Preparing for public and private sector job interviews
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In 2024, 81% of Irish companies reported finding talent attraction difficult.
This finding by ManpowerGroup Ireland will be viewed in different ways by job-seekers: Some, confident that they will impress whatever recruiters they approach, will see the statistic as indicative of the multitudinous opportunities available for them. Others, of the more battle-weary and diffident kind, may see it as inauspicious, a fact that shows how difficult it can be for candidates to impress employers.
Both viewpoints have merit. After all, while skills, experience and self confidence are vital for job seekers, they’re not enough to guarantee success. To have the best chance of that, your arsenal of attributes must also include know-how and honed prowess in the mastery of interview success.
Laura McGrath, founder of Interview Techniques is a veritable oracle on the topic of interview performance. Not only has she coached copious candidates seeking roles in the public and private sector, but her experience of serving on public sector interview panels gives her a first-hand insight into the process — one that few others possess.
Presenting pristinely with covetous credentials can take you far at an interview, provided, that is, your social media presence is more inspiring than off-putting. Cumbersome as this might be, it’s an unavoidable fact that while one’s beliefs and social activities might be none of a potential employer’s business, what’s out there in the public domain is for anyone — including hiring managers — to access and assess.
Confirming that checking social media accounts is a commonplace practice, McGrath puts an entirely positive and correct twist on the topic: “Many companies use social media to headhunt candidates — Linkedin being a prime example of this.”
Once you are satisfied that your social media presence is at least okay, the interview itself can become your focus. Asked to share a common mistake that job seekers make, McGrath replies: “Talking as if they are interviewing for the role they are currently in, and not the role they are applying for. This is often the case at promotion interviews.
“There’s no point in telling the hiring manager you are amazing in your current role. You need to show that you are acting above your pay grade and that you are already taking on many of the responsibilities of the new role. They want to know that you can hit the ground running and you have to show you can.”
No matter how well prepared you are, and which interview approach is used, it’s possible that something unexpected will come up during the course of the conversation. Accepting that, it’s wise to make the most of what you can be sure of, by getting your facts right. McGrath recommends having examples to back up and give evidence of any work-place scenarios you describe.
“Know what examples you want to highlight in the interview and try to proactively weave them into the conversation,” she says. “Then be sure to show the impact each action had on the business. Be strategic – know what makes you the best person for the job and what it is about you that makes you better than the other candidates.”
Being given the opportunity to ask questions at the end of an interview can be something that throws a candidate. But like it or not, it’s important to use the time you’ve been afforded for your best advantage.
McGrath encourages job-seekers to ask questions when invited to do so.
”Asking the right questions can position you as a strategic thinker. I’ve been on interview boards where candidates were not put through to the next stage because they did not ask questions,” she says. “The assumption was that they were not interested in the role.”
Providing examples of good questions to ask, she says: “What qualities did you most admire in the previous person who held the role? Has the emphasis since changed and if so, what new qualities are now important for you?”
The timing of questions is also important. “You need to read the situation. At executive interviews, you want to create a partnership approach, where the meeting is more of an exchange of ideas between peers. In this context, you are asking questions throughout. This shows your ability to challenge professionally and gives the hiring manager an insight as to what you’ll be like when working with senior stakeholders.”
Asked how best to respond to a ‘Tell us about yourself,’ invitation from an interviewer, McGrath says: “See this as your chance to show your personality, as right now, your subject matter is you. If you show energy and enthusiasm, the hiring manager will infer that you will bring this same energy to the role. As you speak, be aware of the clock. Don’t let your answer go beyond two to three minutes. Attention spans can be short. Also, remember not to ‘talk at’ the hiring manager.
Zoom interviews are commonplace in recruitment, having become popular during lockdown. Are employers telling McGrath that Zoom interviews are here to stay? “From my conversations with hiring managers, it’s clear that Zoom interviews will remain a key part of the recruitment process, particularly at the more junior levels,” she replies.
“These types of interviews save employers a lot of time. Because they allow them to see candidates from a much broader geographical area, they also widen the candidate pool. But candidates can expect that in the later stages of the recruitment process, in person interviews are typically conducted, so as to give hiring managers a good sense of a candidate’s fit to the culture and team.”
