going forinterviews

Special Interest Series 2005

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SECTOR BRIEFINGSFind these in Explore job sectors onprospects.ac.uk/links/SectorBs

Advertising and PR

Broadcast, Film, Video and Interactive Media

City Markets

Construction

Cultural

Education

Engineering

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Fashion and Textile

Financial Services

Food and Drink

Health

Hospitality

Information Technology

Legal

Local, Regional and National Government

Manufacturing

Oil, Gas and Petroleum

Professional, Financial and Accounting Services

Publishing

Retail

Science

Small and Medium-sized Enterprises (SMEs)

Social Care

Sport and Leisure

Tourism

Transport

Voluntary

SPECIAL INTEREST SERIESAlso available onprospects.ac.uk

Beyond Nine toFive - Flexible Working

Careers and Further Study for InternationalStudents

Going for Interviews

Job Seeking Strategies

Making Applications

Mature Students - The Way Forward

New Directions - Changing or Leaving Your Course

Postgraduate Study & Research

Self-employment

Using Languages

Working Abroad

Working in Europe - First Steps

Your Degree... What Next?

Your Foundation Degree... What Next?

Your HND... What Next?

Your Masters... What Next?

Your PhD... What Next?

OCCUPATIONAL PROFILESDetails for over 400 types of jobs

Also available onprospects.ac.uk/links/Occupations

OPTIONSIdeas of what you can do with your subject of study

Also available onprospects.ac.uk/links/Options

AGCAS PUBLICATIONS

Available in your HE Careers Service or order online atwww.prospects.ac.uk/links/OrderPublics

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1 Introduction 3The recruitment process 3

Interview format 3

Specific types of interviews 3

2 First interviews 4Preparation 4

Practical preparation 4

Mental preparation 5

Psychological preparation 7

The interview itself 7

First impressions 7

Body language 7

Their questions 7

Positive endings

3 Assessment centres 9Interviews 9

Psychometric/aptitude tests 9

Case studies 10

In-tray exercises 10

Giving presentations 10

Group activities 11

What next? 11

A typical employer’s itinerary 12

4 Interview problems 13Not getting interviews 13

Getting first interviews but not second interviews or offers 13

Getting to selection centres butnot getting offers 13

5 Offers 14What constitutes an offer? 14

Making a decision 14

Accepting or declining an offer 15

6 Information sources 16Bibliography 16

Addresses 16

Writer: Sarah Lee (University of Newcastle upon tyne)Editor: Gemma Green (AGCAS)

www.prospects.ac.uk/links/Appsinterviews

Contents Going for Interviews

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Published autumn 2005To be revised autumn 2007

The writers of the Special Interest Series are members ofthe Association of Graduate Careers Advisory Services(AGCAS). These Special Interest Series are edited by theInformation Development Department (IDD) of Graduate Prospects and distributed by Graduate Prospects.Full editorial control is exercised by AGCAS.

Although every effort is made to ensure that theinformation contained in this booklet is accurate and is asup-to-date as possible, readers should check with theappropriate organisation for the latest information. AGCAScan accept no responsibility for ensuring that the accuracyis absolute.

©Copyright of or licensed to AGCASNo part of this publication may be copied or reproduced,

stored in a retrieval system or transmitted in any form or byany means electronic, mechanical, photocopy, recording or

otherwise without the prior permission of the publisher.

Prospects House, Booth Street East, Manchester M13 9EP Tel: 0161 277 5200 www.prospects.ac.uk

Millennium House 30 Junction Road Sheffield S11 8XBwww.agcas.org.uk

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1 IntroductionThis booklet, and its AGCAS companion MakingApplications, is for all students and recentgraduates, regardless of age, gender or nationality,who want to succeed at interviews andassessment centres, whether for a job or a placeon a postgraduate course.

THE RECRUITMENT PROCESS

Interviews are a crucial part of the recruitmentprocess for most organisations. Their purpose is togive the selector a chance to assess you and foryou to demonstrate your abilities and personality.It’s also an opportunity for you to assess them andto make sure the organisation and position areright for you.

The recruitment process for most organisationsfollows a common theme: applications/CVs arereceived, either online or by post; and candidatesare short-listed and invited for interview. Theinterview format can vary considerably and mayinclude an assessment centre and/or tests. Thenumber of interviews also varies. Some companiesare satisfied after one interview, whereas otherswill want to recall a further shortlist of candidatesfor more. If successful at the final interview stage,you will receive an official job offer.

This booklet deals with what you can expect atinterviews and assessment centres, and discussesthe process of making a decision about any offersyou may receive.

INTERVIEW FORMAT

Interview format is determined by the nature of theorganisation, but there are various standardformats.

Chronological interviewsThese work chronologically through your life to dateand are usually based on your CV or a completedapplication form.

Competency-based interviewsThese are structured to reflect the competenciesthat an employer is seeking for a particular job(often detailed in the recruitment information). Thechances are you will have focused on these in yourapplication form. This is the most common type ofinterview for graduate positions today.

Technical interviewsIf you have applied for a job or course thatrequires technical knowledge (eg positions in

engineering or IT) it is likely, at some stage in theselection process, that you will be asked technicalquestions or have a separate technical interview totest your knowledge. Questions may focus on yourfinal year project and your choice of approach to itor on real/hypothetical technical problems. Youshould be prepared to prove yourself but also toadmit to what you don’t know (stress that you arekeen to learn).

Case study interviewsUsed largely by consulting firms, these can rangefrom a straightforward brainteaser to the analysisof a hypothetical business problem. You will beevaluated on your analysis of the problem, howyou identify the key issues, how you pursue aparticular line of thinking and whether you candevelop and present an appropriate framework fororganising your thoughts. There is no perfect wayto solve each problem and how you reach yoursolution is often more important than the solutionitself.

SPECIFIC TYPES OF INTERVIEWS

Face-to-face interviewsThese are one-to-one meetings between thecandidate and the interviewer, popular with manyorganisations.

