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This booklet is a brief summary of:
¦Types and styles of interviews and
¦Exercises included in assessment centres
It aims to help you think about and prepare for these events. There are no hard and
fast rules about how to prepare or perform successfully; however, there are some
general pointers that should help you.
Although every effort has been made to ensure the information in this handout is
accurate and up-to-date, each organisation determines its own selection methods.
You are strongly recommended to conduct your own research and formulate your
own
strategies for succeeding in the selection process and to seek further guidance from
a
careers adviser.
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Interviews have several purposes:
¦To predict a candidateƞs future job -performance and behaviour
¦To enable the interviewers to focus on aspects of behaviour and performance
that are difficult to address by other selection methods
¦To inform the candidate about the duties, responsibilities and expectations of
the post-holder and explain the terms and conditions
¦To provide an opportunity for the candidate to ask questions about the job and
organisation
¦To provide an opportunity for the candidate to sell themselves and negotiate
roles and terms and conditions
¦To select the right candidate for the job
¦To create goodwill and to present the empl oyer in a good light
Any interview can be nerve racking! But the more you know about the process and
the organisation, the more confident you will be.
There are several different types of interview format:
Telephone Interviews
In the first or second stage of the recruitment process, employers are increasingly
using telephone interviews. The disadvantage of this is not being able to see the
interviewer and vice versa; there are no visual cues to pick up on. Clarity of oral
communication and tone of voice bec ome essential in this process. Since it is most
often used by employers to narrow the field of candidates, it can be one of the most
challenging aspects of the job search process. However, if you take it seriously,
prepare thoroughly, listen carefully and respond effectively, you should achieve the
objective of getting a face -to-face interview.
An initial telephone contact will validate statements made on your CV or application
form, and be used to assess your personality, oral communication skills, and lev el of
interest in the employer and the opportunity.
Always answer the phone in a professional manner ƛ you never know who is calling.
Make sure that any answerphone message projects a professional image.
6?
Ideally use a landline to avoid problems with mobile phones.
Have your CV by the phone and a list of points you would like to make and
questions
to ask.
Have a glass of water nearby and be ready five minutes early.
Be in a quiet place.
Sit or stand with good posture: although your interviewer cannot s ee you, these
things affect the quality of your voice and the image you project.
Speak slowly and clearly, with moderate volume and plenty of enthusiasm, positive
energy and inflection.
After the initial introductions and pleasantries, open with a positive expression of
your
interest based on what you have learned about the opportunity and the
organisation,
then say "I am looking forward to a personal meeting with you. In the meantime,
what can I tell you about my qualifications?" Be prepared with a brief " commercial"
summarising your strengths and accomplishments, tailored to the position you are
seeking.
Use interesting, descriptive language and proper grammar - not slang ("yes" rather
than "yeah").
Avoid fillers such as "ums" and "ers". Try to avoid yes or no answers; answer in
short,
complete sentences.
Let your interviewer know you are listening. Periodically use their name (their
surname until invited to do otherwise). Say "Yes" or "I see", repeat their words, ask
follow-up questions.
Do not rush, interrupt, or contradict the interviewer. Listen carefully and make sure
you understand the question before you answer.
An excellent technique for establishing rapport is to match the interviewer's rate of
speech, volume, and pitch, obviously within your own pe rsonality range.
Compliment the organisation and its achievements (this shows you've done your
homework), and agree with the interviewer where appropriate.
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Never say anything on the telephone that you would not say in person. Don't
chitchat:
stick to business, and don't let your guard down. Never be negative about your
current or past employers.
To conclude: summarise your qualifications and ask for a face -to-face interview. Say
something like, "This seems to be an interesting and challenging oppor tunity. With
my
background and expertise, I believe I could make a valuable contribution to your
organisation. When can we meet to discuss the position in further detail?"
Remember, the best way to get a real feel for a firm is through a face -to-face
interview. Therefore, even if you are not excited about an opportunity at the end of
the telephone interview, do not jump to conclusions. It could be that the caller is not
a
good phone interviewer and you do not have all the information you need in order to
make a decision. Hence, if you are lukewarm, ask for that personal interview
anyway.
Confirm any agreements and thank the interviewer
Face-to-face Interviews
One-to-One
Of all the different types of interviews, one -to-one interviews can be the most
informal. The skill of an interviewer is to enable you to feel at ease and to talk freely
and frankly about yourself and your experiences.
Panel Interview
Several interviewers at once can often seem daunting and off -putting, but try not to
be concerned. When answer ing a question asked by one interviewer in the panel,
respond by addressing all interviewers when replying. Ensure, for example, that you
have good eye contact with them and donƞt just focus on the questioner.
Remember even though a panel may seem more for mal, it can reduce the possibility
of any unfair bias in the final decision.
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Sequential Interview
This is where you are interviewed by several people over a period of time, but only
see one or two interviewers at a time. In a sense this type of interview is a series of
mini interviews, with each one focussing on different areas of questioning.
Again this provides you with an opportunity to sell yourself to a number of different
people.
6
-Degree Interviewing
This type of interviewing tends to occur only at senior management levels. The
thinking behind it is that if the candidate was successful in being appointed to the
post, s/he would have to lead, motivate and manage a team of people. In this
interview format, the interviewers are your potential subordinates, clients and/or
colleagues. This is a way of testing your ability by involving your future staff in the
interview/selection process.
Interview Structure and Varieties of Interview Q uestion
Interviews can be structured and unstructured. The interview can be structured
around areas that are highlighted from your CV and application form or could
concentrate on pre-determined themes or areas specifically related to the post.
Alternatively, the interview can be more like a conversation, with no obvious format.
However in the interests of fair selection it is increasingly common for employers to
ask the same questions of each candidate.
Most questions fall into three basic categories: Can y ou do the job? (Skills and
experiences); will you do the job? (Personality and working styles); and will you fit
in?
(Values and ideas)
Different questioning styles and techniques may be used at different stages of the
interview; the interviewer is trying to elicit as much information from you as possible
and sometimes different techniques enable this to happen.
There are four varieties of interview question that you should be aware of, so that
your interview preparation is more effective:
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Easy and Chatty Questions
These questions are often used at the start of an interview to put you at ease.
However, it is still part of the interview, so beware - donƞt mention anything that you
may regret. Always stay positive in your responses ƛ yes you did have a good
journey!
Hypothetical Questions
Hypothetical questions are problem solving and situational questions which ask how
you would react or behave in specific situations. The situations can be non -work
related as well as focusing on the job and individual tasks.
Behavioural Questions
In these types of questions the interviewer focuses on specific incidents from your
past to hear of occasions where you demonstrated abilities and behaviours most
relevant to the post. For example:
ƠDescribe an occasion where you took a difficult decision without having as much
information as you would have liked.ơ
Follow the „ principle
„ 
Briefly give background information
Explain expectations / requirements

