategic because they focus on growth, performance, and contribution, indicating long-term thinking. In contrast, asking about salary, holidays, or perks too early may create an impression of misplaced priorities (Yate, 2008). The Chartered Institute of Personnel and Development (CIPD, 2024) emphasises that candidates who ask insightful questions during closing phases are more likely to be remembered positively, as it shows both curiosity and career motivation. For example, asking about career progression pathways or company culture reveals an understanding of organisational dynamics and self-development priorities. Expressing Gratitude and Interest At the close of the interview, expressing gratitude is essential. Candidates should thank the interviewer for their time and consideration. This act of courtesy leaves a professional impression and reinforces interpersonal rapport (Asselin, 2006). A simple statement such as, “Thank you for the opportunity to discuss my background and learn more about the organisation. I’m very enthusiastic about the potential to contribute to your team,” shows both professionalism and enthusiasm. Moreover, reiterating interest—without sounding desperate—is vital. Judge, Cable and Higgins (2000) suggest that candidates who communicate genuine excitement about the role increase their likelihood of being remembered favourably. Reflecting After the Interview After the interview, it is crucial for candidates to reflect on their performance. Self-reflection encourages continuous improvement and builds resilience. Key questions to consider include: Did I prepare adequately and demonstrate my skills effectively? Were there any questions that caught me off guard? How did I manage stress or nervousness? According to Hartwell, Johnson and Posthuma (2019), post-interview reflection helps candidates enhance communication clarity and behavioural articulation for future interviews. Similarly, Kluger and Nir (2010) argue that the process of “feedforward”—focusing on future improvement rather than past mistakes—encourages growth-oriented learning and confidence. If unsuccessful, candidates should request constructive feedback. The Advisory, Conciliation and Arbitration Service (ACAS, 2024) recommends that applicants ask politely, framing the request in a way that highlights professional development. For example: “I appreciate the opportunity to interview for this role. I would be grateful for any feedback you could share to help me improve for future opportunities.” Most employers respond positively to such requests, viewing them as signs of professionalism and maturity (Rynes & Gerhart, 1990). Following Up Professionally A follow-up email within 24–48 hours after the interview is standard practice. The message should reiterate gratitude, interest, and availability for further discussion. Dipboye and Macan (2012) emphasise that a well-written follow-up reinforces positive impressions and maintains communication momentum. An example follow-up message might read: “Dear [Interviewer’s Name], Thank you for the opportunity to meet with you today. I enjoyed learning about [specific aspect of the role or company]. I remain very interested in the position and am confident that my background in [specific skill area] aligns well with your team’s goals. Please let me know if I can provide any additional information. Kind regards, [Your Name]” This kind of message demonstrates politeness, clarity, and initiative—qualities valued in professional settings. Second Interviews and Assessment Centres Candidates invited to a second interview have already met initial expectations; the focus now shifts toward deeper evaluation. These interviews often involve senior managers and assess leadership potential, teamwork, and problem-solving (Kirton & Healy, 2009). Some organisations use assessment centres, where candidates participate in group activities, presentations, and psychometric tests. Thornton and Byham (2013) note that assessment centres are designed to evaluate a candidate’s competencies in realistic job scenarios, ensuring objectivity and fairness. During second interviews or assessment centres, candidates should not hesitate to revisit points from earlier discussions, particularly if the new panel differs from the first. This helps maintain message consistency and reinforces achievements and motivations. Importantly, the Equality Act 2010 still applies to these later stages, ensuring that all applicants are treated fairly and that any bias or discrimination is unlawful (Hamerton, 2025). Building Professional Growth Through Reflection Every interview experience—successful or not—offers an opportunity for growth. As Millar, Crute and … Read more

Job interviews remain one of the most critical components of the recruitment process, providing employers with the opportunity to evaluate candidates’ competence, personality, and cultural fit. For candidates, they are equally vital opportunities to demonstrate self-awareness, adaptability, communication skills, and resilience (Prince, 2019). While many candidates prepare for predictable questions, the true challenge lies in handling tough interview questions—those that test not only professional knowledge but also emotional intelligence, reflection, and integrity. This article explores strategies for mastering difficult job interview questions by drawing on research on career adaptability, resilience, and communication competence. 