Telephone interviewsTelephone interviews are increasingly used bycompanies as an integral part of the recruitmentprocess. Most commonly, they are used as amethod of initial screening but some use them asfar down the line as third or fourth interviews. Themajority of companies inform you in advance andusually pre-arrange a time with you but you shouldalso be prepared for those who just ring!

The important things to remember about telephoneinterviews are:• it is just as important to make a good

impression on the telephone; as with face-to-face interviews, first impressions count;

• be aware of how you sound (there are no visualclues) - rehearse on the telephone with a friendor record practice answers on a tape recorder;

• make sure you allow enough time - interviewscan take up to an hour;

• be prepared - you could be called at any time somake sure that the recorded response on youranswering machine is suitable and thatflatmates are briefed to take a detailed, sensiblemessage;

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• keep a list of job applications by the phone, plusa copy of your CV, a pen, paper, diary (in caseyou are invited to a meeting/second interview)and a list of questions to ask potentialemployers.

Types of telephone interview:• Unannounced - someone from the organisation

or their nominated recruitment agency calls youafter receiving your CV or application form.Questions are often similar to those asked at afirst face-to-face interview.

• Prearranged - you are contacted beforehand toarrange a time to carry out the interview. Youare likely to be briefed as to the style ofquestions at this stage. You may have anautomated interview, where you are sent apersonal identification number (PIN) and askedto call the company within a specified timeperiod. You are then required to respond tovarious statements via a touchtone telephone.The time you take to respond may be taken intoaccount.

• Sales interviews - you may be asked to try andsell something to the interviewer (these are onlylikely if it is appropriate to the job for which youhave applied).

• Research interviews - some companies askyou to carry out a piece of research before thetelephone interview and ask you questions on itduring the call. For example, if you have appliedto the graduate recruitment scheme of asupermarket, they may ask you to carry outsome customer research on a certain product oraspect, such as store layout, and then ask foryour findings.

Video interviewsThese are rare but not unheard of, particularly ifyou have applied for an overseas position. As faras possible, you should treat them as traditionalinterviews: dress as you would for a conventionalinterview; address your answers to the interviewer(ie to the camera rather than the display screen);and listen carefully to the questions andinstructions, asking the interviewer to repeatanything that you don’t understand.

Sequential interviews These are several interviews in turn, with adifferent interviewer each time. Usually, eachinterviewer will ask questions to test different setsof competencies. However, you may find yourselfanswering the same questions over and over. Ifthis does happen, make sure you answer each oneas fully as the time before.

Panel interviews These involve several people sitting on a panel.The actual number of interviewers can vary butthere is usually a chairperson to co-ordinate thequestions, a specialist who knows about the job indetail and an HR manager. These are popular inthe public sector, including education and localgovernment.

2 First interviewsPREPARATION

Preparation is a key part of any interview processand yet many fail to commit enough time.Remember, you only have one chance to make agood impression! Preparation will help you bettermanage any nerves once the interview isunderway.

PRACTICAL PREPARATION

What format is the interview?Don’t be afraid to ask:• how long will the interview last;• are there any group exercises;

• do I need to prepare anything;• are there any other tests or selection methods

being used?

Finding out as much as possible not only helpswith your preparation but also puts your mind atease.

Where is the interview?Make sure you:• know how to get to the venue and how long the

journey takes;• have maps, train times, etc, in advance;• check for any planned disruptions to road or rail

services;• leave plenty of time so you are not rushing;

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• if necessary, find out if travel and overnightaccommodation are paid for;

• if you have a disability, check the physicalaccess to the premises and indicate anyadditional support that you might require in theinterview.

Try to remember to tell someone where you aregoing and when you expect to return (you maywant to leave an address and telephone number).Beware of going into private dwellings for aninterview.

What to take?Plan what you want to take with you so that youcan pack your bag in plenty of time. You shouldconsider taking:• the interview letter, with the name(s) of the

interviewer(s) and their address and phonenumber;

• a map of how to get there - consult an A-Z ifyou have not been sent a map;

• a copy of your CV and/or application form;• a note of the key points you want to make and

any questions you want to ask;• money, for a taxi in case you are running late or

to make a phone call if necessary (or a mobilephone but remember to switch it off when youarrive).

What to wear?Make sure you are dressed appropriately for theposition for which you are being interviewed. Somecompanies have a much more relaxed approach todress than others but, if in doubt, wear a suit. Youwon’t be criticised for being too smart butemployers will notice if you walk in wearing a pairof jeans and a t-shirt!

Check the letter carefully, particularly if there is asocial element to the interview (perhaps a dinnerfor candidates the night before).

The following tips from employers should help:• Ensure that you maintain impeccable standards

of personal hygiene but avoid usingoverpowering deodorants, aftershave orperfume.

• Your hair should be neat and tidy and yourshoes and clothes clean.

• Avoid inappropriate jewellery. Visible bodypiercings, ankle chains or personalisednecklaces may not be suitable. Men shouldrestrict jewellery to cuff-links and a signet orwedding ring.

• Dress appropriately. It is important that you looksmart for your interview but equally importantthat you feel comfortable. Men should avoidshort-sleeved shirts and gimmicky ties or socks.Socks, by the way, should never be white.Women should avoid very short skirts, very highheels and heavy make-up.

Make sure that your interview outfit is ready thenight before, get a good night’s sleep and set offin good time.

MENTAL PREPARATION

It is important to think about how you mightanswer certain types of question beforehand butyou should also consider the competencies theyare looking for (as detailed in the job description/person specification/advert) as well as actualquestions. How will you provide evidence of certainqualities? If you are asked about being a teamplayer, what evidence will you use to show this?

Make sure you cover the five areas below in yourmental preparation.