 
Say what your contribution was, showcasing your skills
 Indicate outcome and what you learned from the experience
The initial question may be followed by several open and probing questions such as
ƠWhat was your personal contribution?ơ but it may not, so it is up to you to give a
full
answer without waiting to be prompted.
Stress Questions
Stress questions are disparaging and aggressive. The interviewer is observing how
you
cope under pressure and deal with difficult people or situations. It is important to
remain calm and not let such techniques affect the rest of your performance.
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Preparation is essential for a successful interview.
¦Find out the format and duration of the interview or assessment day
¦Find out what you need to take with you, e.g. CV, portfolio of evidence (if
applicable), qualification certificates, passport etc.
¦Plan your transport and route
¦Organise any childcare arrangements and build a contingency plan
Review why you have applied for the job and what you want to get out of it. If you
canƞt answer these questions you will find it hard to sell yourself in the interview.
Self-reflection is a useful skill and you should have developed this when using your
ePortfolio. It will help you not only to prepare for your interview, but also to improve
your work performance.
The following questions may help you in this process:
¦Why do I want this job?
¦Why am I a suitable candidate? What can I offer?
¦What are my strengths and weaknesses? (If asked about a weakness, always
choose something which isnƞt an important criterion for the job youƞre being
interviewed for and is something you have already resolved or are in the
process of resolving, e.g. ƠMy IT skills needed to be better so I asked for help
from our Learning Support Service and Iƞve improved a lot now.ơ)
¦What are my career ambitions? (Concentrate on what you could achieve within
this organisation)
¦What do I want to get out of this job?
¦Where will the job lead me and what skills/experience will I develop?
You should have received in your application pack a job description and person
specification that details what is expected of the candidate and the skills and
qualities
needed for the post. These two documents will help you focus your preparation.
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Here is an example of a person specification:
Job Title: 

