Coaching is an umbrella term used widely to describe a broad range of roles and activities. I offer Interview coaching which has a specific focus and career coaching which has a broader remit.
Career coaching can offer a space for you to stand back and gather your thoughts about how your career is evolving. For instance, if you in a management role, it might be an opportunity to think about how satisfying that is and what support you need, while you reflect on how you can support and develop your own team. Alternatively, the space can be used to prepare for an important meeting, presentation or event. The meeting's agenda is down to you and how you want to use the space. Some ideas of how it could be used:
We can get caught up in managing the task or delivering the project and let our own development needs, feelings and ideas slide in the process. This might be a one-off session, a few sessions or even intermittent sessions to clarify, reflect and consider before acting. My role is to facilitate and both give space and assistance to teasing out whatever is pertinent for you in your particular circumstances.
“Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” Steve Jobs
Interview coaching is designed to inform, teach and coach someone in how to translate their experience into a communication style that is effective in competency-based interviews.
Typically, interviewers tend to combine biographical data gathering and competency based interviewing. A biographical interview is concerned with establishing the factual and chronological history of your career. This type of interview is often used by recruitment agents.
However, more and more recruiters use competency or behavioural based interviewing as standard, where the focus is on establishing your competency for the job through evidence of past examples. The belief being that past achievements are the best indicator of future performance. The interviewer will be interested in establishing how you carry out your responsibilities.
Providing evidence requires advance preparation and key to that preparation is anticipating questions.
If you have the information you need to prepare for the interview then it is possible to anticipate most of the interview questions in advance of the interview.
Structuring Your Answers
When answering questions tell the interviewer(s) about what you did, focusing on ‘I’ not we. The interviewer will want to know about your contribution and references to ‘we’ can dilute your message and leave the interviewer uncertain about what you did. Competency based interview questions tend to be ……. ‘can you give me an example of….’ ‘tell me about a time when …..’ ‘how do you, would you or did you…..’. A structure to follow when answering such questions is the STAR technique.
Situation – give the interviewer a bit of context (in other words what were the circumstances). Were you under any constraints or pressure, time, co-operation, unfamiliarity etc). E.g. “I was part of a team of four and I had been in the department a month when my line manager was taken ill and I was asked to take on responsibility for y”.
Task /challenge (what did you need to achieve, what was the overall goal or target)
“I was faced with the challenge of taking over the management of a project to introduce a new xyz system”.
Action – describe what you did (e.g. analysed, designed, produced etc).
Avoid the detail (if the interviewer wants more details he/she will ask). Describe the key steps; there are likely to be half a dozen or so. Your answer should be a description of how you approach your work (communication style, structure, informing, documenting, logical, influencing etc. Whatever is relevant in the situation.)
Result – describe the outcome, did you save time or money, improve satisfaction, efficiency, morale, systems etc. There may have been a mixture of results but focus on the best. If you are asked about the failures, focus on what you learned and what you subsequently did with that learning.
This structure is useful for keeping candidates on track and helps to provide a complete evidence based answer.
Mary Murphy Plunkett Chambers, 21/23 Oliver Plunkett Street, Cork
083 3518131 Click here to email