Knowledge about yourselfIt is important to remind yourself of the messagesyou have conveyed through your CV/applicationform and to be prepared to discuss anything youhave included. Read through your application andimagine you are the interviewer. What questionswould you ask in their position? Make sure youcan give at least one positive example (preferablymore) for each of the skills and attributes theemployer is seeking.

Ask yourself these questions:• Why do I want this job?• Why should this organisation select me?• What are my ambitions?• What are my strengths and weaknesses?• What have I gained from my degree?• What skills have I gained from my work-related

and extracurricular activities?

If you need to think about when and how todeclare a disability, you should think carefullyabout the message you want to convey and howyou can best highlight the coping strategies youhave developed. These will convey positivemessages about your competence, motivation andperseverance. For further advice about disclosure,contact SKILL (National Bureau for Students with

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Disabilities) and refer to the AGCAS publication ALevel Playing Field.

Knowledge about the job itselfIt sounds obvious but it is important that you knowwhat job you are applying for. You will struggle toexplain how your qualifications, skills andexperiences relate to the opportunity on offer if youdo not have a clear understanding of what the jobentails. Read individual AGCAS OccupationalProfiles and, if possible, speak to people alreadydoing the type of work you are interested in.Increasingly, employers are adding case studies ofemployees to their websites, which can provide aninteresting insight into the day-to-day activities ofcertain roles.

You do not need to know exactly what you wouldbe doing but an understanding of the types ofactivities you would be involved in will help.

Ask yourself:•what does the job involve;• what skills will I need to perform the job well;• what skills, interests and motivation do I already

have for the job;• what examples can I give from work, academic

study or outside interests to show I have theskills the employer is seeking?

Knowledge about the organisationThis will demonstrate your interest and enthusiasmfor working for this particular organisation and willenable you to prepare some questions of your ownfor the interview. Most employers will expect you todisplay some understanding of their business, itssize, products/services and the sector in which itoperates. Memorising the year’s financialperformance is not necessary but it is important toread recent information about the organisation andto be aware of its competitors. Read their graduaterecruitment brochure, have a look at their websiteand, if possible, their annual report. Manyemployer websites have press archives of articlesthat have been issued by them or have appearedin the local/national press.

Questions to ask yourself:• What do I know about this organisation/

function/subject?• What attracts me to this organisation/

function/subject?• What relevant work experience/degree

modules/research project have I done?• What experience do I have of relevant technical

skills/techniques?

• What kind of training/additional skills would I liketo gain?

Make sure that you are up to date withdevelopments in the sector to which you areapplying. Is it in a state of growth or decline? Howis the market changing or developing? How areorganisations responding? Consult AGCAS SectorBriefings for an overview of a range of employmentsectors.

Current affairs/commercial awarenessWhatever the position you are applying for, don’tbe surprised if you are asked for your views oncurrent affairs and issues of the day. An interviewwon’t be a general knowledge test but you shouldhave a general idea and understanding of what isgoing on in the world at large.

Your questionsPrepare two or three questions that you wouldreally like answered. This can be a goodopportunity to reveal positive aspects aboutyourself that the interviewer’s questions may nothave elicited. Good questions to ask are those thatdemonstrate your eagerness to develop within theorganisation and take on responsibility. Questionsabout training or what the process is forprogression in the company are also a good ideabut make sure these are relevant to theorganisation (saying you would like to develop tomanaging director as quickly as possible in acompany of ten people is not realistic and may putan interviewer off). This is also a good opportunityfor you to demonstrate your research into theorganisation by asking questions about relevantarticles you may have read, for example:

‘I read in the newspaper last week that you areexpanding into Europe. Is the company thinking ofexpanding into any other markets?’

Remember:• show an interest - ask about the job,

organisation, employees, products andprocesses;

• don’t ask about pay, pensions or other perks - itis not appropriate at this stage;

• don’t ask questions that have been answered inthe graduate brochure or other literature sentout with the invitation to interview.

Remember that the interview is also a chance tofind out more about the role and the organisationso that you can make an informed decision if youare offered the job. You might want to ask:

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• How will I be assessed/my performanceappraised?

• What factors distinguish successful employeesfrom less successful ones?

• What has happened to previous post-holders interms of development?

PSYCHOLOGICAL PREPARATION

Approach the interview with confidence and apositive frame of mind. Selectors like to seeenthusiasm but will not expect a word-perfectperformance; if you make a mistake, just forget itand move on.

If you are very nervous, you may want toinvestigate ways to relax before your interview.• Try visualisation exercises as part of your

preparation. Relax and visualise yourself beingenthusiastic and successful at the forthcominginterview. Preparing yourself for success canmake success a more likely outcome.

• Try positive affirmations to eliminate anynegative feelings. Identify your main concernabout the interview (eg ‘everyone else will bebetter than me’) and write yourself a positivestatement, in the first person and in the presenttense, to address it. You might try ‘I am thestrongest candidate for the job’. Relax and sayyour positive affirmation to yourself – out loud ifyou can – at the start of the day and repeat itwhenever you are feeling nervous.

THE INTERVIEW ITSELF

The fact that you have been invited to interview isa sign that the selectors are already impressedwith what you have to say. The next step is toshow them that you are as good as yourapplication has suggested.

FIRST IMPRESSIONS

First impressions are important. An interview maylast for 30 minutes or more but studies haveshown that someone forms judgements about youwithin four minutes of meeting you and that thesejudgements affect their subsequent impressions.Research shows that first impressions are made upof the following:• 55% visual impact, ie dress, facial expressions

and body language;• 38% tone of voice;• 7% from what you actually say.

All is not lost if you are very nervous at the outsetbut try to create the best first impression you can– a warm smile and firm handshake will help.

BODY LANGUAGE

Body or non-verbal language might be defined as‘what we say without saying anything’. Much of theimpact you create at interview is based on yourvisual and non-verbal presentation.