 

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Oral Communication Skills To be able to communicate effectively
with different stakeholders e.g. the
media/press, general public and
senior management
Interview
Writing and Editing To be able to write press releases,
articles, speeches, annual reports and
shareholder reports
Interview and written test
IT and Design To promote and publicise using
desktop publishing packages
Interview and IT test
Planning and Organising To be able to plan exhibitions and
press conferences
Interview
You could take each attribute in turn and think of past experience where you have
had to use these skills. For example you may have produced a student magazine at
university or organised a large social event f or the football team or been a student
representative. Think broadly. Think about what you do at university and in your
spare
time: hobbies, extra curricular activities, voluntary work, paid employment.
Donƞt be concerned if some of your experiences are no t positive. Try and turn a
negative experience around and think about what you have learned from that
situation how you would do things differently next time.
Read through your application form and CV again to familiarise yourself with what
you
wrote. Make sure you can explain in detail why you have done what you have done,
e.g. Why did you choose your degree?
Put yourself in the interviewerƞs situation and think up questions that they may ask
you and rehearse some of your replies. It can be helpful to writ e down your answers
to help you develop a structure to them and give you more confidence. But donƞt
recite your answers parrot fashion. Donƞt over prepare. It is important that your
personality comes across in the interview.
You can practise by booking a m ock interview with Careers and Employability.
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Always research the organisation before the interview. Find out as much as you can
about the job, organisation/company, market and industrial/employment sector. For
example, if you wish to be an actuary or an investment banker, read broadsheet
newspapers and journals/magazines such as The Financial Times or The
Economist.
Obtain information about the Ɲbig pictureƞ. What are the key issues facing the
financial
industry? What are the current affairs? Do you have any views? Obtain Annual
Reports
and company literature. Look at their website and browse the Internet. How is the
company performing? Is it expanding or diversifying?
Look at how the organisation functions and find out, if you can, about staff
development initiatives and new products and services that may be launched.

 
 