Referring briefly to the various interview approaches, she says that while attending a HR interview, candidates should be prepared for competency style questions that probe soft skills: “From the contents of the job spec, you can anticipate the competencies that will be examined and then prepare your answers using the STAR technique.”
Candidates attending panel interviews should, she says, recognise that when facing multiple functional heads, each of those may have their own unique priorities and perspectives. “Tailor your responses to align with their specific concerns and their objectives within the organisation,” she cautions.
Peer to peer interviews are, according to McGrath, normally held at a more advanced stage of the hiring process, when the employer wants to assess a candidate’s fit with their team.
“Gaining the employer’s trust is important here,” she says. “Show your warmth as well as your competence. Highlight your skills at collaborating and doing what’s in the best interest of that company.”
While for most, salary package is a key part of the employment contract, timing is important when it comes to making mention of it at an interview. McGrath has wise words on this: “Don’t raise it until the later stage of the interview process. You will have more bargaining power at that stage. Remember that if you have successfully positioned yourself as someone who can deliver value and navigate industry challenges, the employer will be willing to flex on salary to get the right person.”
To do well at public sector interviews, you need to be able to deliver your message in a concise, well-structured manner.
We asked executive and interview coach Laura McGrath, who has served on public sector interview panels, to share her five top tips.
Choose the right example for each competency: Whether you are going for promotion or are contract staff applying to become permanent, remember that while a competency based interview is not an intuitive process, you can tailor your responses to your best advantage once you understand how your answers are going to be marked. When going for promotion interviews, choose examples where you acted above your pay grade. You want the hiring manager to see that you can seamlessly fit into the higher grade.
Fully show up: In the public sector, interview panels are trained to treat everybody the same. This may mean that they are not very expressive. This can throw you, if you are not expecting it. It is important that you show enthusiasm in your answers and show your warmth as well as your competence. Don’t go into “interview speak”. Be natural, speak the same way as you would to a senior colleague, using your own language and facial expressions.
Get your timing right: You typically have four or five minutes to answer each question. Use the STAR technique to answer the questions as this will keep your answers structured. Spend 75% of your answer on the action part as this is where the marks are.
Say “I”: One of the biggest mistakes you can make is saying “we” instead of “I.” This can be a grave mistake as if you talk about “we,” the hiring managers will not know what role you played in the scenario. They will not know whether you played a cameo role or whether you were the leading actor. I have seen people fail an interview, because they did not highlight their specific contribution.
Final sales pitch: Keep some gas in the tank for the closing remarks. You will be asked: “Is there anything you’d like to add?” This is your chance to join the dots and show the interview board why you are the best candidate for the job. Keep it tight. Come up with three or four reasons why you are the best fit for the role and how you can contribute to the success of the department.
The hiring process for talent is highly competitive. Often, multiple interviews are required to secure a role.
We asked executive and interview coach Laura McGrath to share her five top tips.
Think like a buyer, not a seller: Thinking like a buyer not a seller is key to maximising your interview prowess. The key to success in any interview is to see everything from the perspective of the hiring manager. Ask yourself what is important to them, what challenges they are facing and how you can help them to navigate those challenges. The message you want to get across to the hiring manager is: I understand where your pinch points lie and I can work with you to find and implement solutions. In doing this you will be highlighting the parts of your CV and experience that make you the best person for the role.
Research rigorously: Do your research on both the company and its competitors. Also, be aware of the challenges facing the sector. Use the research you have done to demonstrate your commercial and strategic skills. It is also a good source for ideas when considering what questions to ask at the end of the interview.
Demonstrate how you keep yourself up to date: You might do this by going to seminars, networking, or by being a thought leader. Be aware of the impact of relevant technological advances. Demonstrate that you are keeping abreast of change and have micro-credentials.
Competency: Softer skills are critical to a successful career, so be sure to demonstrate your emotional intelligence. Hiring managers will want to know how you can successfully manage conflict, how you communicate successfully with different functions and how you collaborate to find outcomes that are in the best interest of the business. Show how you cope in a pressurised situation and how comfortable you are at receiving and giving critical feedback. This normally comes in the way of competency questions. It is important to know the STAR technique and to have examples ready.
Embrace change: Change is the new constant, so show your flexibility. With AI, roles are being redefined, routine tasks are being automated and more value-added projects are being added to the mix. Demonstrate that you are someone who sees change as an opportunity and embraces it.