Non-verbal presentation is composed of:• how you look - see ‘Practical preparation’

above; • how you walk, sit, act - sit reasonably upright

– slouching or leaning too far back in your chaircan give the impression that you are too casualabout the whole thing. If you tend to flap yourhands around a lot when you speak, try to holdthem together. However, don’t cross your armsas it can make you appear defensive. Moderatehand movements are perfectly acceptable andcan enliven the conversation;

• eye contact - good eye contact is essential andis an excellent way of conveying your interest inthe job. Looking downwards or at anything otherthan the interviewer can make you appeardisinterested and insincere. Maintaining goodeye contact can also help you gauge theinterviewer’s reaction to what you are saying (tosee whether you should be expanding on youranswers). With panel interviews, the best adviceis to look at and answer the person asking thequestions, with a glance from time to time atthe other interviewers;

• the style, tone and delivery of your voice -try not to talk too fast and keep your tonemoderate. This can be difficult when you arenervous but take a deep breath before you startto answer a question and work on keeping youranswers concise. Rehearse your answersbeforehand and monitor your speed and tone.Don’t use slang and watch out for too many‘ers’ and ‘ums’. Practising beforehand,especially in front of someone else, can helpyou identify any bad habits;

• how confident you appear to be - try to relax.An interview is also about deciding if you will fitinto the organisation so try to smile andestablish a rapport with your interviewer.

THEIR QUESTIONS

With thorough preparation, you are in a goodposition to respond effectively to questions anddisplay knowledge of yourself, the job and the

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organisation to which you are applying. Rememberthat some interviewers may be inexperienced anduntrained; not only does this mean that they maybe nervous too but also that they may not be bestplaced to get the best out of you. You need tomake sure you are providing all the informationthey require.

The following points may help:• Be prepared to talk - avoid yes/no answers

and expand as often as possible. Don’t,however, over-communicate; it can be temptingto talk too much. Don’t talk yourself out of a jobtrying to fill silences left by the interviewer! Takeyour cue from the interviewer and, if you are notsure that they have heard enough, ask if theywould like you to continue.

• Ask for clarification if you need it - this notonly helps you to answer the question asked butalso demonstrates confidence and control.

• If you need a moment’s thinking time, takea sip of water, if available - this will provideyou with an opportunity to think.

• Use examples from several differentexperiences, rather than concentrating on justone aspect of your life.

• Be positive - don’t use the word ‘but’. Manypeople play down good experiences, sayingthings like: ‘yes, I have worked as part of a teambut that was only in a bar at weekends’. A morepositive summary would be: ‘I worked in a busybar at weekends with three other staff and weneeded to work well as a team in order to keepthe queues down and keep our motivation up’.

• Be yourself - if you adopt a new persona forthe interview, the result is likely to be insincereand transparent. Even if you are offered the job,you may find later that it’s not right for the ‘real’you.

• Remember that honesty is the best policy. Ifit is discovered at a later stage that you havebeen dishonest, you could be dismissed.Admitting to a period of poor motivation duringyour A-levels shows more integrity than blamingsomeone else for your grades. Don’t feel thatyou should cover up incidents like this, ratherpresent them as positive learning experiences.

Difficult questionsYou may feel that there are certain questions thathave the potential to flummox you. These mayinclude questions that appear to be an invitation toshoot yourself in the foot and those asking you tothink about yourself in a different way, such as:• what is your biggest weakness;• what would you say has been your greatest

failure;

• how would your friends describe you;• if you were an animal/biscuit, what would you

be?

One of the reasons that questions like these areasked at all is to see how you react. Relax, behonest, keep in mind the points that you want tomake about yourself and turn the matter aroundso that you can emphasise the positive whilstminimising weaker areas. In answer to the firstquestion, you might say that you tend to be aperfectionist, which can cause time managementproblems but that you have realised this and nowensure you allocate your time effectively to meetdeadlines.

The same strategy can also be used with questionsasking you to think about yourself in a differentway. It is unlikely that your friends would highlightall of the strengths that you would like to lay claimto but the question focuses very much on yourrelationships with other people. Your answer couldcover your loyalty, your understanding or yourreadiness to help. The problem is that it issometimes difficult to say things like ‘my friendsthink I’m loyal…’ without sounding presumptuousand you may find it easier to preface these glowingattributes with, ‘I think that my friends wouldsay…’ or ‘I hope that my friends would say…’.

‘Just be yourself. Don’t be scared of makingmistakes. They want to hear your thoughtprocesses and are looking for potential rather thanperfection.’ (PhD student, Newcastle University)

Don’t let the interviewer get personal. Recruitersare subject to legal action if they discriminate onthe grounds of gender, race, religion or disability.You should politely decline to answer personalquestions where personal subjects have norelevance to the job.

POSITIVE ENDINGS

This is the chance to ask those questions youprepared earlier. If the opportunity is not offered,assert yourself politely and say you have a numberof things you would like to raise and ask if this isthe appropriate time to do so. If it feels right toyou, thank the interviewer and reiterate yourenthusiasm for the job for which you have applied.Always end the interview on a positive note.

What next?If it has not been made clear when they expect tolet you know the outcome, ask!

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Some companies run a series of extendedselection procedures, called assessment centres,each lasting one or two days or sometimes longer.Usually, these are after the first round of interviewsand before the final selection but they can be usedas an initial selection process. They are commonlyheld either on employers’ premises or in a hoteland are considered by many organisations to bethe fairest and most accurate method of selectingstaff. This is because a number of differentselectors get to see you over a longer period oftime and have the chance to see what you can do,rather than what you say you can do, in a varietyof situations.

Assessment centres typically include a number ofelements:• Social/informal events, where you could meet a

variety of people, including other candidates, theselectors, recent graduates and seniormanagement. This is presented as anopportunity for you to find out about theorganisation and to ask questions in a morecasual setting. These events may appearinformal and not part of the true assessmentprocedure but you should behave in a way thatreflects well on you. You should certainly avoidany excesses of food, behaviour and, especially,alcohol.