Extend your research to what to wear for interview. Organisations are different and
best advice is to find out how current employees dress and follow their lead, but
dress
just slightly better: you can contact the organisationƞs Human Resources department
and simply ask them. However, for most organisations you cannot go wrong by
being
conventional.
Most graduates are woefully unprepared - they feel they can "get by" with what is
already in their wardrobe. However, dressing for the world outside university is quite
different from the campus code. Itƞs important to wear business -like attire, avoiding
flashy colours, bold prints and logos. And itƞs good to carry a briefcase / folder to
hold
your CV, exam certificates etc.
Hints for Dress for Success:
Attention to detail is crucial, so here are some general tips. Make sure that:
Ú Your clothes are clean, pressed and in good condition, and that they fit
well
Ú A suit in a dark colour or pin stripe is a good example of an interview
outfit, with shirt and tie for men and shirt or top ( not low necked or
sleeveless) for women. If you dress according to your culture or religion
you can adapt accordingly.
Ú Shoes should be smart and clean, and even in hot weather women
should avoid bare legs.
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Ú Uood personal grooming and hygiene ƛ hair, fingernails, teeth and
breath etc; minimal perfume and discreet je wellery.
Ú Minimal Ơclutterơ ƛ ask if you can leave coats, umbrellas etc at
Reception.
Prepare your interview clothes the night before and try on. Don't leave anything to
chance!
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¦Leave yourself with plenty of time. Arrive at the interview 1
-15 minutes early.
¦Be polite and friendly to reception staff. It may not just be the interviewers who
are involved in the selection process; other staff may be asked how they feel
the candidates would fit into the team/o rganisation.
¦Appear keen and interested. Read organisational literature that may be in the
reception room. You may pick up more information or find a question to ask at
the end of the interview about the organisation.
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The interviewer is not just assessing you on the replies you give to the questions:
your whole manner and the way you conduct yourself will also be assessed.
It is important to have the right content in your answer but equally important is Ɲhow
you say itƞ. Structuring you answer is crucial. A reply needs to have a logical flow to
it
and a succinct summary. 3to develop a rapport with the interviewer. Avoid
criticising your present employer/university as it gives the impressio n of disloyalty or
Ɲthat you have a chip on your shoulderƞ. Be positive. If you do not understand the
question or mishear it, ask the interviewer to repeat the question or clarify it. This
shows that you have confidence and may provide the interviewer with an insight into
how you work, e.g. not assuming or rushing into something without clarifying what
exactly is required.
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Below is a list of criteria that may be assessed.
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¦Eye contact
¦Posture/confidence
¦Handshake
¦Sitting position
¦Uesticulation
¦Annoying habits
¦Smile
¦Wait until a hand is offered before you
shake hands.
¦Do not sit down before the interviewer
sits down.
¦Sit up straight and tall, hands resting
on your lap. Do not cross arms or legs,
fidget or chew.
¦Look attentive and alert.
¦Look at interviewer when being spoken
to and when replying. Occasionally
look at other panel members.
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¦Tone
¦Clarity of speech
¦Language
¦Volume
¦Speed/pausing
¦Confidence
¦Act naturally.
¦Be honest ƛ neither exaggerate nor
undersell yourself.
¦Do not interrupt the interviewer.
¦Pause and think about the structure of
the answer before replying. Remember
the power of silence. Pauses are never
as long as they feel!
¦Donƞt joke or give casual answers.
¦Be concise and answer the question.
Try not to ramble.
¦Try to sound interesting, by varying
the tone of your voice.
If you canƞt answer a question because you have not experienced a given
situation, be honest then say how you may tackle that situation if it arises. If yo ur
mind goes blank, smile and ask for clarification.
Be yourself as much as possible. The interviewer knows that interviewees are
nervous and will try to put you at ease. It is important that you do not give a false
impression in order to get the job ƛ if it does not suit your personality or working
style, then you will not be happy. The interview is a two -way process which is as
much about you finding out whether you want to work there, as it is about them
finding out whether they want you to work there.
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Tell me briefly about yourself and why you have applied for this post with us
Uive me an example of when you have worked in a team and faced a problem. What contribution
did you make in resolving this problem?
How would a friend describe you?
What motivates you?
Where do you see yourself in five years time?
What do you like and dislike about the post you have applied for?
Did your last organisation (university) live up to your expectations?
What do you expect from us?
What would your ideal job be?
Explain to me how you manage your daily workload.
How do you cope under pressure? How do you manage stress?
What has been your biggest achievement and why?
Are you a successful person?
How do you take criticism?
What management style suits you?
What frustrated you in your last job (or at university)?
What salary would you be looking to start at? (Have done your research and be realistic!)
Uive me an example of when you have persuaded a group of people to your way of thinking.
What did you do? How did they react?
Are you a leader?
Why should we offer you the job?
What do you know about our organisation/job?
What do you think about the current economic situation? Are we facing a recession?
How do you think globalisation is affecting our company?
Who are our competitors?
The NHS is facing a resourcing crisis. What are your views on the situation?
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There will be time at the end of the interview when you will b e invited to ask the
interviewer questions. You should ensure that you have enough information to
make an effective decision if the job was offered to you. Write a few questions
down before the interview. You may also think of questions during the intervie w
which relate specifically to the discussion. Donƞt ask obvious questions or questions
that can be answered by reading the organisational literature.
  