1.0 Handling Significant Failure at Work Questions about failure aim to uncover a candidate’s ability to learn from mistakes and adapt to future challenges. Rather than focusing on the negative outcome, candidates should demonstrate reflective learning and problem-solving resilience (Seibert, Kraimer & Heslin, 2016). For instance, when describing a failed project, one might explain how they implemented new communication strategies or process improvements in subsequent work. This aligns with the concept of career adaptability, which involves transforming setbacks into growth opportunities (Bimrose & Hearne, 2012). A strong response would use the STAR method—Situation, Task, Action, and Result—to structure the answer clearly. According to Yate (2020), interviewers value candidates who demonstrate accountability and recovery over those who simply blame circumstances or others. 2.0 Responding to Criticism Employers often use questions about criticism to assess how candidates handle feedback and emotional pressure. Research by Ziegele and Zerfass (2021) on resilience in professional communication suggests that individuals who can process criticism constructively exhibit higher adaptability and emotional regulation. Candidates should, therefore, provide examples where they received constructive feedback, reflected on it, and implemented changes that improved performance. For instance, a marketing professional might discuss how feedback on presentation clarity led them to enrol in a communication course, resulting in more effective client interactions. This demonstrates a growth mindset and the ability to convert critique into self-development (Doyle, 2024). 3.0 Handling Difficult Colleagues Conflict management is a test of emotional intelligence, teamwork, and diplomacy. According to Herberg and Torgersen (2021), interpersonal resilience—the ability to manage tension while maintaining collaboration—is essential in team environments. Candidates should focus on their ability to communicate assertively, empathise, and mediate differences without escalating the situation. A suitable response might detail a disagreement about project direction that was resolved through a collaborative problem-solving approach. This demonstrates maturity and the ability to maintain professional relationships under pressure. 4.0 Making Challenging Decisions Decision-making questions allow employers to assess judgement, ethical reasoning, and strategic thinking. Seibert et al. (2016) argue that resilient professionals exhibit decisiveness grounded in values and analysis. A strong answer should illustrate how data, stakeholder input, and ethical considerations guided the decision-making process. For example, a manager deciding between two competing suppliers might highlight their consideration of cost efficiency, product quality, and long-term partnership sustainability. This example shows balanced reasoning and accountability (Glassdoor, 2024). 5.0 Addressing Weaknesses Discussing weaknesses can be uncomfortable, but it offers an opportunity to show self-awareness and personal growth. Candidates should avoid clichés such as “I’m a perfectionist” and instead choose a genuine area of improvement, explaining the strategies used to overcome it. Research by Baker, Baker and Burrell (2021) supports that acknowledging developmental areas signals psychological resilience and adaptability. For example, stating “I used to find delegation challenging but have learned to trust my team through clearer communication and feedback loops” portrays leadership maturity and continuous learning (Indeed, 2024). 6.0 Explaining Employment Gaps Employment gaps can be reframed as periods of personal development or reskilling. As Bimrose and Hearne (2012) note, adaptability involves using transitions productively. Candidates could mention volunteering, education, or caregiving responsibilities that strengthened transferable skills such as organisation and empathy. This reframing shifts the focus from absence to growth, emphasising career resilience (Doyle, 2024). 7.0 Managing Deadlines and Pressure Interviewers often ask about missed deadlines or stressful workloads to evaluate time management and composure. According to Kossek and Perrigino (2016), professionals with high occupational resilience respond to stress through planning, prioritisation, and reflection. Candidates should acknowledge the challenge, describe corrective measures taken, and highlight the learning outcomes. For instance, using project management software to improve efficiency demonstrates adaptability and initiative (Resumehead, 2024). 8.0 Adapting to Change Change management is an increasingly sought-after competency. Middleton et al. (2022) identified adaptability as a defining trait of successful employees, particularly in fast-changing industries. Candidates might describe how they adapted to a new technology or organisational structure, focusing on flexibility, curiosity, and proactive learning. Demonstrating comfort with uncertainty communicates readiness for dynamic work environments (Prince, 2019). 9.0 Defining Success When asked to define success, candidates should align their definition with organisational values and long-term impact. As Yate (2020) suggests, effective candidates connect personal motivation with company objectives. For example, defining success as “delivering measurable improvements that enhance team performance” conveys value-driven professionalism. Employers interpret this as evidence of alignment with the firm’s mission and growth mindset (Glassdoor, 2024). 10.0 Handling Team Resistance Leadership-related questions about handling resistance are designed to test influence, empathy, and negotiation skills. Herberg and Torgersen (2021) argue that resilience in leadership involves balancing firmness with support. Candidates can provide examples of leading a resistant team through inclusive decision-making and clear communication. This illustrates adaptability and the capacity to maintain morale during change initiatives (Indeed, 2024). 