• Information sessions, which provide more detailsabout the organisation and the roles available.Listen carefully, as the information provided islikely to be more up to date than your previousresearch. If you are unclear about anything, ask.It is useful to have a question prepared forthese sessions but make sure that the answerhas not already been covered. Askinginappropriate questions just to get noticed willnot impress the selectors.

• Tests and exercises designed to reveal yourpotential. Selectors at assessment centresmeasure you against a set of competencies andeach exercise is designed to assess one or moreof these areas. Don’t worry if you think you haveperformed badly at any stage; it is likely that youwill have the chance to compensate later on.Also, remember that you are being assessedagainst these competencies and not against theother candidates so, rather than trying tocompete against them, make sure that youdemonstrate the qualities the organisation isseeking.

In preparation, watch the AGCAS DVD SelectionSuccess in One, available in your careers service.

You could also ask if your careers service deliversaptitude tests or runs presentation skillsworkshops. Researching employer files forinformation about exercises used in the past isalso a good idea.

If you have a disability that may affect yourperformance in any of the exercises mentioned,you should discuss the matter with the employerbefore attending the assessment centre.

‘The idea is to get additional information fromcandidates that you can’t test at an interview. Weanalyse how people handle tests under pressureand their ability to talk through problems. We’relooking for potential.’ (Recruitment partner atPricewaterhouseCoopers)

INTERVIEWS

You are still likely to encounter either a one-to-oneor panel interview at assessment centres. Theseare likely to probe any weaker areas that may haveemerged at a first interview. Interviews at thisstage are likely to be more in-depth than thoseyou experienced during the first stages of selectionand could be with someone from thedepartment/division to which you are applying oreven with a potential future colleague. Questionsmay refer back to your first interview, toassessment centre activities or to aptitude testresults. You should be prepared to be challengedon your answers but keep calm, consider youranswers and avoid being defensive. You may beasked many of the same questions that you wereasked at the first round. Treat this subsequentdiscussion independently – don’t assume that yourinterviewer is familiar with the answers you gave atan earlier stage.

PSYCHOMETRIC/APTITUDE TESTS

Aptitude testsThese are timed tests, taken under examconditions, designed to measure your intellectualcapacity for thinking and reasoning, particularlyyour logical/analytical ability. Increasingly,organisations are using these tests at a muchearlier stage in the selection process and you maynot be tested at the assessment centre itself. Thetests are designed for specific roles and are meantto be challenging but you won’t be expected tohave prior knowledge or experience of the role for

3 Assessment centres

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which you are applying. Accuracy is moreimportant than speed. Most tests are multiplechoice and designed so that very few candidatesboth finish and get the correct answers. Samplequestions may arrive with your letter of invitation.

If English is not your first language or if you aredyslexic, you are advised to declare this before thetest, as the organisation might be able to allowyou extra time or grade your results moreappropriately. Test materials can be adapted forthe visually or hearing impaired but you need toalert the assessors to your circumstances inadvance.

Practice tests are available on a number ofwebsites (see chapter 6 ‘Information sources’ atthe end of this booklet) and may also be availablethrough your careers service.

Whatever your prior test experience:• careful attention to the instructions;• ask for clarification if you don’t understand

something;• work as quickly and as accurately as you can;• skip over any questions you get stuck on;• make sure that you record your answers in the

correct boxes;• get used to working without a calculator (you

may not be allowed one) and revise basicmathematical operations if you haven’t donenumerical work for a long time.

Personality inventoriesThese assess your personality and how you mightreact in different situations. They are not usuallytimed, have no right or wrong answers and areoften used to see if you would fit into the companyculture and can identify a working situation thatwould suit you. You cannot practise for these testsbut you should answer honestly and avoid trying tosecond-guess ‘correct’ answers.

CASE STUDIES

In these exercises, you are given a set of papersrelating to a particular situation and asked to makerecommendations in a brief report. The subjectmatter itself may not be important; you are beingtested on your ability to analyse information, tothink clearly and logically, to exercise yourjudgement and to express yourself on paper.

‘The exercise was very time-pressured and I madethe mistake of reading all the information givenbefore starting to write anything down. I got the

impression that not all the information wassupposed to be relevant and that they were testingour ability to sift through written material to extractthe most important things.’

IN-TRAY EXERCISES

These are business simulation exercises in whichyou are given a heaped in-tray or electronic in-box,full of e-mails, company memos, telephone andfax messages, reports and correspondence,together with information about the structure ofthe organisation and your place within it. You areexpected to take decisions: prioritise yourworkload; draft replies; delegate tasks; recommendaction to superiors; and so on. Designed to testhow you handle complex information within alimited time, the exercise allows you todemonstrate your organisational and planningskills. Some employers also want to know why youhave made certain decisions and may ask you toannotate items in the tray or discuss yourdecisions later.

GIVING PRESENTATIONS

Some employers will ask you to prepare a shorttalk for presentation to other candidates and/or theselectors. You may be asked to bring a preparedpresentation to the assessment centre but usuallyit must be produced on the day. You could begiven a topic for discussion or have completely freechoice; it can be worthwhile to have a briefpresentation on a familiar subject alreadyprepared. Either way, avoid talking about anythingtoo commonplace or technical and remember thatyou could be asked supplementary questions so itneeds to be a subject on which you have furtherinformation to hand. The subject matter is notnecessarily important – the organisation wants toknow that you can structure and communicateinformation effectively.

Take note of the following advice:• Plan your presentation along A-B-A lines:

highlight what you’re going to tell them; tellthem; and then summarise what you’ve toldthem.

• Limit yourself to no more than six mainmessages.

• Pitch the level of your talk at an appropriatelevel for your audience.

• Don’t give too much detail.• Support ideas/themes with anecdotes,

examples, statistics and facts. • Use humour appropriately.