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Training & Continuing Professional
Development Pay & bonuses (unless you need clarification or
the interviewer asks your thoughts when itƞs
negotiable)
How the role might develop (especially if it is a
new role)
Holidays
Opportunities for progression Coffee breaks
Where the role fits into the organisational
structure.
Measures of performance & employerƞs
expectations.
Future of the organisation i.e. expanding or
diversifying etc.
What happens now? When will I hear of your
decision?
Family Friendly Policies & Flexitime (if this is not
stated in the terms and conditions in your
application pack)
Bear in mind that when the interviewer asks ƠDo you have any questions you would
like to ask?ơ s/he is signalling that the interview is almost over. If your questions
have
already been answered itƞs fine to say something like, ƠNo thank y ou, you have
answered my questions during the interview. I look forward to hearing your decision
in due course.ơ If you do ask questions, limit yourself to two or three priority
questions.
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You should hear whether you have been successful within a few days. If you receive
a
phone call always ask for feedback on your interview performance. This will enable
you to address areas for improvement for your next interview. If you receive a letter
in the post informing you that you have not been successful, telephone to request
feedback. Some organisations may ask you to put your request in writing and then
provide feedback in writing. Organisations have different procedures and may prefer
to write feedback rather than communicate feedba ck orally, for record purposes and
to protect them from any unfair claims of discrimination or inequality of opportunity.
However, if you do feel that you have been discriminated against seek legal advice
or
contact your local Citizens Advice Bureau.
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-
Below are some examples of useful resources to help you prepare for your interview.
The books can be found in Careers and Employability and DVDs are available on
IBIS
in the Careers and Employability area.
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http://www.prospects.ac.uk
http://www.alec.co.uk
http://www.handlingtoughjobinterviews.info/
http://www.succeedingatinterviews.info/
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AUCAS (2

) ƠUoing for Interviewsơ
Yate, Martin John (2

) ƠUreat Answers to Tough Interview Questionsơ (Kogan Page)
Jay, Ros (2

) ƠBrilliant Interview: What Employers Want to Hear and How to Say Itơ
Williams, Lynn (2

) ƠThe Ultimate Interview book: Make a Ureat Impression and Uet That
Jobơ
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£„" Selection Success in one (AUCAS)
Making an Impact: The Uraduate Job Interview (AUCAS)
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Employers often use assessment centres to select potential employees. They often
occur during the second and third stage of the recruitment process. They can be
used
to reduce a large number of applications to smaller numbers of suitable candidates
before conducting a final interview. An assessment centre is not a place but a
collection of several exercises and tests and can last one or two days.
Assessment centres use standardised and objective methods to prov ide an overview
of your strengths, weaknesses, skills and attributes. You have the opportunity to
demonstrate a range of abilities in a variety of different situations.
Psychometric Tests
Psychometric tests are scientific and provide an objective measureme nt of different
aspects of your mental performance under exam or controlled conditions. Your
results
are compared to those of a normative group for comparison to identify whether they
are above or below average. Personality tests are also used by other pro fessionals
such as careers advisers and trainers, for staff and career development purposes.
Psychometric tests should be administered adhering to professional codes of conduct
such as confidentiality, providing feedback on results, test conditions, making special
arrangements for conducting tests for those who require it, and inviting and
informing
candidates of the types of tests to be conducted in a reasonable time frame.
Potential
candidates are encouraged to contact the test suppliers for more information.
There are several different types of psychometric tests:
Aptitude Tests
Measure your capacity to carry out a task or activity. The test identifies your future
potential and its content may not obviously relate to the job for which you are
applying.
Attainment Tests
Measure your ability to use knowledge and expertise that you already possess. The
tests could relate to specific tasks or professional knowledge such as IT applicatio ns.
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Ability Tests
Measure one or more from four main ability categories:
¦Cognitive (critical reasoning)
Ú Abstract
Ú Verbal
Ú Numerical
Ú Perceptual
Ú Spatial
Ú Mechanical
¦Psychomotor (hand-eye coordination)
¦Physical (strength and stamina)
¦Sensory (vision, hearing, etc.)
Personality Questionnaires
Personality tests identify the characteristics of different personality types. There are
no right or wrong answers. The results will be compared with a list of qualities,
attributes and behaviours required by the organisation or occupation. The purpose
of
such a test is to see whether a person will fit into the environment, culture, and
ethos
of the organisation.
Examples of psychometric tests can be found on some test publishersƞ we bsites or in
reference books held in Careers and Employability. Preparation packs can be sent to
you by the test publishers and are often sent by organisations when they invite
candidates to attend assessment centres.
Presentations
Candidates are often ask ed to give a presentation to an assessment panel.
The panel are assessing your:
¦oral communication ability
¦structure of presentation
¦overall presentation style, body language, eye contact, level of interaction and
professionalism
ÀË?
¦use of IT and written materials
¦knowledge or research ability and presentation content
Presentation topics can relate to the actual job, for example, the topic for a sales
and
marketing job may ask a candidate to design an advertising campaign for the
product
sold by that particular organisation. Other topics may not be so specific or relate to
the job at all. In this instance assessors may therefore be placing more emphasis on
presentation style than actual content. They may be assessing how candidates have
approached the task of researching an unfamiliar topic and presenting it in an
interesting and informative way.
Some of the key skills required for this task are:
Analysing
Synthesising
Assimilating
Evaluating
Drawing conclusions and formulating views
Uroup Exercise
Uroup exercises enable assessors to identify how candidates interact with each other
in a group. There are no right or wrong ways to interact, but certain key
characteristics should be avoided such as total silence or total domination. The
criteria
against which the assessor marks will depend on the nature of the job and what the
organisation is looking for from an employee.
A group exercise can vary in nature. It could be a group discussion or a physical
task.
Again this will depend on the type of job you will be applying for. An example of a
physical task could be building a tower out of straws and paper; or carrying various
objects over a small river, by building a bridge or a raft etc.
Àd?
An example of a group discussion
Scenario:
You are marooned on a d esert island, 1

