AI has been a game-changer recently in the job application stakes, with polished, well-researched and expertly crafted applications increasingly arriving in the inboxes of recruiters. When it comes to face-to-face interviews, applicants are on their own, however, and can quickly be exposed if their perfectly written pitch doesn’t meet with reality in the interview room.
That’s one of the reasons why in-person interviews are enjoying a comeback. “Employers are finding that when candidates are in the same room with them, they may not have the attributes that their applications suggest. They don’t want to bring someone into their organisation who doesn’t have the skills and capability for the role.
A candidate who might look good on paper may not display enough to differentiate themselves in a face-to-face interview,” says Linda Waters, senior employer solutions manager at the Chartered Institute of Personnel and Development (CIPD).
The first 30 seconds in the room are vital, and candidates need to engage quickly with the interview panel, she advises.
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“You need to demonstrate that you are well prepared and have thoroughly researched the organisation and the role. You need to pay attention to your body language and adjust your tone and pace and match that with the panel, without changing who you are.”
Candidates often feel uncomfortable talking about themselves, but instead of focusing on themselves and what they see as their personal qualities, they should draw on experiences that align most closely with the position they are applying for. “That’s really important, as it will help the recruiter or employer understand the skills and value you can bring to the organisation,” she says.
Paul O’Donnell, chief executive, HRM Search Partners, notes that there has been a shift in interview techniques to competency-based questioning lately.
“The interview format had become a lot more unstructured driven by people who were technically excellent at what they did, but didn’t have interview technique skills. The emphasis was on whether the candidate would be a good fit with the hiring manager. That’s changed and interviews are now more structured again. There will be an emphasis now on competencies such as communication skills, leading others or problem-solving skills. These questions will be worked out in advance and candidates will be graded on their responses.”
O’Donnell advises candidates to do thorough research on the hiring organisation and to have prepared answers to competency-based questions. A classic interview question, for example, will ask candidates to describe an example of how they overcame a challenging situation.
“You need to be able to sell a good story around your successes, and you should practise how you get these points across. A mock interview with a family member or friend would help, especially if your interactions up to that point had been with online or with an AI model only, as is now often the case in the early stages of the application process.”
Above all, candidates should demonstrate an interest in the hiring firm, as failure to do so will be obvious and will sink your chances of success. “Where you are invited to ask questions, you should have at least three prepared, in case one or two have already popped up during the interview. It’s an opportunity to demonstrate your interest in the role and your curiosity.”
Tomas Chamorro-Premuzic, author of Don’t Be Yourself: Why Authenticity is Overrated (HBR Press), says, however, that the interview isn’t an invitation to unleash your unfiltered, uncensored and uninhibited self on others, but rather an opportunity to demonstrate social skills and knowledge of what’s expected in this work environment.
“Don’t hang yourself, never be overly critical, honest or insecure, don’t bring yourself down, as it’s the easy way to make others pick someone else. Don’t surprise them: anything that is out of script, risky, unusual or eccentric will be polarising. You are not there to stand out, but to confirm a potential archetype of a solid, low-risk, good performer. Do what is expected of someone who is seen as a safe pair of hands, a good employee, rather than aiming for maverick-like status,” he tells The Irish Times.
He advises candidates to make eye contact, as this shows empathy and that you care about what others think of you as, contrary to popular belief, this is a sign of emotional intelligence rather than weakness or conformity.
“Shut up and listen more than you talk: keep your answers short, ask questions, and pay deep attention to what others ask. Quantify your achievements, show off with humility, don’t look unjustifiably pleased with yourself and be precise and concrete about your accomplishments.”
The sweet spot for employers is the marriage of capability and character, says Niall Davis, senior talent partner at MSD Ireland.
“The balance depends on the role and seniority, but most hiring managers look for a mix of technical and professional qualifications with a certain attitude and mindset that predicts reliable performance, growth and team fit. For us at MSD Ireland, this is always a key factor, we want to get to know our candidates – not just their CVs, but really understand what drives them, motivates them and how they will make an impact on each specific role.”
He advises candidates to never sell themselves short, even if they feel the position is a stretch.
“If you have been invited for an interview, then the company and the hiring manager have seen something in your profile that they found interesting – so don’t sell yourself short. Reframe your background showcasing your own evidence of capability. You can stand out if you transpose your own experience into the competencies sought for in the job description. If you feel there are skills and experience gaps, examine that yourself – explore how you are planning to overcome those and what else you bring to the table.”