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• Aim for a conversational delivery and talk fromnotes, rather than memorising or reading from ascript.

• Make eye contact at some point with allmembers of the group and talk to them, not atthem.

• Keep to time – bear in mind that your nervescan speed you up or slow you down on the day.

• Speak clearly, don’t gabble or mumble and talklouder than you think necessary.

• Be aware of your body language and don’t fidgetas you talk.

• Try to get someone to listen to your presentationbeforehand so you know if you have anyannoying habits or if you repeat certain words(‘OK’, ‘er…’, ‘um’, etc) too often.

• If you are using a laptop or data projector, avoidwalking in front of the screen or reading thetransparencies to your audience – refer to themby all means but let them illustrate/backup/summarise what you are actually saying(images are generally more effective thanwords).

• Handle any questions using the mnemonic,TRACT: Thank the questioner; Rephrase thequestion for the rest of the audience; Answerthe question; Check with the questioner thatthey are satisfied; and Thank them again.

If you have been asked to prepare a presentationbeforehand, make sure that you do – evenconfident presenters come unstuck if they havenot prepared sufficiently.

GROUP ACTIVITIES

Most graduate jobs involve working with otherpeople and most assessment centres involve asubstantial element of group work. Whether youhave to complete a practical task or take part in adiscussion, the selectors are looking for your abilityto interact with other people. Remember that goodteam working is not always about getting yourideas taken forward but listening to, and using, theideas of others too.

Here are a few tips:• Get a good grasp of any information you are

given but don’t waste time on minute details.• In light of the information given, decide

objectives and priorities, make a plan and followit.

• Be assertive and persuasive, yet diplomatic.• Remember that the quality of what you have to

say is more important than the quantity.• Actively listen to what everyone has to say,

through nodding, smiling and eye contact – try

to get the best contribution from everyone (don’tassume that quiet members have nothing tocontribute).

• Find a balance between advancing your ownideas and helping the group to complete thetask set.

• Keep your cool and use your sense of humour,where appropriate.

• Make sure the group keeps to time.

Don’t be distracted if a member of the groupdominates the conversation, not allowing anyoneelse to have a say. The worst way to deal with thisis to try and compete by shouting over them. Agood way of dealing with the situation is to listento their views and then suggest that othermembers may have input too. Even if this doesn’tstop them, the selectors will have picked up onyour efforts to try and include all members of theteam, which will reflect well on you, much more sothan trying to make your voice heard for the sakeof it.

Practical tasksYou may be asked as a group to use equipment ormaterials to make something (how to move a golfball from one table to another using a paper clipand pipe cleaner, for example). The selectors aremore interested in how the group interacts than inthe quality of the finished product. They will alsobe assessing your planning and problem-solvingskills and the creativity of your individual ideas. Aswith any group activity, get involved (however sillyyou consider the task to be).

Discussions and role playsYou may be asked to take part in a leaderlessgroup discussion or in a role-playing exercisewhere you are given a briefing pack and asked toplay a particular part. The assessors are looking foryour individual contribution to the team, as well asyour verbal communication and planning skills.

‘Everyone was given a different company torepresent, all of which wanted money from acentral charity fund. We had to hold a boardmeeting to decide who was worthwhile in the area(we were given some information about this), whomet the criteria and how much to give everyone.’

WHAT NEXT?

For most candidates, an assessment centrerepresents the final round of selection activity,although some employers might invite you back foranother interview or round of interviews. It is

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normal for an organisation to let you know whenthey expect to have made a decision and how youwill be notified but don’t be afraid to ask if this hasnot been made clear.

A TYPICAL EMPLOYER’S ITINERARY

The following outlines a major graduate employer’stips and advice for assessment centres.

Preparation• Visit the website and read our recruitment

brochure and any other recent/availableinformation.

• Draw up a list of your main strengths,particularly those you feel may be applicable tothe area for which you have applied.

• Consider any areas of potential improvementand think about how you will address them.

• Think of questions you may want answered atthis stage.

• Plan your journey carefully so that you arrive ingood time for the start of the assessmentcentre.

• Try to converse with other candidates – pre-existing relationships can help in groupexercises.

What to expect• You will be one of six to eight candidates and

there will be four assessors – these are usuallymanagers from the department/division to whichyou have applied.

• You will be interviewed, asked to take part in anumber of exercises and given a numericalreasoning test. The exercises will be based onthe type of work for which you have applied.

• The exercises, usually undertaken with a numberof other candidates, will take the form of an in-tray or case study exercise, a presentation and agroup discussion.

• At the end of the assessment, we will ask youfor feedback on the process. This will not impacton any decisions we make about yourperformance and we encourage honesty in yourcomments.

Your performance• You do not need to prepare for the assessment

centre. We are not assessing what you know buthow you think. Be yourself (at your best).

• Listen carefully to the instructions given to youat the start of the day and always read theinformation you are given thoroughly.

• Not everyone is good at certain exercises butremember that the assessment centre will giveyou a number of chances to show your strengthsand meet our criteria.

• Remain focused and motivated for the wholeday. You will find it tiring but we will beassessing your level of motivation throughout.

• You are not in competition with the othercandidates but with pre-determined criteria; it isquite possible that every candidate will achievethe necessary standard, in which case offers willbe made to all.

You will learn...• how you react in different situations. You may

identify previously unidentified strengths;• about the company. Recruitment is a two-way

process. You will have the opportunity to talkwith the assessors and to meet a number ofyoung graduates with whom you can talkinformally over dinner (the dinner is not part ofthe assessment but will give you a chance tolearn what life in the company is like andwhether it is for you);

• about the activities in which you may beinvolved if you are offered a position with us –the assessment is loosely based on samples ofreal work.

CriteriaWe will assess your performance against pre-determined criteria that we have identified asbeing important in our organisation:• interpersonal skills;• team working skills;• communication skills - both written and oral;• leadership skills;• time-management skills;• listening skills;• motivation and enthusiasm;• data analysis skills;• decision-making skills;• influencing skills;• creativity;• integrity;• initiative.