miles from the mainland. You first task
is to
decide what to do in order to be rescued. Do you stay on the island or attempt to
leave to find land? Your second task is to choose five objects that you think are
vital
to your survival out of the cards you have each been given. For each object you
must
justify why you think it is important to have it with you and state two uses for the
object. You have 2
minutes to discuss your plan. You should nominate one
person to
feedback your decisions at the end.
Each person will receive two cards. The cards state:
1. machete
2. pen knife
6. mirror
4. disposable lighter
5. ball of twine
. first aid kit
. notebook and pen
. tarpaulin
9. toothpaste
1
.sunglasses
11.magnifying glass
12.compass
16.walking boots
14.sunscreen
15.torch
1 .whistle
Tips:
¦Keep watching the time!
¦Check that everyone has the same information. Sometimes a person
may have different information to throw the group off course or promote
heated discussion. Beware!
¦There is no right answer. Assessors are looking more at the process
rather than the outcome.
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A team comprises people of many roles. Some people are reflectors, whilst other
people get stuck into a task and take an active part. The assessors may be looking
out
for the candidates who are team players or potential leaders. Think about the skills
and qualities required for solving this scenario, for example, planning, organising,
articulating thoughts and ideas, listening, analysing, decision -making, problem-
solving
etc.
Some of these roles may come naturally to you and other roles may be difficult to
adopt. However, the key is to know what your dominant role is and be able to adopt
another role in the team as required.
Role-Plays
Role-plays may be used to identify candidates who have good communication and
interpersonal skills. The job may involve a lot of face -to-face interaction with the
public and therefore acting out a role -play to demonstrate how you would deal with
a
difficult customer would be of particular r elevance.
You may be given a scenario to read for ten minutes before you would play the part
of shop assistant/manager/police officer etc. with an existing employee who plays
the
part of difficult customer. Again it is important to think about what the job requires
and what the assessor could be looking for.
Written Exercises
Written exercises cover a range of tasks including writing letters, producing a small
report, writing an advertisement or newspaper article. In most cases you would be
able to use a computer to type such exercises and use packages such as an Excel
spreadsheet for producing graphs etc. if applicable. However, in some instances the
assessors may prefer the tasks to be handwritten. One example might be police
recruitment. A police officer needs to provide clear, concise and accurate
handwritten
information, so consequently itƞs important to be able to demonstrate these skills.
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In-tray Exercises
In-tray exercises focus candidatesƞ skills on planning, organising, prioritising,
decisionmaking
and actioning. These tasks can relate to interview questions such as ƠHow do
you manage your workload?ơ or ƠHow do you juggle many tasks?ơ
The exercise may consist of many different tasks literally presented in an in -tray,
and
you will have 6
minutes to read through everything, prioritise tasks, justify your
priorities and write down how you would action them. Assessors may be looking to
see how you perform under pressure, how logical you are, your level of initiative and
whether you would consult other colleagues when making decisions or would go
ahead alone. The tasks could vary from purely administrative tasks to management
problems.
Example ƛ A Store Manager
¦A member of your staff (a cashier) is unexpectedly off sick today.
¦A customer has complained about a faulty product and slow service in repairing
the product.
¦The monthly sales report is due in Head Office by 12:

