Over the course of my 20 years in People and Talent management, I have been involved in countless interviews, both directly and alongside hiring leaders. I have had the privilege of interviewing prospective new hires as well as existing employees across the globe. The varying levels of preparedness among candidates, regardless of whether they are new applicants or internal candidates, is always striking. For the purposes of this discussion, I will focus on new joiners seeking to enter an organization, with a follow-up discussion dedicated to internal candidates.
In today’s world, where information is readily accessible through technology, the internet, and various apps, there is no excuse for being unprepared for a scheduled interview. Despite this, it is surprising how many candidates still come to interviews underprepared, across all professional levels. It is equally surprising to see the overstatement of skills on resumes, as individuals often rely on AI tools to enhance their resumes without ensuring the accuracy of the information provided. This highlights the need for candidates to take the time to present themselves genuinely and accurately.
Some of the most common areas where I have observed candidates being underprepared include a lack of knowledge about the organization’s financial performance, understanding of key competitors, awareness of what distinguishes the organization from its peers, and insights into potential opportunities for the organization to achieve quick wins in the marketplace. Additionally, many candidates fail to research the backgrounds and experiences of the hiring leaders and their teams, as well as the executive leadership of the organization.
When it comes to discussing their own experiences during the interview process, many candidates fail to effectively articulate their responses using the Situation, Task, Action, and Result (STAR) method. It is important to remember that organizations seek clear, relevant examples that demonstrate your qualifications for the role. Be prepared to answer questions such as, “Can you provide an example of a situation where…?” These questions are designed to elicit specific details about your experiences and their outcomes. Additionally, be ready to discuss what you learned from each situation and what you would do differently, if given the chance, and why. This helps assess not only your job-related skills but also your emotional intelligence and how well you align with the organization’s values and culture.
While the organization is assessing your suitability for the position, it’s equally important for you to conduct your own due diligence. Understand the company’s financial performance, how it ranks compared to its industry peers, and what its values and culture are like. These are crucial aspects to inquire about during your interview to gain clarity and confidence in your decision-making. Remember, this is your opportunity to determine if the company is the right fit for you. Don’t hesitate to ask critical questions of all interviewers, as failing to do so can make you appear disengaged. An interview is a two-way process where both parties evaluate each other.