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4 Interview problemsNOT GETTING INTERVIEWS

If you are concerned about not being invited forinterview, you should critically review your CV,application forms and covering letters. Are youmaking it clear that you know what the jobs youhave applied for involve? Have you a clear pictureof the sort of person employers are seeking? Areyou being unduly modest about youraccomplishments? Have you been focused enoughin your approach or have you, at a more basiclevel, not really thought hard enough about whatyou want to do?

You cannot change your history but you can:• expand, rearrange or alter the emphasis of your

applications (read the AGCAS informationbooklet Making Applications for more detailsabout writing successful applications);

• get more relevant experience by enrolling onnew courses, taking part in voluntary activities orfinding a temporary job;

• make an appointment to see a careers adviserto discuss your concerns.

If recruitment in your chosen profession or industryoperates through a network of contacts, you mayhave to consider starting at a more junior levelthan you would normally expect in order to find outabout potential openings.

GETTING FIRST INTERVIEWS BUT NOTSECOND INTERVIEWS OR OFFERS

If you are getting invited to interviews you canassume that, on paper, employers consider youcapable of doing the jobs for which you have applied. However, once at interview, their opinion

has somehow changed. Are you able tosubstantiate in person the messages given in yourapplications? Are you presenting a professional,confident image at interview? Look again at thesections in this booklet on preparing for interviewsand ask yourself whether you have been makingadequate preparation. Be honest with yourself –replay in your mind some of the answers you gave,particularly the ones you found difficult andconsider whether you are actually pursuing theright career.

It is always worth asking an organisation forfeedback after an interview; at worst they will sayno and at best you will receive a critique of yourperformance. It may be that the impression thatthe interviewer formed of you strikes a chord withyour own reflections but it may be that they haverejected you on entirely different grounds, whichyou can try to address. If it isn’t immediatelyobvious how you can improve your performance infuture interviews, visit your careers service and seeif an adviser can run through a mock interview withyou so that you can discuss where you’re goingwrong.

GETTING TO SELECTION CENTRES BUTNOT GETTING OFFERS

It is worthwhile making some notes of your own,while they are still fresh in your mind, about areasin which you did well at the assessment centreand areas where, in retrospect, you could havedone better. Most employers will also give youfeedback on your performance. If you were facedwith a similar situation again, would you reactdifferently? How could you demonstrate thequalities they want?

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5 OffersWHAT CONSTITUTES AN OFFER?

Put simply, an official offer of employment comesin the form of a letter or document inviting you toaccept a specific post, which should be signed bysomeone in authority, eg a manager of theorganisation. It is possible that you will receive atelephone call to offer you the job in the firstinstance or be told on the day of your interview butremember that until you receive something inwriting, the offer is not legal. A formal written offershould include the following information:• Your name and the name of the employing

organisation.• The date of the offer.• The job title and department/location.• Salary details.• Period of notice required for either party to end

the contract.• Your start date (it may state that this is

negotiable).

It may also give:• your hours of work;• your holiday entitlement;• details about pension schemes, bonuses, salary

reviews, company car schemes and otherbenefits.

If there is additional information you feel you needbefore accepting the job, you should make contactwith your prospective employer as soon aspossible.

ConditionsThe offer may be conditional upon a number ofthings:• satisfactory references from your nominated

referees;• a satisfactory medical examination, either

because of the nature of the work or as ameans of meeting the requirements of thecompany’s pension scheme;

• a specific classification of degree, either as arequirement of the employer or an associatedprofessional body if professional training is partof the job (if you don’t make the stated grade,don’t assume that all is lost but contact theemployer to discuss the situation);

• satisfactory completion of a probationary period(the duration should be specified);

• acceptance by a given date (this can poseproblems if you have other applications in thepipeline - see ‘Making a decision’ below).

MAKING A DECISION

TimingA common problem for finalists and graduates canbe the timing of offers. The employer of yourdreams is running late in completing its selectionprocess but you have had an offer from another,less preferred, organisation. Should you cut yourlosses and secure the offer you have or take arisk, turn it down and wait for the one you reallywant?

The following pointers may help.• It is worthwhile going to see a careers adviser to

re-examine your options and weigh up the prosand cons of each. Think beyond starting salariesand look at the total packages being offered:firm ‘A’ might offer you a generous joining bonus;firm ‘B’ may offer better training and prospects.

• Contact your preferred employer and ask how farthey have proceeded with your application andwhen you are likely to hear of their decision.

• Contact the employer who has made you theoffer and ask if they are prepared to extend theacceptance date.

Above all, don’t accept an offer that you feelunhappy about; you secured one offer – you cando it again.

It could be that you have an interview approachingwith an employer who you view on equal groundsto the one who has made you the offer but wouldstill like to go to the interview to find out more.Explain to employer ‘A’ that you have anotherinterview and, in order to make an informeddecision, you would like to attend. You can’tstretch their patience forever – they need to knowyour decision so that they can offer the position tosomeone else, if necessary – but as long as youkeep them informed and do what you can to reacha decision quickly, they should be happy. If theinterview with employer ‘B’ is several weeks away,you could contact them explaining that you havereceived another offer and ask if the interview canbe moved forward.

It’s worth bearing in mind that it can cost acompany over £10,000 to recruit a singlegraduate so it is important for recruiters to securethe right candidate. If you are pressured intomaking a decision quickly, ask yourself whetheryou want to work for a company that is asking youto make a hasty and ill-informed choice.

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Multiple offersIf you are fortunate enough to have several offersand there appears to be little between them, youmay need to revisit your original list of needs.Measure these against things like location,company culture, approach to training, how youfelt at interview, etc. It is worth trusting yourinstincts but you still have time to do some extraresearch if it will help you make a better decision.