noon today.
¦You have a meeting with Personnel at 6:

pm today to discuss setting up a
staff association to comply with new consultation legislation. You have not
prepared for this.
¦Your secretary has informed you first thing this morning of her resignation.
¦A shop across the street has just introduced a similar store loyalty card to your
store.
¦You have a meeting in 6
minutes to discuss with the Buyer a new range of
goods for the store for Christmas.
¦You have 2
emails to reply to.
¦A fire drill is expected today.
¦1
new part-time staff have their induction today and you are to make an
appearance at some point.
¦There has been a small flood in the stock room due to a burst pipe. £1
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stock has been damaged and it requires urgent attention.
À?
¦You have a meeting at 4.

pm with a member of your staff (stock assistant)
who has not been pulling his weight recently and has been under -performing.
¦Late night shopping starts tonight in the store.
Preparing for an Assessment Centre
The organisation should inform you of what exercises are included in the assessment
centre with your letter of invitation. Accommodation and travel expenses should be
arranged and paid for by the organisation. Be aware of allowing generous hospitality
and evening drinks arrangements to destroy the image you want to create!
Although you may feel it is difficult to prepare for an assessment centre, there are
some practical things that you can do to help you succeed.
¦Research the type of tests you are to be asked to complete. Many test
publishers produce sample or practice psychometric test quest ions.
¦Try to relax and de-stress before the day. This will help clear and focus your
mind.
¦Reflect on your own skills, qualities, likes and dislikes and what areas need
developing. The more self -aware you are the better able you will be at
positively demonstrating the characteristics the assessors are looking for.
¦Research the organisation and think about what it is looking for in candidates.
In your daily situations try to practise some of these skills and demonstrate
some of the required qualities.
¦Plan your transport and route.
¦Find out the format and duration of the assessment centre.
¦Find out what you need to take with you e.g. letter inviting you to the centre,
evidence of identity etc.
¦Prepare smart clothes and shoes.
¦Practise a firm handshake.
¦Review your application form and CV.
Assessment centres can be fun as well as providing a useful opportunity of
networking
and self-development.
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Below are some useful resources to help you prepare for your assessment centre.
The
books can be found in Careers and Employability and DVDs are streamed on the
Careers and Employability area of IBIS. This list of resources is not exhaustive. Lots
of
information is available to help you excel at interviews.
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Saville and Holdsworth (SHL)
Tel:







www.shldirect.com and www.shlgroup.com
Psychometric Success
www.psychometric-success.com
The Morrisby Organisation (TMO)
Tel:
1442 215521
www.morrisby.com
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www.prospects.ac.uk
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Al-Jajjoka, Sam (2

4) ƠHow to pass professional level psychometric testsơ (Kogan
Page)
Bryon Mike (2

) ƠUraduate Psychometric Test Workbookơ (Kogan Page)
Bryon Mike and Modha Sanjay (2

) ƠHow to pass selection testsơ (Kogan Page)
Shavick Andrea (2

) ƠPractice Psychometric Testsơ (howtobooks)
Tolley Harry and Wood Robert (2

) ƠHow to succeed at an assessment centreơ
(Kogan Page)
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