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Guaranteed Interview Questions to Prepare and Ace

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“What do you think of garden gnomes?”

This was apparently asked of one Trader Joe’s candidate in an interview . A silly, irrelevant question for a job in grocery stores, you might say. However, questions like these that seem, on the surface, ridiculous, often provide more insight into a candidate’s aptitude for the role than you might initially think.

No one ever knows exactly what questions are going to be asked in an interview. However, there are trends that show up in every list of most common interview questions, which we have divided into five categories. We’ll provide examples for each, as well as an overview of how you should consider approaching them to showcase yourself in the best possible light.

 

Informational Questions

“Tell me a little bit about yourself.”

“Why are you leaving your current job?”

“Where do you see yourself in five years’ time?”

These tend to be the questions that open up an interview, giving you an opportunity to provide a brief bit of background information about yourself, as well as an overview of your aspirations, providing the interviewer context about you and where this role fits in with your career plans.

This is not to say, however, that you should approach these questions with any less preparation or panache than others. You should phrase your answers as a pitch of your career; linear, like a story, and this job as the next step that slots perfectly between the past and the future. It wouldn’t hurt, of course, to slip in a few specific achievements that you want the employer to know about, opening up the floor for further questions on those later.

While you should phrase your answers in a way that presents this job as an ideal opportunity, you should also be honest – you don’t want anything you said in a moment of panic to come back to haunt you if you are hired!

 

Company-Specific Questions

“How did you hear about the position?”

“What do you know about the company?”

“What do you think we could do better or differently?”

To separate the wheat from the chaff, employers will frequently ask interviewees to demonstrate their knowledge about the company they are applying to. Stumbling at this hurdle will almost certainly mark the end of your candidacy for the position! If you don’t know much about the company you’re interviewing for, they will question your passion for what they do and your ability to do the most basic of research.

Interviewers want to see that not only are you passionate about their company’s brand, but that you are able to assess their current infrastructure critically and constructively present feedback using your prior knowledge and experience. Small start-ups in particular look for creativity in their employees, and definitely would like to see how you could contribute to company development from the outset.

 

Behavioural Questions 

“Tell me about a challenge or a conflict you’ve faced at work, and how you dealt with it.”

“Tell me about a time you failed. How did you deal with the situation?”

“Give me an example of a time you managed numerous responsibilities. How did you handle that?”

To get an idea of how you handle conflict, your interviewer may ask a similar question to one of these. Often, they will start with ‘give me an example…’ or ‘describe…’. The idea is to get a sense of what your personal strengths are in pressurised situations, as well as how you structure your response to problems.

There is a technique to handling such questions, named the STAR Method. As set out by Al Dea, the founder of CareSchooled and a learning and development coach, STAR is “helpful because it provides a simple framework for helping a candidate tell a meaningful story about a previous work experience,” i.e. giving your response a clear structure and minimising the opportunity to ramble.

S – Set the scene. What details do you need to share to ensure your example is clear?
T – Task. What was your responsibility and/or goal in this situation?
A – Action. What did you do to resolve the issue and complete your aim? What steps did you take?
R – Result. What was the direct result of your actions? What did you accomplish?

You can read more about the STAR Method here.

These questions could also expand to more personal ones, such as the personality types you tend to clash with, as well as your own strengths and weaknesses. Your answers to these questions can provide insight into how you might gel with the existing team, and whether the company culture is necessarily a suitable fit for you.

 

Puzzle Questions

“How many tennis balls can you fit into a limousine?”

“How many pennies could you fit in this room?”

“Why are manholes round?”

These are questions of the same breed as “what do you think of garden gnomes?”. Questions that appear completely unrelated to the job at hand, and that there could be a million ways to answer, none of which jump out as being the ‘correct’ one. That’s because the hiring manager is not looking for a correct answer, but one that is reached in a logical, methodical manner.

If you articulate your thought process out loud, the interviewer can see how you are approaching the problem using existing mathematical abilities, as well as common sense and general knowledge.

They also reveal a substantial amount about the personality of a candidate. Your approach to the questions and ability to think on your feet speaks volumes about your character and may be a crucial insight to the employer as to whether you’d be up for the day-to-day challenges that are part of the role.

A calm-headed, logical candidate may handle the tennis ball question by demonstrating awareness of the measurements needed to perform the calculation, such as the volume of a tennis ball and the length, width and height of the limousine. An even more impressive candidate may turn questions back on the interviewer, asking as to whether there are any people inside the limousine at the time and how big the seats are.

However you choose to approach the puzzle at hand, maintain a cool demeanour, showcase your understanding of maths and problem-solving and use rational logic to show you could come up with a rough methodology to reach a correct solution, even if you do not.  

 

Pressuring Questions

“Are you under/overqualified for this job?”

“Why should we hire you over someone else?”