11.0 Demonstrating Continuous Learning Questions about industry trends test intellectual curiosity and professional engagement. Candidates should mention specific industry publications, courses, or professional networks they follow. This commitment to lifelong learning reflects both career adaptability (Seibert et al., 2016) and professional resilience—key predictors of long-term employability (Ford, 2024). For instance, referencing attendance at webinars or obtaining certifications shows dedication to staying current and improving expertise. Mastering tough job interview questions requires more than rehearsed answers—it demands authentic reflection, emotional intelligence, and strategic self-presentation. Candidates who approach difficult questions with honesty, structure, and evidence of growth project resilience, adaptability, and confidence. Employers increasingly value such attributes as indicators of future performance and leadership potential (Kossek & Perrigino, 2016). By grounding responses in real experiences … Read more

Interviews are a critical component of the recruitment process, serving as a structured platform for both employers and candidates to assess mutual compatibility. According to Hartwell, Johnson and Posthuma (2019), the effectiveness of an interview largely depends on the quality of questions asked and the relevance and clarity of the candidate’s responses. The most successful candidates are those who respond thoughtfully, demonstrate self-awareness, and provide evidence-based examples. This article explores common interview questions and provides academic and practical insights into how best to answer them. 1.0 Tell Me About Yourself Perhaps the most common opening question, “Tell me about yourself,” sets the tone for the rest of the interview. While deceptively simple, this question allows interviewers to gauge communication skills, confidence, and self-awareness (Lees, 2012). A strong response should focus on professional identity, career achievements, and motivations rather than purely personal details. According to Yate (2008), an effective structure includes a brief summary of one’s career trajectory, key accomplishments, and career goals aligned with the position. Example Answer: “I’m a marketing professional with five years’ experience in digital campaign management. I’m particularly passionate about data-driven strategy and have successfully led campaigns that increased online engagement by 30%. Outside of work, I enjoy public speaking and mentoring new graduates.” This type of answer is concise, relevant, and forward-looking, linking past experiences with the role applied for. 2.0 Tell Me About Your Hobbies and Interests Although not directly job-related, this question helps interviewers assess your personality and cultural fit. According to Paulhus, Westlake and Calvez (2013), employers increasingly use such questions to evaluate interpersonal compatibility and work–life balance. Example Answer: “I’m passionate about running and have completed several half-marathons, which helps me maintain focus and discipline. I also enjoy photography — it’s taught me patience and attention to detail. I find that having creative hobbies enhances my problem-solving abilities at work.” Candidates should select hobbies that reflect positive traits such as teamwork, dedication, or creativity, avoiding overly controversial or unrelated activities. 3.0 What Are Your Strengths? Employers ask this question to determine what unique value the candidate can bring to the organisation. Research by Speer and Tenbrink (2020) suggests that well-articulated answers emphasising specific competencies are more persuasive than vague or generalised responses. Candidates should focus on core professional strengths and provide examples of how these have been applied successfully in real scenarios. The STAR method (Situation, Task, Action, Result) is an effective framework for structuring such examples (Pulakos & Schmitt, 1995). Example Answer: “One of my key strengths is analytical thinking. In my previous role, I identified inefficiencies in our reporting process, streamlined data collection, and reduced processing time by 20%. I also have strong interpersonal skills, which help me collaborate effectively across teams.” This answer combines measurable achievements with soft skills, demonstrating both capability and versatility. 4.0 What Are Your Weaknesses? The “weakness” question assesses a candidate’s self-awareness and willingness to improve. As Brosy, Bangerter and Mayor (2016) note, effective responses avoid clichés such as “I work too hard” and instead focus on genuine but manageable areas for development. Example Answer: “I’ve found that I can sometimes spend too much time perfecting presentations. However, I’ve been improving by setting clearer time limits and focusing on content impact rather than design perfection.” The key is to show growth orientation — acknowledging the weakness while demonstrating proactive improvement. This reflects emotional intelligence and personal accountability (Maftei, 2019). 5.0 Why Do You Want to Work for This Company? This question evaluates motivation, cultural fit, and research effort. According to Corfield (2009), recruiters seek candidates who align with the company’s mission, values, and strategic direction. Example Answer: “I admire your company’s commitment to sustainability and innovation, particularly your recent initiative to achieve net-zero emissions. My background in environmental policy and stakeholder engagement aligns closely with this mission, and I’m eager to contribute to these ongoing efforts.” Answers like this demonstrate knowledge of the company and personal alignment with its purpose. A survey by the CIPD (2024) found that 67% of hiring managers prioritise candidates who express genuine enthusiasm for organisational values.   