Try to answer these questions:• What are the responsibilities, pressures and

demands, both intellectual and physical, of eachjob?

• Does the work that you will be expected to doconflict with your values?

• Will you be given training? Few employers expectyou to be 100% effective from the start andmost expect to train you while you are workingfor them. What form will the training take? Whopays the fees? Is study leave given whereappropriate?

• What will the salary be? How much of yoursalary will be commission/performance-based?Are there overtime payments? What are theopportunities for promotion and salaryincreases?

If you accept a job and later find you have madethe wrong decision, all is not lost. Applying forother jobs in light of this experience and with agreater knowledge of your needs, skills,experiences and values, usually results in apositive outcome.

ACCEPTING OR DECLINING AN OFFER

Accepting an offerA contract of employment has two parts: the letteroffering you the job and your letter of acceptance.

Write to thank the person making you the offer,using any reference number they have given andenclosing any information that has beenrequested. You should also mention the date ofthe letter and quote the full job title and startingdate, if stated. Accept the offer and say that youare looking forward to starting work with theorganisation. Keep a copy of this letter as, alongwith their letter, it forms your contract ofemployment. As the word ‘contract’ implies, byaccepting the offer you are making a legalundertaking. You should not accept a job with theintention of rejecting it later if something betterturns up.

Declining an offerIf you decide that the job is definitely not for you,write back, thanking the organisation for the offerand politely decline it. You might find yourselfworking with or applying to that organisation againat a later date so it is worth remaining on goodterms. Send the letter as soon as possible so thatthey can offer the job to someone else.

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BIBLIOGRAPHY

AGCAS and Graduate Prospects products areavailable from higher education careersservices.

AGCASInformation booklets:Job Seeking Strategies; A Level Playing Field;Making Applications.

AGCAS Occupational ProfilesAGCAS Sector Briefings

Videos/DVDs:The Assessment Centre; Selection Success in One;Why Ask me That?

Graduate ProspectsProspects DirectoryProspects FinalistProspects Postgraduate DirectoryProspects.ac.uk

Other publications24 Hours to the Perfect Interview: Quick Steps forPlanning, Organizing, and Preparing for theInterview that Gets the Job, McGraw-Hill, 2004Ace Your Case: Consulting Interviews, Wet FeetPress, 2005All About Psychological Tests and AssessmentCentres, Management Books 2000, 2004 Beat the Street: The Wetfeet Insider Guide toInvestment Banking Interviews, Wet Feet Press,2002The Complete Q & A Job Interview Book, Wiley -John & Sons Ltd, 2004First Interviews - Sorted!, GTI Specialist Publishers The Graduate Psychometric Test Workbook, KoganPage, 2005Great Answers to Tough Interview Questions, KoganPage, 2005How to Master Psychometric Tests, Kogan Page,2004

How to Pass the Civil Service Qualifying Tests,Kogan Page, 2003How to Pass Professional Level Psychometric Tests:Over 500 Practice Questions, Kogan Page, 2004How to Pass Technical Selection Tests, KoganPage, 2005How to Pass Verbal Reasoning, Numerical and IQTests, Kogan Page, 2004How to Succeed at an Assessment Centre, KoganPage, 2001More Best Answers to the 201 Most FrequentlyAsked Interview Questions, McGraw-Hill Education,2001Perfect Interviews, Random House, 2003Successful Interviews Every Time, How To BooksLtd, 2004Successful Interview Skills: How to Present Yourselfwith Confidence, Kogan Page, 2002Vault Guide to the Case Interview, Vault, 2002

WebsitesASE-solutions.co.uk, www.ase-solutions.co.uk/support.asp?id=62Psychological Testing Centre (British PsychologicalSociety), www.psychtesting.org.ukCareer Demon, www.careerdemon.comCareer Development Profiler, www.testing-direct.comEducational Testing Service, www.ets.orgGraduate Management Admission Council,www.gmac.comKeirsey temperament tests, www.keirsey.comMorrisby, www.morrisby.comOutofservice, www.outofservice.comShldirect.com, www.shldirect.comTeam technology, www.teamtechnology.co.ukWet Feet, www.wetfeet.comWindmills Programme,www.windmillsprogramme.com

ADDRESSES

SKILL (National Bureau for Students withDisabilities), Chapter House, 18-20 Crucifix Lane,London SE1 3JW Tel: 020 7450 0620www.skill.org.uk

6 Information sources

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ChecklistWhat should you do next?

Check the websites, contacts and publicationslisted at the back of this booklet.

Look at the other AGCAS publications listed at thefront of this booklet.

Speak to a careers adviser in your HE careersservice for more help and information.

Browse the prospects.ac.uk website for graduatecareers information.

www.prospects.ac.uk Job vacanciesCareers guidanceWork experience

Find it all on the UK's officialgraduate careers website

Jobs on the net!

visit www.prospects.ac.uk the UK’s official graduate careers website

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Options

Sector Briefings

Occupational Profiles

Special Interest Series

Country ProfilesDetails for working and studying in over 50 countries around the world,including the job market, visa requirements and vacancy sources.www.prospects.ac.uk/links/Countries

Information on job hunting, applications and interviews, postgraduatestudy, changing your course, using your languages and what to doafter your course.www.prospects.ac.uk

Focusing on over 400 different types of jobs, with details of entryrequirements, salary ranges, typical employers and vacancy sources.www.prospects.ac.uk/links/Occupations

Overviews of the key job sectors, providing an insight into the culture,tips for entry and progression, and examples of typical jobs andleading employers.www.prospects.ac.uk/links/SectorBs

Ideas of what you can do with your subject of study, with details of skillsgained, jobs related to your degree, further study and other options.www.prospects.ac.uk/links/Options

Guide to AGCAS information on prospects.ac.uk

(A4 sheets)

(A5 booklets)

(A4 sheets)

(A5 booklets)

(online only)

SI/03-N/05

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