While these questions may appear a little forthright, and definitely intimidating, they actually present a brilliant opportunity to sell yourself to the employer in a brazen way that thus far you may have had to tiptoe around.

Use questions such as these to summarise your core strengths and the value that you would bring to the company, emphasising that you truly are the perfect fit for this job. Be careful not to overly criticise your imaginary rivals, as that’ll present you as petty – rely on your own positives in your pitch to convince the interviewer that you should get the position.

 

BONUS – Ask Questions Back!

It’s no secret that the key to finishing an interview well is to walk in with a few pre-prepared questions to ask the hiring manager when prompted. These should demonstrate your curiosity, prior research and genuine desire to know more about the company and the role. Perhaps more importantly, this interview is an opportunity for you to gauge whether this position in this company would be the right fit for you. Therefore, be sure to maximise this opportunity to answer any questions you still have by the end of your time with the interviewer.

Here are some examples of questions that could provoke interesting, informative answers from the employer:

“What’s your favourite part about working here?”

“What can you tell me about the company’s plans for growth in the future?”

“How would you describe the company culture?”

 

So, there you have it – an overview of the most common questions that could arise in an interview. If the specific question is not listed above, it is guaranteed to fit into one of those five categories. Prepare to handle questions from each of those angles, be aware of what exactly they want to see from each answer, and you’ll knock it out the park.

Posted by Susannah Hunt on 6 June 2019

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Taken from : How to land a job during COVID-19 by Michael Malone (Galway Daily) ​With Level 5 set to last for around four more weeks and uncertainty about what restrictions will be in place in the coming months, those in search of a new job may feel they are facing an uphill battle.  But for those on the job hunt during the pandemic, it is important not to give up. That’s according to Sarah Hayes of Sigmar Recruitment, who says that there are a number of things people can do to improve their likelihood of finding a job.  ​ “Look at what is in your span of control and be proactive,” says Sarah. “The labour market has turned on its head since March and is constantly changing with government restrictions being implemented.  “But it’s important not to give up as there are companies still hiring.”   Top 6 tips to improve your chance of finding a job during COVID-19 1. Analyse the market Where are the jobs right now? 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The latest data from Sigmar Recruitment’s Employer Sentiment Report suggests that most companies plan on hiring more contingent labour in order to deal with the extended market turbulence. Having surveyed 1000 Irish based companies, 91% of respondents said they are more likely to hire temps or contractors than before COVID-19.    Commenting on the results, Barry Rudden, Director, Sigmar Recruitment says; “This may signify a fundamental shift in how workforces will be constituted moving forward as employers are wary of future market shocks. Whilst demand has rebounded since March, companies just don’t know how the market will react to a possible second wave of infections, topped with Brexit fears, so there are still challenges ahead for organisations and as a result they are hesitant to commit to permanent hires.”    One third of all companies surveyed said it was likely or highly likely that they would increase the % of temp/contract staff they already engage. “This is the norm in early stages of an extended recovery. Seeing this trend emerge at polar ends of the labour market is indicative of a new K-Shaped labour market.” says Rudden. He adds; “When viewed, in parallel with the explosion of the gig economy in the last decade, we now see increasing demand for temporary or contract workers in most white-collar industries, not just the traditional area of office/administration roles.” Companies surveyed expected requirements for temp/contract talent to be highest across IT, engineering & life sciences, accountancy, and HR along with office/administration.     Hiring on a temporary or contract basis gives organisations an opportunity to ‘try before you buy’ i.e. hiring initially on a temporary basis before converting to permanent. “Given companies’ uncertainty at present, this model is potentially a perfect solution that enables businesses to ramp up and meet demand while the future looks uncertain. At the same time, it enables jobseekers to find work quickly. In our corresponding survey of 3500 candidates, the majority said they were more likely to consider temp or contract work than before the COVID-19 pandemic struck,” says Rudden.     Flexible labour in demand at polar ends of the economy; powering growth in recovering sectors and offering interim cover for harder hit sectors   91% of employers plan to expand contingent worker numbers as increasing uncertainty looms    82% of candidates would consider temp or contract positions if given more flexibility, like remote working    Further, 82% of candidates said they would be more likely to consider temp or contract work if they were offered flexibility, such as remote working.    This is significant change in attitude considering 60% of respondents had not worked in a temporary or contract capacity in the past two years. Rudden adds, “It likely not only reflects the impact of the current crisis in terms of people having lost employment but perhaps a wider acceptance that flexibility may be required as we move forward.”     Whilst market uncertainty prevails, what is certain is that we are in the midst of an extended period of transformation in the workplace with blended workforces i.e. a mix of permanent and temp/contract staff perhaps becoming the norm. “Prior to COVID-19 there were already several examples of major multinationals with a significant proportion of staff engaged as agency temps or contractors. We predict an increase in such models being used by other businesses going forward,” says Rudden.     For a copy of the report, contact Barry Rudden on +35314744612 or email brudden@sigmar.ie