6.0 What Is the Biggest Mistake You Have Made and What Have You Learned from It? This question examines self-reflection and resilience. As argued by Fletcher (1992), employers value candidates who can recognise errors, take responsibility, and demonstrate learning agility. Example Answer: “Early in my career, I underestimated the time required for a major project and failed to delegate effectively. As a result, we missed a key internal deadline. I learned to plan more carefully, communicate expectations clearly, and build contingency time into my schedules. Since then, I’ve successfully delivered multiple complex projects on time.” The best answers turn mistakes into learning opportunities, highlighting growth rather than failure. 7.0 Describe a Challenge You Have Faced and How You Dealt with It Behavioural questions like this are designed to evaluate problem-solving ability, resilience, and teamwork. Taylor and Small’s (2002) meta-analysis confirmed that past behaviour predicts future performance, making these questions central to structured interviews. Example Answer: “In my previous role as a project coordinator, a key supplier failed to deliver materials on time, threatening a major deadline. I organised a crisis meeting, renegotiated delivery terms, and reassigned internal resources to minimise impact. The project was completed on schedule, and the experience improved my crisis management skills.” This example demonstrates initiative and adaptability while maintaining focus on outcomes and learning. 8.0 Where Do You See Yourself in Five Years? This question tests ambition, planning, and career alignment. According to Fry (2018), interviewers want to ensure that candidates’ goals align with organisational opportunities. Example Answer: “In five years, I see myself progressing to a senior management role where I can contribute to strategic decision-making. I’m particularly interested in developing my leadership and analytical skills to support the company’s growth initiatives.” Such a response balances aspiration with realism, showing a commitment to professional development within the organisation. 9.0 Why Did You Leave Your Last Job? This question assesses career motivation and integrity. Candidates should avoid … Read more

The day of a job interview is a critical moment in any recruitment process. It is the culmination of weeks or even months of preparation, research, and self-reflection. According to Tews, Stafford and Michel (2018), interview etiquette—the customary code of professional behaviour expected during job interviews—plays a decisive role in hiring outcomes. Employers form their initial impressions within seconds of meeting a candidate, and these first moments can significantly influence the final decision. This essay discusses how to present oneself effectively on the day of the interview, covering appearance, punctuality, communication skills, non-verbal cues, and overall professionalism. 1.0 The Importance of First Impressions First impressions are powerful and often enduring. Forbes and Jackson (1980) demonstrated that interviewers’ initial perceptions of a candidate’s non-verbal behaviour, such as posture, eye contact, and handshake, have a measurable impact on their evaluations. Appearance, punctuality, and confidence all contribute to shaping that impression. In practical terms, this means dressing appropriately for the organisation’s culture. As Sapra (2025) notes in Mastering Interview Skills: A Comprehensive Guide, even when an organisation has a casual dress code, candidates should opt for formal, clean, and well-fitted attire on the day of the interview. Dressing professionally conveys respect, seriousness, and attention to detail. For example, a finance graduate applying to a corporate bank should wear a tailored suit, whereas a design applicant might opt for professional yet creative attire that reflects the industry’s style. Research by Kaushik and Kaushik (2011) further confirms that appearance and grooming are considered part of a candidate’s “soft skills” — non-technical attributes that influence employability. Employers often associate professionalism in appearance with reliability and competence. 2.0 Arriving Prepared and Punctual Punctuality demonstrates reliability and good time management — essential traits for any job. Candidates are advised to plan their route, check public transport schedules, and allow extra time for unforeseen delays. As Turner (2004) points out in Behavioural Interview Guide, arriving late can create a negative impression that may overshadow even strong interview responses. Arriving early, on the other hand, offers an opportunity for composure and mental preparation. Candidates can review their notes, observe the organisation’s environment, and perhaps gather useful insights from company literature in the reception area. This proactive approach aligns with Lim, Chavan and Chan’s (2014) findings, which suggest that awareness of organisational culture prior to the interview correlates positively with performance outcomes. Moreover, small courtesies—such as greeting the receptionist warmly and maintaining a polite demeanour—are crucial. Tews et al. (2018) found that respectful behaviour toward all staff members, even those not on the interview panel, can influence overall hiring decisions. A polite conversation with a receptionist or assistant can indirectly reinforce the impression of a candidate’s interpersonal skills. 3.0 Managing Nerves and Building Confidence Almost all candidates experience nervousness before an interview. Bass (2016) in Journal of Higher Education Theory and Practice suggests that moderate levels of anxiety can actually enhance performance by sharpening focus. The key is to manage it effectively through breathing techniques, positive self-talk, and preparation. A confident yet humble demeanour demonstrates emotional intelligence — the ability to manage emotions under pressure (Paulhus, Westlake & Calvez, 2013). Candidates should remember that interviewers expect some nervousness; authenticity and enthusiasm are valued more than perfection. A firm handshake, steady eye contact, and a natural smile help establish rapport. For example, during a graduate assessment at PwC, candidates are often evaluated on “impact and presence”. Those who maintain eye contact, engage warmly, and demonstrate self-awareness tend to score higher (CIPD, 2024). 4.0 Communication and Active Listening Effective communication lies at the heart of a successful interview. Candidates should speak clearly, at a moderate pace, and maintain an appropriate tone. Tan, Teoh and Tan (2016) found that candidates who balance confidence with politeness through language choices and tone are more likely to be perceived as competent. Listening attentively is equally important. Candidates should avoid interrupting and respond directly to what is asked. If a question is unclear, asking for clarification is acceptable and even shows composure and professionalism (Tews, Frager & Citarella, 2018). A practical technique for structuring answers is the STAR method (Situation, Task, Action, Result), which ensures responses remain focused and evidence-based (Turner, 2004). For instance, when asked about teamwork, a candidate might describe a project where they collaborated to meet a tight deadline, detailing their specific contribution and the outcome. Non-verbal communication also plays a crucial role. According to Forbes and Jackson (1980), body language, eye contact, and gestures can significantly influence an interviewer’s perception. Leaning slightly forward, maintaining an open posture, and nodding while listening demonstrate engagement and respect. Conversely, crossed arms, slouching, or fidgeting may suggest disinterest or anxiety. 5.0 Demonstrating Enthusiasm and Motivation Employers consistently value enthusiasm, motivation, and commitment. Research by Fletcher (1992) in the Journal of Business Ethics found that recruiters interpret enthusiasm as an indicator of both work ethic and potential organisational loyalty. Candidates can demonstrate motivation by referencing specific details about the company — such as recent projects, community initiatives, or values that align with their own. For example, a candidate interviewing for a sustainability-focused firm might say: “I was impressed by your company’s recent carbon-neutral initiative, and I’d love the opportunity to contribute to future environmental projects.” This approach conveys preparation, interest, and alignment with company values. Even when asked about challenges or past mistakes, maintaining a positive, reflective attitude is crucial. As Risnawati (2023) notes, candidates who display ethical self-awareness—acknowledging setbacks and explaining what they learned—are viewed as mature and coachable. 6.0 Asking Insightful Questions At the end of most interviews, candidates are invited to ask questions. This is not merely a formality; it’s an opportunity to demonstrate critical thinking and genuine engagement. According to Tews et al. (2018), well-prepared questions indicate intellectual curiosity and professional maturity. Examples of good questions include: “What qualities do successful employees in this role tend to share?” “How does the organisation support professional development and progression?” Candidates should avoid questions about salary or benefits at this stage, as these can appear premature unless … Read more

Interviews are a cornerstone of modern recruitment and selection processes. They provide employers with the opportunity to assess not only a candidate’s qualifications and experience but also their personal attributes, communication skills, and organisational fit. This essay explores the purpose, types, and functions of interviews, drawing upon scholarly research, HR textbooks, and industry practice to explain why interviews remain a crucial step in hiring decisions. 1.0 The Purpose of Interviews The primary objective of an interview is to evaluate whether a candidate possesses the skills, competencies, and personality traits required for the job and organisation (Rynes, Bretz & Gerhart, 1991). According to Dipboye (2017), the selection interview allows employers to gather qualitative insights that are not easily captured through written applications or aptitude tests. While application forms and CVs provide factual data, the interview explores how candidates think, communicate, and behave. Odeku (2015) highlights that interviews serve two major purposes: assessment and communication. From an employer’s perspective, they help determine suitability for a role, while from the candidate’s viewpoint, they offer a chance to learn about the organisation’s culture and expectations. This dual purpose reinforces the mutual selection process that recruitment represents — both sides are evaluating fit. Furthermore, Wingate and Bourdage (2024) in Human Resource Management emphasise that interviews are not just about testing competence but also about assessing cultural alignment, motivation, and emotional intelligence. For example, a candidate for a customer-facing position may be assessed for interpersonal warmth and adaptability, qualities that cannot be fully conveyed in a written application. 2.0 Why Employers Use Interviews Interviews allow employers to: Verify claims made in CVs and cover letters. Observe communication style, body language, and confidence. Assess problem-solving and situational responses. Determine organisational fit based on values, personality, and team compatibility (Newell, 2005). According to Krishnan, Ramalingam and Ching (2017), the job interview remains the most widely used selection method globally, with over 90% of organisations employing some form of interview in their hiring process. Even with the rise of psychometric and AI-driven tools, the human element of interviews remains irreplaceable in gauging interpersonal skills and attitudes. For example, in graduate recruitment, many UK employers such as Deloitte or the NHS Graduate Management Training Scheme use structured interviews to assess applicants’ competencies, leadership potential, and alignment with organisational values (CIPD, 2024). 3.0 Structured vs. Unstructured Interviews The format of an interview depends on the organisation’s size, structure, and recruitment strategy. Structured interviews are more formal and standardised, asking every candidate the same set of questions, whereas unstructured interviews are more conversational and flexible (Dipboye, 1994). According to Chen, Lee and Huang (2019), structured interviews are preferred for ensuring fairness and comparability, as they reduce bias and allow objective scoring. They are particularly important in ensuring equal opportunities across diverse candidate groups. For instance, large corporations often use competency-based structured interviews to measure specific skills such as leadership, teamwork, and analytical ability. Conversely, unstructured interviews can be beneficial in smaller organisations where cultural fit and personality are prioritised. However, as Makushkin (2021) argues, unstructured interviews may be more susceptible to bias because they rely heavily on the interviewer’s subjective impressions. In practice, many employers adopt a hybrid approach, combining structured questioning with unstructured discussion to assess both competence and interpersonal dynamics. 4.0 The Interview as a Two-Way Process While employers use interviews to assess candidates, applicants also use interviews to evaluate whether the organisation aligns with their career goals, values, and expectations (Dipboye, 2017). According to Wingate and Bourdage (2024), candidates increasingly view interviews as opportunities to assess organisational culture, inclusivity, and flexibility — factors that influence job acceptance rates. Cable and Yu (2007) describe this as the psychological contract formation stage, where both employer and candidate establish mutual expectations. For example, a graduate may use the interview to ask about professional development opportunities, work-life balance, or diversity policies — demonstrating engagement while assessing organisational fit. This reciprocal nature highlights why interviews are essential: they facilitate informed decision-making for both parties. 5.0 Interview Structure and Best Practices An effective interview is guided by job analysis and a person specification, ensuring questions are relevant to the position’s competencies (Kshatriya, 2016). Structured interviews typically include: Introduction – building rapport and explaining the process. Competency-based questions – exploring past behaviour using the STAR method (Situation, Task, Action, Result). Scenario questions – testing problem-solving and critical thinking. Opportunity for candidates’ questions – showing two-way engagement. Behavioural interviewing, according to Asselin (2006), allows employers to predict future performance by examining how candidates handled past challenges. For instance, a hiring manager might ask: “Tell me about a time when you had to manage conflicting priorities.” The response reveals planning, prioritisation, and communication skills. Structured interviews also help ensure consistency and legal defensibility in hiring decisions (Stevens, 2012). Employers using evidence-based scoring rubrics minimise discrimination risk and improve reliability across interviewers. 6.0 The Interviewer’s Role The interviewer’s skill and preparation significantly impact the outcome of the interview. As Odeku (2015) explains, interviewers must balance professional objectivity with empathy and active listening to create a supportive atmosphere. A panel may include representatives from HR, technical departments, and management, ensuring diverse perspectives on the candidate’s suitability. For example, in academic recruitment, it is common for candidates to face a panel interview including faculty, administrators, and HR staff. This ensures that both subject expertise and institutional fit are assessed. Interviewers must also adhere to ethical standards and equal opportunity principles, as highlighted in the Equality Act 2010 and reinforced by CIPD (2024). Biased or discriminatory questioning — such as those relating to age, gender, or personal circumstances — should be strictly avoided. 7.0 Preparing for Interviews From the candidate’s perspective, thorough preparation is key to performing well. As Argue (2015) notes, effective candidates research the organisation’s mission, products, and culture, and practise articulating their achievements confidently. Practical steps include: Reviewing the job description and person specification carefully. Reflecting on personal strengths and relevant examples. Practising responses to common questions. Preparing thoughtful questions to ask the panel. Planning travel and logistics … Read more